A Module in

LEA – 3 Introduction to Industrial Security Concepts

Compiled by:

REJIE R. ABONITO, RCrim.

ARNEL S VIRTUDAZO, CSP, CSMS, OSH
P/Lt. (Ret)

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 CHAPTER ONE
INTRODUCTION TO SECURITY

CHAPTER DESCRIPTION
This chapter presents a general overview about security. It presents the basic concept
of security and its historical background. A definition of security and related terminologies is
made to ensure that fundamental information, governing operational environment of security
as applied in any type of organization or business, is provided.
PRELIMINARY NOTE
Security is one of the elements of human civilization. Without security, the progress of
our future is endangered because of the uncertainty from danger of loss or damage. Security is
a human need and a human right. This is why the United Nations recognize it under the
Universal Declaration of Human Rights, as it states "Whereas recognition of the inherent
dignity and the equal and inalienable rights of all members of the human family is the
foundation of freedom, justice, and peace in the world", and "Everyone has the right to life,
liberty, and the security of person".
Much of this Declaration focuses on individual freedom from unreasonable
encroachment by the state. At the same time, it includes the concept that the state similarly
has a general duty to protect the public from untoward risks. A safe society depends upon the
application of numerous measures based on situation, individual, military, law enforcement,
technical, and other factors. Such standards and processes are likely to extend to evolve as
society changes.
ETYMOLOGY OF THE WORD 'SECURITY'
The word 'secure' entered the English language in the 16th century. It is derived from
Latin word "securus", meaning freedom from anxiety: se (without) + cura (care, anxiety). The
term also derives from the Latin "securitas", feeling no care or apprehension, the safeguarding
of the interests of a state, organization, or persons; safe.
From this point, there are four interlinking factors that evolved to make individuals,
enterprises, institutions, and society as a whole secure: 1) Physical Security Measures;
2) Public Protection Forces;
3) Private Security Personnel; and
4) Individual Efforts for Protection and Order Maintenance.

HISTORICAL BACKGROUND
Physical Security Measures
Due to the dynamic relationship between human population and resources, security
became necessary for human survival.
As population increased in early societies, pressure for self-sustenance often led to
exploration, domination of vulnerable populations, and exploitation.
The rise of the first states in Egypt, Mesopotamia, and Peru caused conflicts between
neighboring villages. Neighboring communities battled with each other as a consequence of
limited resources.
The conflicts added to the creation of hierarchical structures in early societies. Farming
societies gradually created chiefdoms, reinforced by kinship, partially to create order. And then
codes were established to assure peaceful coexistence, to stimulate commerce, to encourage
development of specialized work, and to provide a structure for dealing with threats from
external forces. The successful leader was likely to be one who could be most effective in
inspiring the clan, band, tribe, or community to fight ferociously and successfully against
aggressors, or to lead people in attacks against others to increase their own resources.
As societies became larger, they form group classifications with kings, or their
equivalents, serving as a leadership élite with subordinate categories of social, political and
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economic distinctions. Often these positions became hereditary and self-reinforcing.
Ascendency started to evolved by a complex existence in competition for limited resources
which threatened the security and safety of the community.

The development of early communities, the accumulation of wealth, and the

improvement of agricultural lands caused unwarranted outside attack by those who coveted
such assets and resources.
The fear of attacks led to the evolution of defensive means to protect the community, A
fundamental Strategy was to use physical security measures. And often, geographic location
could be significant for protection such as being situated on high locations or surrounded by or
alongside bodies of water.
Wall or physical barriers for protection often surrounded the community. Posts, thick
enclosures heavy doors with stout closures, animals, and traps all served to protect
communities from attack from outside forces. Thus, a variety of physical and animate security
resources emerged. The wall in terms of simplicity of concept, construction requirements, the
extent of operating and construction costs, and the resultant shaping of the protected
community into a distinctive political entity.
Over the years, the wall as an organizing structure, protected nations, provinces, cities,
villages, military fortifications, castles, and individual living units. The wall was a critical aid to
civility and security at least from the later part of the Stone Age until the 19th century, and
continues in modern times on a more restricted basis. From the Roman tradition on, the
medieval town or city wall contained three elements: the wall itself, towers, and gates. The wall
could be one to three meters wide with heights sometimes over twenty meters. Towers would
be situated at periodic distances along the extent of the wall in which soldiers or lookouts could
be stationed. Gates controlled access to the interior. Beyond controlling entrance and egress,
gates could be points where visitors sometimes may be charged a gate fee to enter, or visitors
were obliged to provide evidence of their reliability. This physical structure significantly
controlled internal and external features to life on both sides of the wall.
Today, walls expressed the power and promise of urban life. A walled community
evoked psychological, economic, military, and political impediment for attackers.

Animals probably preceded defensive structures to protect people. Dogs are particularly
suitable for security purposes. Dogs were valuable also as canine alarms, to attack intruders,
for hunting, and for companionship.
In modern times canine patrols serve law enforcement around the world. They are used
to detect illegal contraband, the smuggling of people, and the presence of prohibited foods,
plants, narcotics, and explosives.
Other animals besides dogs have played roles in protecting people and property. Birds
capable of making loud noise when disturbed have been put to use to protect prisons from
escapees and military facilities from unauthorized presence of people. Similarly, the warhorse
was important for military use since early civilizations.
Security is needed within as well as without a walled community or structure. To protect
precious objects, including vital documents; hidden places within walls or furniture or under
floors were frequently created.
Safes and strong boxes have served as protected containers since ancient Egypt.
Locks are among the oldest mechanisms invented. Through the centuries the need to protect
precious metals and stones and important documents created a market that advanced safe
and vault construction skills. Mechanical locks were developed earlier than combination
mechanisms. Locks with keys were widely available for purchase from artisans from the Middle
Ages.
Public Protection Forces
Considering that the first duty of the community is to protect itself through government
and personal initiative, hierarchical stratification in early society occurred partially to provide
leadership for defensive purposes.
Human society evolved from bands, to tribes relying on kinship, then to chiefdoms,
consisting of a leader who would direct the activities of those within sphere of control. Beyond
this, kingdoms, and occasionally queendoms, arose to advance mutual defense and economic
vitality. The empires emerged which combined multiple countries with various forms of
governance. The formation of forces of men for defense and offense was inevitable. Military
forces were convened over the centuries.

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 The emergence of law enforcement is inextricably linked to the emergence of the city.
The word derives from the Greek polis, referring to the city-state the is organized government,
the perfect community While the word polis may still be used to define civil administration,
since the 18th century the derivative term police has been associated internationally with civil
force entrusted with the maintenance of public order enforcing regulations, punishing breaches
of the law, and detecting crime.
Early law enforcement in Greek, Roman, Byzantine. and Islamic empires and carries
the discourse through policing in Britain and the United States until the mid20th century. The
term law enforcement significantly reflects the supremacy of law. It also implies that law
enforcement involves more than police, incorporating specialized units generally possessing
police powers.
The military is primarily responsible for macro risks generally occurring outside of the
nation, the police are responsible for internal micro risks within the community. To manage the
peace, sworn police officers always have possessed a special power: to deprive people
temporarily of their liberty for reasonable cause. But at times when policing is inadequate for
whatever reason, the private sector provides protection for itself. Eventually this will foster the
rise of private security services and systems.
Private Security Personnel
The security industry had its origins as a commercial enterprise in the United States.
Allan Pinkerton has contributed much to the origin of modern, profit-making security services.
As the business grows, he started employing security personnel as detectives. Kate Warne
was hired and became the first woman detective in 1856.
Eventually, Pinkerton provided armed guards. Guarding became a new source of
revenue. And with the start of the American Civil War, Pinkerton personally provided protective
services briefly for the president, Abraham Lincoln.
Later in the war, Pinkerton's organization created on intelligence gathering operation for
the army. He quickly devised means whereby he could collect intelligence from undercover
agents. With the end of the war, industrialization in the Northern states surged and Pinkerton's
security business grew along with it. Pinkerton's firm had made seminal contributions to
commercial investigation, guarding, executive protection, intelligence collection, and consulting
services.
Today, private security personnel offer their clients flexibility, specialized skills,
insurance covering job-related liabilities, and cost-effective services making the choice
attractive for clients. Private security firms sometimes operate for-profit correctional facilities
and provide services in government offices, educational and research institutions, and within
military compounds.

Individual Efforts for Protection and Order Maintenance

From the earliest evidence of human experience, individuals have taken responsibility
for their own security. This involved physical measures as well as protective procedures taken
both individually and collectively.
While the military, civilian police, private security, and indeed numerous other
organizations provided by the state offer protection, individual efforts are the oldest, most
prevalent, and most difficult activity to assess quantitatively and qualitatively. Programs
provided by the state and not-for-profit organizations have been developed to mitigate risks in
modern times.
Recently, innovative ways have helped communities reduce crime and increase the
perception Safety. These include public/private programs like community policing. In addition
to private security services are volunteer programs. Numerous non-police oriented, private
sector directed organizations have developed anti-crime programs to support security of
individual homes, neighborhoods, and commercial services enterprises.

SECURITY IN GENERAL
SECURITY, in a collective sense, is the same as protection and safety; the state of
being safe and the condition of being protected against physical, social, spiritual, financial
political, emotional, occupational, psychological or other types or consequences of failure,
damage, error, accidents, harm or any other event which could be considered not desirable."
SECURITY is also freedom from fear, harm, danger, loss, destruction or damages. A
state of the mind by which a person see or feel absence of danger and presence of comfort.
Basically, aside from the threats posed by natural sources, it is the action of man
against man that led to many unsecured and unsafe conditions. Reasons could be economic,

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revenge, or just plain greed and avarice. But whatever motive, the civilized man needs
adequate protection.
FIELDS OF SECURITY
The following are the fields of security classified according to each sphere or subject:
A. Information Technology (IT) Fields
1. Computing Security - is a branch of information security applied to both theoretical
and actual computer systems.
2. Computer Security - is a branch of computer science that addresses enforcement of
'secure' behavior on the operation of computers. The definition of 'secure varies by application,
and is typically defined implicitly or explicitly by a security policy that addresses confidentiality,
integrity and availability of electronic information that is processed by stored on computer
systems.
3. Data Security - is the means of ensuring that data is kept safe from corruption and
that access to it is suitably controlled. Thus, data security helps to ensure privacy. It also helps
in protecting personal data.
4. Application Security - encompasses measures taken to prevent exceptions in the
security policy of an application or the underlying system (vulnerabilities) through flaws in the
design, development, or deployment of the application.
5. Information Security - means protecting information and information systems from
unauthorized access, use, disclosure, disruption, modification, or destruction. The terms
information security, computer security and information assurance are frequently used
interchangeably. These fields are interrelated and share the common goals of protecting the
confidentiality, integrity and availability of information; however, there are some subtle
differences between them. These differences lie primarily in the approach to the subject, the
methodologies used, and the areas of concentration. Information security is concerned with the
confidentiality, integrity and availability of data regardless of the form the data may take:
electronic, print, or other forms.
6. Network Security - consists of the provisions made in an underlying computer
network infrastructure, policies adopted by the network administrator to protect the network
and the network-accessible resources from unauthorized access and the effectiveness (or
lack) of these measures combined together.
B. Physical Security Field
1. Physical Security- describes measures that prevent or deter attackers from
accessing a facility, resource, or information stored on physical media. It can be as simple as a
locked door or as elaborate as multiple layers of armed guard posts.
2. Shopping Center Security (Mall or Supermarket) - a type of security which is
concern with the protection of the stores, warehouses, storage, its immediate premises and
properties as well as the supermarket personnel and customers. Security personnel are
trained to detect “shoplifter”, robbery, and bomb detection and customer relation.
3. Airport/Seaport Security - refers to the air or c ang techniques and methods used in
protecting airports and seaport and by extension aircraft of sea craft, from crime and terrorism.
4. Home Security - are those methods use of protecting residential homes or town sites
which include the interior protection of houses against property losses or damages.
5. Industrial Security - a type of security applied to business groups engaged in
industries like manufacturing, assembling, research and development, processing,
warehousing and even agriculture.
6. Hotel Security - a type of security applied to hotels where its properties are
protected from pilferage, loss, damage and the function in the hotel restaurants are not
disturbed and troubled by outsiders or the guest themselves. This type of security employs
house detectives, uniforms guard and supervisor and insures that hotel guests and their
personal effects are safeguarded.
7. Bank Security - this type of security is concerned with bank operations. Its main
objective is the protection of bank cash and assets, its personnel and clientele. Security
personnel are trained to safeguard bank and assets while in storage, in transit and during
transactions.
8. School/Campus Security - a type of security that is concerned with the protection of
students, faculty members, and school properties. Security personnel are trained to protect the
school property from theft, vandals, handling campus riots and detecting the use of intoxicated
drugs and alcohol by the students.
C. Political Field
1. International Security - consists of the measures taken by nations and international
organizations, such as the United Nations, to ensure mutual survival and safety. These

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measures include military action and diplomatic agreements such as treaties and conventions.
International and national securities are invariably linked.
2. National Security- refers to he requirement to maintain the survival of the nation-
state through the use of economic,. Military and political power and the exercise of diplomacy.
3. Human Security refers to an emerging paradigm for understanding global
vulnerabilities whose proponents challenge the traditional notion of national security arguing
that the proper referent for security should be the individual rather than the state. Human
security holds that a people-centered view of security is necessary for national, regional and
global stability.
D. Monetary Field
1. Financial Security - refers to the methods applied for the protection of fungible,
negotiable instrument representing financial value. It broadly Categorized into debt securities,
such as banknotes, bonds and debentures, and equity securities, etc.
E. Other Security Fields
1. VIP Security - a type of security applied for the protection of top-ranking officials of
the government or private entity, visiting persons illustrious standing and foreign dignitaries.
Maybe used to interchangeably mean the same with Close Protection Operation.
2. Homeland Security - similar to national security but this is more focused on the
protection of vital entities such as critical utilities, critical facilities, and critical infrastructures.

TYPES OF SECURITY THREATS

The type of security threats in any enterprise is dependent on the kind of asset subject for
protection and the type of security operation of an installation. But generally, the security
design almost considers the following security threats:
1. Threats against Persons and Properties - are includes possibility of physical harm
or injury among people such as shooting, knife attack or other means of active attack. For
properties, damage to properties such as vandalism are common examples. Generally, these
threats are categorized under crimes against persons and properties.
2. Threats to Identity – specifically, are threats among cyber users or electronic
device-based attack or intrusion. For instance, an attacker can impersonate a user and
fraudulently make calls and conduct data sessions through the user's device.
3. Threats to Confidentiality - these are threats against confidentiality in wireless
communications, records systems and classified documents or materials.
4. Threats to Integrity - integrity is closely related to confidentiality, as there maybe be
breaches to company's trade secrets. As such, it has direct impact on company business
reputation. These may involve a wide range of criminal and fraudulent activities.
5. Threats from Intrusion - the unauthorized access to the installation, data or devices,
whether by a human attacker or by malware intrusion.
6. Threats to Business Continuity - attacks can be in many forms of natural sources
or human induced for business sabotage, subversive activities, espionage, and pilferage.

CURRENT THREATS TO SECURITY

Crime and Terrorism
Terrorism is the use of force or violence against persons or property for purposes of
intimidation, coercion, or ransom. The threat of terrorism has become one of the most
disturbing aspects of modern life. Acts of terrorism include bomb threats, bombings,
assassinations, kidnappings, hijackings, cyber-attack (computer-based), and the threat/use of
chemical, biological and radiological attacks. 'Targets for acts of terrorism have included
airports, aircraft, military and police facilities, high-profile landmarks, large public gatherings,
water and food supplies, and utilities.
As well as the threat from terrorists, there are also threats to civil aviation from
criminals, the mentally ill, bogus refugees, and even people with revenge motives such as
disgruntled ex-employees.
Even totally innocent people can be a threat by in their luggage aboard an aircraft.
There are huge numbers of potentially dangerous items, including firearms, IEDs, bladed
items, toxic chemicals, highly inflammable substances, and other threat items.
Improvised Explosive Devices
The military bomb, as we generally recognize it, is a ballistic shaped object filled with
large quantities of explosive and dropped from aircraft from the air. It is designed to explode on
impact when it reaches its target. But terrorists, criminals, extortionists and anti-social
elements extensively use their own types of homemade bombs, called “Improvised Explosive
Devices” or “IEDs”.

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 Modern terrorists who use IEDs as their weapons of choice are often extremely creative
in designing and placing their weapons. Hundreds of everyday articles have in the past been
modified and used to conceal an explosive or incendiary device. They are also capable of
producing sophisticated IEDs, remotely detonated, with highly technical movement devices
and countermeasures with booby-traps built into the design.
Firearms
Firearm , generally refers to any lethal barreled weapon from which any shot, bullet or
missile can be discharged. Under the laws of many countries the term "firearm” also includes
any article having the appearance of being a firearm, whether it is actually capable of being
discharged or not.
Terrorists use both manufactured and improvised arms. Criminals will sometimes saw-
off the barrel and butt of a firearm, to help make it shorter and more concealable; and
therefore, less recognizable. Terrorist frequently use "handguns" in their attacks, as they are
easily obtainable and often small enough to be easily concealed amongst other items in a
packed bag or case.
Bladed Items
There are many bladed and sharp items that could be used as weapons in the hands of
malicious individuals. These include knives, including kitchen knives, cutlery knives, automatic
knives, switchblades and ceremonial knives, axes and hatchets, arrows and darts, crampons,
harpoons and javelins, pickaxes and ice axes, cleavers, machetes, open razors and blades,
swords, billiard cues, scalpels, scissors with blades, ski poles and walking sticks, throwing
stars, tools that can be used as a stabbing or cutting weapon and other variety of bladed and
pointed items.
Postal Devices
Postal devices are now one of the most common means of criminal attack upon
organizations and individuals worldwide. Historically, the motives for mail bombs have included
revenge, extortion and terrorism. The ease with which postal devices can be sent and the
anonymity afforded the sender makes them extremely attractive and deadly tools for vicious
and calculating individuals. Postal device senders never need to come face to face with the
people they maim or kill. Hazardous items that have been sent by post include explosives,
incendiary devices, hazardous chemicals, biological agents like Anthrax, razor blades, needles
and broken grass.
CBRN Threats
Chemical Threats - Chemical weapons are chemical compounds that have a strong,
deleterious effect on the human body, even when encountered in small doses. The different
types of chemical weapon include vesicants, which blister and burn on contact choking agents,
which cause lung damage; and nerve agents, which interfere with the nervous system and,
may lead to death. The effects from chemical weapons may occur very quickly after exposure,
on the order minutes to hours.
Biological Threats – Biological weapons are pathogens that cause disease and illness
in infected humans. Because the pathogens multiply within the victim, a small initial amount of
pathogen is sufficient to cause infection. As consequence, biological weapons require much
less material than chemical weapons to produce equivalent casualties and generally take
longer to produce effects. Biological weapons include diseases that are primarily
incapacitating, as Q fever, as well as those that are lethal, such as smallpox. Some p biological
weapons are contagious pathogens, such as smallpox, and have the potential to spread the
effects of an attack by traveling from victim to the victim. The symptoms from a biological
weapon attack would require some time to develop, so a covert biological attack might not be
recognized for several days.
Radiological and Nuclear Threats- The radiological terrorist device is unlikely to
nuclear devices as we generally know them, such as those that make up the nuclear arsenals
of countries including the U.S., Britain, Russia and France. Manufacturing nuclear weapons is
difficult even for countries with money, infrastructure, and scientific resources. Nuclear
weapons involve a complex nuclear-fission reaction, and the expertise and materials
necessary would be extremely difficult for any terrorist organization to acquire. Terrorists could,
however, build cruder, radiation weapons, which are commonly called "dirty bombs." A dirty
bomb, or radiological dispersion device, is a bomb that combines conventional explosives,
such as dynamite, with radioactive materials in the form of powder or pellets. Many types of
radioactive materials with military, industrial, or medical applications could be used in a dirty
bomb. Medical supplies such as radium or certain cesium isotopes, used in cancer treatments
could be used.
Improvised Incendiary Device (IID)

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 An IID is a device designed to destroy, incapacitate, harass, or distract by creating
intense heat and fire, rather than by exploding. Terrorists have often used IIDs to attack
economic targets. IIDs are generally hand-carried devices, often deployed against targets such
as retail outlets and transportation. The usual intention is to cause economic damage and
weaken public confidence rather than cause mass casualties. But terrorist are aware that
attacks with incendiary' devices will cause people seeing smoke and fire to panic which can
cause casualties. Fire bomb attacks also draw in first responders, who can then be the targets
of a second-phase attack with Improvised Explosive Devices (IEDs).
Grenades
A hand grenade is a small hand-held anti-personnel weapon designed to thrown and
then explode after a short time. Hand grenades may appear in several shapes, sizes and
constructions. Some contain explosives, while others may be incendiary and filled with white
phosphorus; or designed to emit smoke or gas. The most common grenade associated with
terrorist attacks is the time-delay fragmentation anti-personnel hand grenade. These grenades,
which played a major role in World War I, World War II, Vietnam and many other conflicts, are
designed to be durable and simple to use. But not all grenades are thrown by hand. Several
types are fired from rifles or purpose-designed grenade launchers. For example, tear gas
grenades used in riot control are fired from riot guns; and the M203 is a grenade launcher that
can be fitted to several types of rifles such as the M4 Carbine and M 16 rifle.
GENERAL SECURITY PRINCIPLES
There is no business without security problems and assets protection risks. These risks
and problems take many forms. Mitigating them effectively is a primordial consideration.
Risk mitigation require planning and understanding of the security needs, conditions,
threats, and vulnerabilities. Assessing security conditions and planning for appropriate levels of
assets protection begins with the basics - risk management.
Security in physical layers should be introduced and should address external barriers
such as fences, walls, gates, buildings, and lobbies and internal barriers such as, access
control systems. Internal controls and intrusion detection systems should also be addressed,
as is the use of current technology, such as biometrics.
Physical security is the most fundamental aspect of protection. It is the use of physical
controls to protect the premises, site, facility, or other physical assets. The application of
physical security is the process of using layers of physical protective measures to prevent
unauthorized access, harm, or destruction of property.
Physical security protects a property, plant, facility, building, office, and any or all of their
contents from loss or harm. Physical security contributes to protection of people and
information.
Physical security is the baseline security measure, or foundation, on which all other
security measures and functions are built. They are used to ensure that only authorized
persons have access to facilities and property. The measures employed must be appropriate
for each separate operating environment.
In any event, physical security measures are the baseline of protection. All other
security measures will be integrated with physical security measures, developing a protection
profile of assets protection within layers. It is the responsibility of management to determine
what physical security controls are necessary to provide adequate level of protection.
Sophisticated protection measures, other than physical, are employed to protect people
and information. However, physical security measures are part of the overall protective
package.
Security personnel must know the facility or site layout. They must understand the
operating requirements and operation of the enterprise, conduct initial physical security survey,
and periodically conduct supplemental surveys as part of risk management survey program.
Security measures should be designed into a facility during the facility design phase and
built into the facility during the construction phase. Ideally, architects and security professionals
would work together taking into consideration all aspects of assets protection requirements
applicable to the proposed operating environment.
Security problems resulting a failure to and security part of the design and construction
phase usually of a structural nature too expensive to undo or fix.
The application of security controls should he approached in layers. There is no single
physical control that will fulfill all security needs. Layering controls from the outer boundaries of
each facility to the inner boundaries will build a security profile to meet specific security needs.
The outer layers of protection for a facility depend on the type of facility and its location.
Whatever the barrier, it is the first layer of physical security. It may be at the perimeter's edge

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or inside the perimeter. Regardless of where it is situated, it is the layer of first control. Inside
the outer layer, the use of other layers of security may be necessary.
COMMON SECURITY CONCEPTS
From the different security field presented earlier, these are the common recurring
concepts in security:
1. Risk - a risk is a possible event which could cause a loss; the exposure to the
chance of injury or loss.
2. Threat - an event, action or method that triggers a risk which is either natural cause
or human induced.
3. Vulnerability - it is the state of being open to injury or loss; a weakness in a target
that can potentially be exploited by a threat.
4. Assessment - is the process of evaluating the probabilities and consequences of
risk events if they are realized; it includes the processes of identifying, qualifying, and
prioritizing security systems and counter measures.
5. Defense in Depth - is an approach to security in which a series of defensive
mechanisms are layered in order to protect the asset. The concept is that, if one defense
mechanism fails, other steps up to immediately impede an attack or unauthorized intrusion.
6. Target Hardening - is comparable to defense in depth but more focused on
strengthening the security of a building or installation in order to protect it in the event of attack
or reduce the risk.
7. Countermeasure - is a way to stop a threat from triggering a risk event.
8. Mitigation - is the means of reducing risk of loss from the occurrence of any
undesirable event. A mitigation action is a specific action, project, activity, or process taken to
reduce or eliminate long-term risk to people and property from hazards and their impacts.

CHAPTER TWO
FUNDAMENTALS OF SECURITY MANAGEMENT

CHAPTER DESCRIPTION
This chapter emphasizes on how to deal with the resources and processes in a security
environment. It presents the basic information on what should be dealt with in protecting
assets and managing business securely.
PRELIMINARY NOTE
Security management emerged as a differentiative discipline in the second half of the
20th century. Protection of assets from loss always mattered to profit-- making organizations,
and guards, regular patrols and watchmen were tasked to protect private property from theft,
fire, and vandalism based on early payroll records.
The security industry continues to develop advanced and better technology with military
and civilian significance. Interest in the field was also blooming. The industry development has
occurred because of the particular nature of security needs within organizations. While all
organizations need security, not all organizations require security directors and personnel per
se. Frequently, the duties can be devolved to others. Nonetheless, certain industries have
security as a requirement. Others see improved protection as a cost-effective means of
maintaining optimal operations.
SECURITY MANAGEMENT defined
Security Management is the proper utilization of resources in a security organization in
order to meet organizational goals and objectives and to ensure their achievements. In another
sense, it is a broad field of management related to asset management, physical security and
human resource safety functions. It entails the identification of an organization's information
assets and the development, documentation and implementation of policies, standards,
procedures and guidelines.
Management tools such as information classification, risk assessment and risk analysis
are used to identify threats, classify assets and to rate system vulnerabilities so that effective
control can be implemented.
As a field in management, security management deals primarily on asset protection,
both from physical safety and digital security. It is closely related to risk management aimed at

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creating through various methods, procedures, guidelines and standards of security solutions
which help reduce identified risks in an organization.
Security management is a systematic, repetitive set of interconnected activities to
ensure safe operation and thus reduce the likelihood of risks. The key purposes are avoidance
of problems or negative phenomena such as threats and risks; and avoidance of crisis or other
problems which may cause delay, harm or loss of assets.
The areas of physical and digital security management in organizations are for security
management are:
1. Physical security
2. Property security including cash and valuables, buildings security, security guards
3. Personal Security including human resources management
4. Information security, in terms of protection of the law or contractually protected or valuable
information
5. Computer security, in terms of use and set of hardware and software, including special
tools (e.g. protection, and deployment tracking and interception)
6. Occupational safety and health, including fire protection
7. Fraud management and forensic auditing
BASIC MANAGEMENT FUNCTIONS
According to Henri Fayol, there are five functions of management relevant to security
organizations. They focus on the relationship between personnel and its management and
they provide points of reference so that problems can be easily solved.
1. Planning - is looking ahead, drawing up a good plan of action. This requires active
participation of the entire organization. With respect to time and implementation, planning must
be linked to and coordinated on different levels. Planning must take the organization's
available resources and flexibility of personnel into consideration as this will guarantee
continuity.
2. Organizing - An organization can only function well if it is well-organized. Sufficient capital,
staff and raw materials are in placed so to build a good working structure. The organizational
structure with a good division of functions and tasks is of crucial importance. When the number
of functions increases, the organization will expand both horizontally and vertically. This
requires a different type of leadership.
3. Commanding - giving of orders and clear working instructions to employees so they would
know exactly what is required of them. Return from all employees will be optimized if they are
given concrete instructions with respect to activities that are carried out by them. Commanding
reflects effective communication which gives integrity to decision making.
4. Coordinating - harmonization of activities in an organization that leads to efficient function.
It aims at stimulating motivation and discipline within the different units in the organization.
5. Controlling - verifying whether the activities are carried out in conformity with the plan. This
requires establishment of performance standards based on organizational objectives,
measuring and reporting on actual performance, comparing results with performance and
standards, and taking corrective or preventive measures as needed.
PRINNCIPLES OF SECURITY MANAGEMENT
Security management is anchored on the, principles of management by Henri Fayol
who, after years of study, was able to synthesize 14 principles of management that serve as a
guideline for decision-making and management actions. They are drawn up by means of
observations and analyses of events that managers encounter in practice.
These principles can be used to manage organizations and are useful tools for
forecasting, planning, process management, organization management, decision-making,
coordination and control.
1. Division of Work - specialization of the n workforce increases their accuracy and speed. I
practice, employees are specialized in different area and they have different skills. Different
levels of expertise can be distinguished within the knowledge areas (from generalist to
specialist). According to Henri Fayol, specialization promotes efficiency of the workforce and
increases productivity.
2. Authority and Responsibility - accompanying power or authority gives the management
the right to give orders to the subordinates. This means that, in order to get things done in an
organization, management has the authority to give orders to the employees. But of course,
with this authority comes responsibility.
3. Discipline - is about obedience. It is often a part of the core values of a mission and vision,
in the form of good conduct and respectful interactions.
4. Unity of Command - an individual employee should receive orders from one manager and
that the employee is answerable to that manager. If tasks and related responsibilities are given

10
to the employee by more than one manager, this may lead to confusion which may lead to
possible conflicts for employees.
5. Unity of Direction - is about focus and unity. All employees deliver the same activities that
can be linked to the same objectives. All activities must be carried out by one group that forms
a team. These activities must be described in a plan of action. Focus areas are the efforts
made by the employees and coordination.
6. Subordination of Individual Interest - is about ethics. Personal interests are subordinate
to the interests of the organization. The primary focus is on the organizational objectives and
not on those of the individual. This applies to all levels of the entire organization, including the
managers.
7. Remuneration - the compensation of employees must be sufficient to keep employees
motivated and effective. Motivation and productivity are close to one another as far as the
smooth running of an organization. Remuneration could be non-monetary, such as a
compliment, more responsibilities, credits or in the form of monetary consideration such as
compensation, bonus or other financial rewards.
8. Degree of Centralization - Management and authority for decision-making process must be
properly balanced in an organization. This depends on the volume and size of an organization
including its hierarchy. Centralization implies the concentration of decision-making authority at
the top management. Sharing of authorities for the decision-making process with middle and
lower management is decentralization and that an organization should strive for a good
balance in this.
9. Scalar Chain - Hierarchy presents itself, in any given organization This varies from top
management to the lowest levels in the organization. This principle states that there should be
a clear line in the area of authority from top to bottom and all managers at all levels.
10. Order - employees in an organization must have the right resources at their disposal so
that they can function properly in an organization. There must be social order where the work
environment must be safe, clean and tidy.
11. Equity - employees must be treated kindly and equally. Employees must be in the right
place in the organization to do things right. Managers should supervise and monitor this
process and they should treat employees fairly and impartially.
12. Stability of Personnel Tenure - the deployment and managing of personnel should be in
balance with the service that is provided from the organization. Management strives to
minimize employee turnover and to have the right staff in the right place.
13. Initiative - .employees should be allowed to express new ideas. This encourages interest
and involvement and creates added value for the company. Employee initiatives are a source
of strength for the organization.
14. Esprit de Corps - management should strive for the involvement and unity of the
employees. Managers are responsible for the development of morale in the workplace;
individually and in the area of communication. Esprit de corps contributes to the development
of the culture and creates an atmosphere of mutual trust and understanding.
LEVELS OF MANAGEMENT
The process of management is becoming complicated with the growing complexities of
business. This calls for a higher degree of skills and abilities. In view of the technological
features influencing the size and the scale of modern enterprise, management cannot be a
simple task that can be performed by an individual or a few persons interested therein as
proprietors. Hence, managerial functions are assigned to different personnel all along the
organization.
The levels of hierarchy of management with authority and responsibility are categorized
according to functions arranged as follows: Top Management, Middle Management, and Lower
Management.
Top Level Management
Top level management is usually made up of Board of Directors. However, in practice
the Directors do not take part in the day-to-day affairs of the organization. But the task is
generally entrusted to the Managing Directors or General Managers. They are called as Chief
Executives and they are responsible to carry out the broad policies formulated by the Board.
However, the ultimate control rests with Directors. Top level management is the policy making
body responsible for the overall direction and success of all the activities of the company.
The principal functions of the top management are:
1. Determination of Objectives
2. Formulation of Policies
3. Long Range Planning and Strategy
4. Organizing for Action

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5. Developing of Major Resources
6. Selecting Key Personnel
7. Coordination and Controlling
Middle Level Management
This level of management is concerned with the execution of the policies and plans
designed by the top management. Therefore, the middle level management comprises of
departmental heads and other executives. Though the top management forms the head and
brain of the organization, the personnel in the middle management actually take part in the
execution of the plans and experience the difficulties involved in it. The principal functions of
the middle level management are:
1. Interprets the policies of the company
2. Prepare organizational set up in their department
3. Issue orders to the subordinates and others in their department
4. Motivate the personnel for higher productivity
5. Collect reports and other information about the work turned out in their respective
departments
6. Provide information and assist top management in revising the plans to secure better
performance.
Lower Level Management
This level of management refers to subordinate departmental heads, foremen, office
superintendents, supervisors, etc. They come in direct contact with the employees or workers.
They actually carry out the operations as per schedule. They are designated as the "leg work".
They provide the essential link between the worker and the management. The important
functions of the personnel in lower management can be summed up as follows:
1. Executing of the work entrusted to them,
2. Maintaining of the standard, quality and workmanship of the product,
3. Eliminating wastage of material, time, etc.,
4. Maintaining strict discipline among the workers,
5. Preserving the morale of the workers
6. Providing instructions and other information to the workers and guiding them while in action.
ELEMENTS OF SECURITY MANAGEMENT
Concerns and issues related to security are intertwined in all areas of the life of an
organization. Many of them are considered and documented organizational and provided
within the respective area of the management system of the organization. It is necessary to
reach the ultimate goal of improving security of the organizations by developing integrate
management systems for business security.
A Security Management System may be considered as that part of the overall
management system, based mainly on the quality management system that provides the
structure to enable identification of potential threats to an organization and which establishes,
implements, operates, monitors, reviews and maintains all appropriate measures to provide
assurance of the effective management of the associated security risks.
The following elements of security management are inherent in the management system:
1. Establish Security Management Framework
■ Specify process purpose, scope, goals, and capabilities
■ Define process policies, standards, and conceptual models
■ Determine and Identify process requirements, roles and responsibilities
■ Assign process responsibilities to organizations
■ Determine process procedures relationships to other processes
■ Define measurements and controls
■ Create project proposals
■ Communicate and deploy framework
2. Produce and Maintain Security Policy
■ Analyze findings
■ Assemble and communicate security policy
■ Assess business policies and plans
■ Assess new technology
■ Assess regulations and standards
■ Define overall security objectives
3. Analyze Security Threats, Vulnerabilities and Risks
■ Communicate results and recommendations
■ Develop security recommendations
■ Identify security threats

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■ Perform detailed risk assessment of threats and vulnerabilities
■ Project potential future IT threats
4. Classify Information Asset Security
■ Create asset security classification scheme
■ Identify security policy requirements on asset security
■ Review asset inventory
5. Plan and Implement Security Practices
■ Communicate security directives
■ Complete security plan
■ Initiate change request
■ Review details of plan with stakeholders
■ Define security infrastructure
■ Define security plan procedures
■ Define security plan schedule
■ Monitor Change
6. Operate Security Protection Mechanisms
■ Deny request
■ Document security violation
■ Initiate incident
■ Monitor and detect for security violation
■ Validate security request
■ Provide access to authorized user
■ Perform protection request
7. Monitor, Assess, Audit and Report Security
■ Analyze request for information
■ Define and build report
■Generate and communicate report
■ Review active security controls
■ Summarize Inconsistencies

8. Evaluate Security Management Performance

■ Collect feedback
■ Produce process measurements
■ Research trends and best practices
■ Review existing documentation
■ Assess Process Execution
■ Audit Process
■Assess process framework
■Collect evaluation results
■Produce gap analysis
■Recommend initiatives
■Complete evaluation
■Communicate to stakeholders
QUALITY MANAGEMENT SYSTEM
Organizations found a way to offer something that people want, at a price they are
willing pay, in a way that will make money in the transactions. Successful companies offer
quality products and services in this exchange, and keep quality high for customer satisfaction.
Quality is the totality of features and characteristics of a product or service that bear on
its ability to satisfy stated or implied needs. Thus, security is a component of quality.
Quality is the responsibility of the whole organization and security is a part of the totality
of quality of a system, implicit in customers’ expectations.
Security, as a component of quality, must be addressed throughout an organization, in
the definition of strategy, the development of policy and the implementation and monitoring.
MANAGEMENT SYSTEM COMPONENTS
1. Credibility and Integration of Personnel - corporate security personnel, regardless of
background, should be able to demonstrate competence not only in all aspects of the security
discipline, but also have an awareness of the contribution they can make to other aspects of
the business, such as governance, strategy, compliance, assurance, new ventures, and other
essential business-related issues.
2. Policies, Objectives and Tasks - there should exist a single security policy which outlines
the security architecture, strategy and protocols which should address security management
objectives; statement of the attitude of the organization to security; description of the security

13
environment; statement of the security risk appetite; security organization, roles and
responsibilities; procedures for security risk assessment; list of security standing operating
procedures; security priorities and calendar for coming year.
3. Threat, Vulnerability and Security Risk Assessment - security risk assessments should
take into consideration a wide range of elements beyond physical security threats. Such
elements should include the operating environment and groups/events by which it is
characterized; the profile of the organization, the footprint and the social impact; the strategic,
long term objectives of the organization; voluntary principles of security and human rights;
legislation and local expectations; capability and intent of local criminal/terrorist elements;
vulnerability and attractiveness of assets to criminal/ terrorist elements; and availability of
resources.
4. Controls - examples of security controls may include physical protection measures (lights,
fences, CCTV, barriers, etc.); introduction of security procedures (ID checking, access control,
mail screening, etc.); intelligence networking (local social/political leaders / intelligence
providers, etc.); electronic security (encryption, password protection, etc.); resourcing (security
personnel, equipment, etc.); and local integration or corporate social responsibility programs
5. Security Risk Register - a security risk register should facilitate ownership and
management of security risks; provide an overview of the significant security risks that arc
faced by an organization; record the results of threat/vulnerability security risk assessment;
form an agreed record of those security risks that have been identified; record additional
proposed actions to improve the security profile; and facilitate the prioritization of security risks.
6. Planning and Resourcing - effective planning consider to address targets; time frame in
achieving them, and the manner how they he achieved
7. Execution and Control Activities - the execution of a plan is predicated on all of the
previous components in the management system such that the plan has identified all the
security risks to the operation; all control mechanisms are established; the plan has been
accordingly and appropriately resourced; procedures are documented, approved and
validated; the plan has been effectively communicated to those with responsibility for its
execution; assurance that those with responsibility for carrying out the plan have the correct
competencies; all correct back up and reinforcement strategies are established and tested.
8. Monitor and Security Reporting - monitoring is based, upon effective two-way
communication. Where appropriate, traditional methods are often effective and should be
considered inspections; review meetings; auditing; interviews; and workshops.
9. Review - the purpose of the review may be any combination of the following: to critically
debrief the plan in order to determine strengths weaknesses and areas that could be improved;
to obtain feedback from those involved in the execution of the plan/ project regarding the
manageability of the plan; to highlight any competency issues arising from exposure to new
challenges; to examine how much contribution the operation/task/project brings to the
achievement of the organization's objectives; assurance to top management that security is
being managed effectively; enables security management to assess whether established
protocols are being effective, and to take action accordingly; and highlight examples of good
practice.
10. Learning – effective processes for learning lessons will enable an organization to
introduce improvements to procedures, improvements in organizational structure; updaie
documentation; implementation of new training courses; increase awareness of new threats/
update on existing threats; and introduce new equipment/technology.
11. Reporting to Top Management - providing such feedback to top management offers
reassurance that security is being effectively managed and the reassurance that security
understands its role in the achievement of the business objectives. It also gives confidence in
decision-making that all security issues have been given appropriate consideration.
SECURITY AND QUALITY MANAGEMENT
A security management system, as with other management systems is based upon the
model defined in ISO 9001 Quality Management Systems Requirements.
In a security risk-based, process-driven approach to security, the achievement of
security objectives should start with a threat/security risk assessment. Having identified the
security risks and planned mitigation measures, a security risk register may be established.
The mitigation measures detailed in the security risk register are realized through resource
management and security planning, thus arriving at a security solution (product), whether that
is hard security measures, procedural requirements or a higher-level security solution that
supports strategic objectives, such as a crisis management strategy, or establishment of an
intelligence gathering network.

14
 In order to help in the achievement of organizational objectives, the management
system needs to be supported by approved standards and procedures. The security
management principles include customer focus, leadership, involvement of people, process
approach, systems approach to management, continual improvement, factual approach to
decision making, and mutually beneficial supplier relationships.
RESOURCES FOR SECURITY MANAGEMENT
For any organization to succeed achieving its goals or objectives, it requires the
utilization of available resources. The 10Ms of management are essential resources for
security management they are as follows:
1. Manpower - refers to people as resources. It is the most important of all resources. It
pertains to the workforces in the all levels of management without them, all other
resources are unusable: They are categorized as the managers and the employees.
2. Money - refers to financial resources. It is the driving force of any business for the
compensation or reward of the work force. Any business enterprise of any nature and
size needs a capital.
3. Machineries- refers to devices or tools needed in order to aid the work force do their
activities with ease and simplification. These include modern technologies and
automations.
4. Materials - refers to raw materials as inputs to business production. They are
processed into finished form and become "products".
5. Methods - refers to standards and procedures used as techniques of production. It
can be systems that are put together or the transformation of raw materials into usable
products, goods or services. Machines do not operate by themselves without a system
or procedure.
6. Market - are interactions, social relations, and institutions for trading of goods and
services, which form part of the economy. It refers to "transactions" in motion,
categorized as consumer market or industrial market.
7. Minute - refers to the management of time, the optimum time that a worker needs to
produce the highest quality of product or service. It is called efficiency at work.
8. Morale- refers to motivation of people, the moving power to act or exert effort to
achieve desire goals or objectives. It is the 'secret weapon' of management of
controlling and getting the job done.
9. Matter - refers to data and information management. Data refers to information are
translated into a form that is efficient for movement or processing. They are used for
organizational program that manages the people, processes and technology that
provide control over the structure, processing, and delivery. Information are also
required for management and business intelligence purposes.
10. Measurement - are internal control systems, such as preventive controls, detective
and reactive controls, use to gauge effectiveness. It encompasses the assessment of
performance and results achieved by employees and the entire organization.

SECURITY MANAGERS
Security managers are persons in the organization who are responsible for monitoring
the security operations for any organization or company. They implement security policies,
regulations, rules, and norms and make sure that the environment in their organization is safe
for employers and visitors. These managers are required to hire new members for the staff and
delegate tasks and duties to them. One of their main duties is to check and monitor the access
control of the people who are visiting the company. They perform many of the following tasks:
1. Keeping track of different events.
2. Implementing security protocols
3. Creating emergency response procedures
4. Conducting security evaluations.
5. Supervising security staff members.
TYPES OF SECURITY MANAGERS
1. Functional Manager - one who is responsible for just one organizational activity such as
accounting, human resources, sales, finance, marketing, or production. Focus on technical
areas of expertise, use communication, planning and administration, teamwork and self-
management competencies to get work done.
2. General Manager- one who is responsible for the operations of more complex units—for
example, a company or division. Oversee work of functional' managers. Responsible for all the
activities of the unit and the need to acquire strategic and multicultural competencies to guide
organization

15
ESSENTIAL SKILLS FOR SECURITY MANAGERS
1. Communication skills
2. Physical fitness
3. Knowledge of security environments and hazards
4. Excellent attitude
5. Interpersonal skills
6. Analytical skills
7. Leadership skills
8. Initiative and being proactive
9. Good negotiation skills
10. Being able to work with a team
VARIOUS STYLES OF SECURITY MANAGERS
The work force and other resources are managed by multiple types of managers, with each
having their own unique management and leadership style as follows:
1. The Visionary - one who listens to ideas and take note of what they're trying to
achieve. They jump right in and help brainstorm ideas with a team. They provide
practical advice and options for how their ideas can be turned into a reality.
2. The Coach - one who is like a sports coach, who brings high levels of energy and
discipline. He aims to bring high performance into the workplace. He is highly people-
focused and view the success of the team as his own personal success. He usually set
clear, realistic goals for performance and. discuss practical strategies on how the team
can achieve those goals.
3. The Sensitive Boss - bosses are genuinely concerned with the emotional well being of
their workers and are determined to create a workplace that is as harmonious and
responsive to individual needs as possible. They aim to create close connections
between individual workers through shared team activities, while minimizing stressful or
confronting situations.
4. The Democratic Boss - one of the easiest types of managers to work with, democratic
bosses are focused on open collaboration within their teams and are underpinned by a
strong belief that the best outcomes are achieved by all parties bringing their ideas to
the table in pursuit of a common goal. He contributes actively to team discussions and
give opinion on new ideas.
5. The Commander - one who just want the job to be done on time and to the highest
standards possible. Accordingly, one of the most difficult management styles to work
under, commander bosses know exactly what outcomes they want from their team and
ensures that everybody knows about it. Commanders expect strong discipline and
speed from their team and may often shout commands in very clear terms.
6. The Pacesetter - one who is highly energetic and will often do their best to bring
motivation to the team in the fast-paced nature of modern economy. He is focused on
winning the race and winning it with pride. Similar in personality to commanders,
pacesetters can also be quite direct and demanding, expecting the best from their team
members and impatient if tasks fall behind schedule.

CHAPTER THREE
THE NEXUS OF CORPORATE SECURITY, MILITARY AND LAW ENFORCEMENT
CHAPTER DESCRIPTION

16
 This chapter presents the interrelated security perspectives of military, law enforcement
and corporate industry. Moreover, its unique approaches are likewise included according to
their own context of security.
PRELIMINARY NOTE
Corporate security is designed to protect corporate assets from loss, harm or damage.
Here, the security systems adopted are based upon management intention according to its
own standards and processes, Corollary; corporate security principles are founded from both
police and military security principles.
The military concept of security is primarily focused on the protection of the organization
and its command. It has a wider security responsibility being generally focused on protecting
the nation. While the police are responsible for internal security - for law enforcement, order
maintenance and crime prevention.
During the 19th century, an era of increased urbanization, industrialization, and
economic change reshaped society and culture. Advances in communications and
transportation drew workers from the farms and other nations into cities for employment and
opportunity. Along with these changes, violent and property crime increased remarkably. Since
then, security became a necessity.
The range of security context between law enforcement, military and the corporate
sectors varies from any of the security fields with emphasis on computer security, ecological
security, food security, home security, human security, and national security.
Security refers to the protection from hostile forces, but it has a wide range of other
senses: for example, as the absence of harm (e.g. freedom from want); as the presence of an
essential good (e.g. food security); as resilience against potential damage or harm (e.g.
secure, foundations); as secrecy (e.g. a secure telephone line); as containment (e.g. a secure
room or cell); and as state of mind (e.g. emotional security). The term became widely used to
refer to acts and systems whose purpose is to provide security: (e.g. security forces; security
guard; cyber security systems; security cameras, remote guarding).
Computer Security carries over cyber security and IT security. It refers to the security of
computing devices such as computers and smartphones as well as computer networks such
as private and public networks, and the Internet. It concerns the protection of hardware,
software, data, people, and also the procedures by which systems are accessed. The means
of computer security include the physical security of systems and security of information held
on them.
Ecological security, related to environmental security, refers to the integrity of
ecosystems and the biosphere, particularly in relation to their capacity to sustain a diversity of
life-forms (including human life). The security of ecosystems has attracted greater attention as
the impact of ecological damage by humans has grown.
Food security refers to the ready supply of, and access to, safe and nutritious food.
Food security is gaining in importance as the world's population has grown and productive land
has diminished through overuse and climate change. The capacity to produce sustainable
development.
Home security normally refers to the security systems used on a property used as a
dwelling (commonly including doors, locks, alarm systems, lighting, fencing); and personal
security practices (such as ensuring doors are locked, alarms activated, windows closed.
Human security is the name of an emerging paradigm which, in response to traditional
emphasis on the right of nation states to protect themselves, focused on the primacy of the
security of people (individuals and communities).
National security refers to the security of a nation-state, including its people, territory,
economy, and the institutions. In practice, state governments rely on a wide range of means,
including diplomacy, economic power and military capabilities.

MILITARY SECURITY PERSPECTIVES

Military security implies the capability of a nation, state to defend itself, and or deter
military aggression. It also implies the capability of a nation-state to enforce, its policy choices
by use of military force.
A nation-state is a country where a distinct cultural or ethnic group inhabits a territory
and has formed a sovereign state that it predominantly governs It is a more precise concept
than "country", since a country need not have a predominant ethnic group.
Protecting of National Interest, National Strategy and National Power
National security is a state or condition where our most cherished values and beliefs,
our democratic way of life, our institutions of governance and our unity, welfare and well-being

17
as a nation and people are permanently protected and continuously enhanced. It has the
following elements:
1. Socio-political Stability is the state of the achievement of peace and harmony, regardless
of creed, ethnic origin or social station. The government and the people are both engaged in
nation-building under the rule of law, democracy and respect for human rights.
2. Territorial Integrity is the assurance of permanent inviolability of the national territory and
the effective control of it by the government. This include the preservation of the country's
Exclusive Economic Zone (EEZ) and its protection i from illegal incursions and resource
exploitation.
3. Economic Solidarity and Strength is the continuous pursuit of a free-market economy
through responsible entrepreneurship based on social conscience, respect for the dignity of
labor and concern for the public interest.
4. Ecological Balance pertains to the effective conservation of natural environment in the face
of industrial and agricultural expansion and population growth. It includes the promotion of a
sustainable development side by side with social justice.
5. Cultural Cohesiveness upholds that the lives of people are ruled by a common set of
values and beliefs grounded on high moral and ethical standards, drawn from its heritage,
embodying standard, religion, ethnic and linguistic differences.
6. Moral and Spiritual Consensus promotes a national vision inspired, and manifested in
people's words and deeds, by patriotism, national pride and the advancement of national goals
and objectives.
7. External Peace provides the Nation's pursuit of a constructive and cordial relations with all
nations which promotes freedom from external control, interference, threat or aggression.
The aspects of national security for which the military forces need to protect are a)
National Interest, b) National Strategy, and c) National Power.
National Interest - Each nation, regardless of creed or form, has their national interest to
protect and to advance. For national interests, people would willingly go to war to succeed of
perish. National interest refers to the general and continuing end for which a nation act.
"National Interest" is used to refer to the general concept of national security and well-being.
The government, being the decision-making body, determines which beliefs, matters or
dictates of conscience are important to the maintenance of the nation.
To secure or support national interest, certain objectives may be set by a nation. Its
interest includes self-preservation, freedom and independence, territorial integrity, political
stability, and socio-economic welfare.
National Strategy - It is the art and science of developing and using the political, economic,
and psychological powers of a nation, together with its armed forces, during peace and war, to
secure national objectives. It is the long -range plan through which a nation applies its strength
toward the attainment of its objectives.
National Power - the elements of national power are numerical strengths and character of
population cultural development and character of government geographical location,
resources, economic develop and military potential. The degree to which a nation is strong or
deficient in these elements is normally a measure of its national power. National power comes
from:
a. Political strength stems from the character of the people and from the type and
stability of the government and the soundness of its foreign policy
b. Economic strength stems from a combination of factor such as geographic location,
climatic conditions, supply of natural resources, industrial capacity, internal and external
communication systems, international trade, and the size, health and technical
competence of the population.
c. Cultural strength stems from the national unity, the social and moral fiber of the people
and the things they believe in, and from the nature and vigor of national institutions-
political, social, religious, educational, scientific and cultural.
d. Military strength is the ability of a nation to exert pressure by armed force in
furtherance of national policy. It consists of the strength of all the armed forces in
combination with other elements of national power, depending heavily on natural
resources, economic strength, a broad base of war industries and a vigorous
population, military strength is influenced by the number and quality of the nation's
military, economic, and political alliances.
The Broad Security Threats and the Role of Military Security
Security professionals contend that security and security threats has evolved and
broadened over the decades. Thus, the military role in internal security should be expanded as
well. Issues that were once outside the realm of security have been brought inside

18
 These may not constitute security threats in themselves, but may have implications for
security. Natural disasters, environmental degradation, undocumented immigration, even
extreme poverty often portrayed as events or processes that could, if left unattended,
materialize into security threats, even crises.
Criminal activities are also increasingly coordinated, large in scope, and transnational or
cross-border in nature. If criminal organizations regularly cross over territorial limits, then a
security challenge may be neither purely domestic nor external, it could be both. That in turn
could complicate or blur the line between defense and public security spheres. For example,
drugs, human trafficking, contraband, and arms smuggling, are activities that take place across
borders, and have repeatedly been priority items on the agenda in international bilateral
meetings
Since the concept of security has widened, and the line between internal and external
security becomes sophisticated, the military role needs to be upgraded or expanded and
should take on assignments that have some police characteristics. On the other hand, the
police force should be extended too and take some military roles. This requires a legislative
matter.
The need to involve the military, along with the potential risks associated with it, are
sure to vary, because internal security itself is multi-dimensional, as are the threats to it. In the
past, security considerations would usually trump the protection of individuals, allowing
governments to threaten or deny individual security for the sake of fending off larger perils to
the nation. International norms have elevated the stature of human security, tying the very
sovereign powers of states to their obligations to protect citizen well-being. The ultimate goal of
security policy is the safeguarding of individuals, according to the United Nations. Thus, there
is a connection between internal and human security.
Internal security refers to a condition where property, institutions and governments are
rendered secure from threats. When a nation faces the gravest of threats up to and including
those of an existential nature then internal security intersects with national security. When
national security is at risk, a country's vital institutions and interests are at stake, not just
individuals.
Those concerned with safeguarding human, security, meaning the rights and liberties s
of individuals, conclude that military involvement in internal security is never warranted. After
all, threats individuals often originated from the State itself, relying on its main coercive agent,
the armed forces. Citizens need to be protected from politically motivated abuses perpetrated
by the state: repression, torture, unlawful detention and other forms of ill-treatment. If the
military had been involved in state sanctioned human rights abuses in the past, what is to
prevent it from m repeating those abuses in the present? The problem is that paradoxically,
while citizens need protection from the State, they also need protection by the State, because
only the State can deliver the security needed in the face of 21st century threats.
POLICE SECURITY PERSPECTIVES
When it comes to countering crime, it is the police that are on the front lines, in most
societies. But it has become apparent in recent years that police have the difficulty in dealing
with the evolving internal threats of insurgency, terrorism and organized crimes. Outgunned,
outnumbered and out maneuvered by lethal criminal organizations, police have not been able
to offer citizens the protection they need. On the contrary, they have often been complicit in
criminal behavior, succumbing to bribery or intimidation.
When the threat looms that large, it becomes a national security issue, and it may justify
a military or military-like response. Thus, when human and national security are under siege,
governments may conclude that some form of military intervention, either alongside of police
forces or alone, may be essential.
Police and Military Missions
The line between the internal security and external security has blurred. Actual police
work and military tasks have hybrid mixture. Some professionals contend that both the military
and police have crossed the line, with police becoming more militarized and soldiers becoming
more police-like. Some contends that there is no real separation, just a continuum. Police can
take on military roles as one moves through the continuum, and the military have taken on
more functions related to law enforcement.
But generally, both forces make few self-adjustments, plunging ahead into missions
equipped with what they already know. If asked to conduct operations that require that they
reinvent themselves, or strain to be something they are not, they will usually comply.
Law Enforcement Security Focus
For the police, it is mandated that they are the internal security threat protectors. Thus,
the security focus is on the following:

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1. Protection - protection of the community from violent and or dangerous crimes.
2. Service - serve a population by eliminating high-profile offenders and ensuring the safety of
said population.
3. Deterrence - deter criminals and crimes from occurring by showing a highly visible police
presence.
4. Customer service oriented with emphasis on preservation of peace and security within
their community jurisdiction.
Perspectives in Public-Private Policing
As a current trend, the boundary between public and private security is complex. Police
executives deal with some aspect of it almost every day. Private investments in security
continue to expand and public/ private partnerships of countless types multiply.
It is no longer possible for public police to ignore the extent and pervasiveness of
private security arrangements. The interests of private parties will rarely, if ever, be fully
aligned with public interests. It is not sufficient for public police agencies simply to deal with the
private security arrangements that exist today; rather, public police have a role to play in
influencing future arrangements and in making sure those arrangements serve the public
interest.
Private security is broadly construed and means the provision of security or policing
services other than by public servants in the normal course of their public duties. The clients
for private policing may therefore be public (as with neighborhood patrols) or private (as when
corporations contract with private security firms or employ their own security guards).
The providers of private security include, but not limited to:
1. Commercial Security-Related Enterprises. For- profit commercial enterprises that provide
some aspect of security/policing services (e.g., security companies, hired guards, hired
neighborhood patrols, private investigators, alarm companies).
2. Specialist Employees in Private Organizations. Employees who have specialist policing,
security or risk management roles within organizations whose core mission is something other
than security. These personnel may be employed by corporations as security officers, by a
retail establishment as store detectives, by a private university as members of the university's
own security department, or by the owners of other commercial premises (e.g., shopping
malls) as security guard.
3. Non-specialist Employees in Private Organizations. Employees with more general duties
who are nevertheless asked to pay attention to security issues (e.g., store clerks watching out
for shoplifters, airline flight crews observing passengers for suspicious behavior)
The old system of policing was inefficient, inappropriate, political, and sometimes
corrupt and tyrannical. The new policing system would concentrate on diminishing, crime and
enforcing laws. The clarity of purpose and the urgency of the need are why the new policing
was invented and spread rapidly.
Policing involves multiple units. Also, the military may intervene in broader threats to the
nation. At times when policing is inadequate for whatever reason, the private sector provides
protection for itself.
The private sector continued to outpace the public sector. This growth in private security
has been interpreted as reflecting an adaptive strategy in mixed market economies where
government provision of services has not kept pace with public perceptions of an increased
crime threat. Generally, there is an apparent acceptance of the legitimacy of private security,
together with an understanding of the limitations of public police and government.
Private security extends to forms of "corporatization" or "self - provision" of security by
public sector organizations. Virtually every government department, and other government-
based service such as universities and hospitals, has some form of in-house or managed
contract security to guard property and people, and to detect and prevent fraud and other
crimes. Hence, the private sector firmly established as a dominant provider of security
services.
CORPORATE SECURITY PERSPECTIVES
Corporate security refers to the resilience of corporations against espionage, theft,
damage, and other threats. System of law and sound approaches by which corporations are
directed and controlled focusing on the internal and external corporate structures with the
intention of monitoring the actions of management and directors and thereby, mitigating
agency risks which may stem from the misdeeds of corporate officers. The security of
corporations has become more complex as reliance on IT systems has increased, and their
physical presence has become more highly distributed across several countries, including
environments that are, or may rapidly become, hostile to them.
The Corporate Security Environment

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 It is important to understand how security applies within the field of a corporate
business. There is a going significant evolution at present, driven by the threat environment as
well as business factors. There is a distinct move away from security being about almost
janitorial functions and coinciding with increasingly positive perceptions of the importance of
security to businesses. The following activities are the main pillars of a corporate security
function in the second decade of this century:
a. Physical protection of assets
b. Physical protection of people
c. Business continuity
d. Crisis response /management
e. Cyber security
f. Information and data protection
g. Internal investigations
h. Countering fraud and money laundering
i. Counterespionage
j. Brand protection
k. Anticounterfeiting/ piracy
Considering the above pillars, in today's business world, security becomes paramount
for corporations now introduced in their respective standards additional core elements of
corporate security as follows:
a. Corporate Governance
b. Compliance and Ethics Programs
c. Crime Prevention and Detection
d. Risk Management
e. Environment, Safety and Health
Characteristics of Alignment between Security and Business
1. The principal role of the security department is to convince colleagues across the
business deliver security through their everyday actions and decisions- not try to do
security to or for the company.
2. The security department is in the business of change management rather than
enforcement and works through trusted social networks of influence.
3. Security is there to help the company to take risks rather than prevent them and should
therefore be at the forefront of new business development.
4. Security constantly responds to new business concerns and, as such, the portfolio of
responsibilities and their relative importance will change over time. Security
departments should never stand still or become fixed entities. In many companies
today, its role is more concerned with overall corporate resilience than 'traditional'
security.
5. Security is both a strategic and operational activity, and departments must distinguish
between these two layers.
6. The power and legitimacy of the security department does not come from its expert
knowledge, but from its: business acumen, people skills, management ability and
communication expertise.
CORPORATE SECURITY ACTIVITIES
1. Detection - detect any threat for prevention.
2. Deterrence - use all necessary procedures to deter sabotage, intrusion etc.
3. Engagement - respond to all and or any threat within their jurisdiction.
4. Task driven with the purpose of satisfying the requirements of the client.
For security to be aligned with the business, security managers must understand the
business and how they contribute towards its objectives.
Corporate Security Key Objectives
1. Risk Management - manages, at an early stage any developments that may threaten the
resilience and continued survival of a corporation.
2. Business Continuity - it is a corporate function that oversees and manages the close
coordination of all functions within the company that are concerned with security, continuity,
and safety.
3. Business Security - security risks have become more complex. Many of the threats, such
as terrorism, organized crime, and information security, are asymmetric and networked,
making them more difficult to manage.
Business Continuity Planning
A basic business continuity plan should contain the following items:
a. Initial data, including important contact information, located at the beginning of the plan.

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b. Revision management process that describes change management procedures.
c. Purpose and scope
In using this plan, include guidelines as to when the plan will be initiated:
a. Policy information
b. Emergency response and management
c. Step-by-step procedures
d. Checklists and flow diagrams
e. Schedule for reviewing, testing, and updating the plan
The business continuity planning contains several steps, including:
a. Initiating the project
b. Information-gathering phase, featuring business impact analysis (BIA) and risk assessment
(RA)
C. Plan development
Security Measures
a. Badge entry at doors.
b. Using antivirus software.
c. Fencing around buildings.
d. Locking computer screens.
e. To which we would add: Network firewalls.

Resiliency Measures
a. Develop a business continuity plan
b. Having a generator for backup power
c. Using building materials that are more durable
d. Acquire and maintain a complete understanding of how digital networks work.
CHALLENGES TO CORPORATE SECURITY
Corporate security faces serious challenges. First and foremost is that security is seen
as a cost center by businesses, rather than as a business enabler. On this basis, most senior
decision makers will instinctively look to deprioritize security expenditure where possible.
Moreover, security is one of the few business functions that is actively seeking to put itself out
of business, in effect, seeking to reduce security incidents and, thus, reduce the perceived
need for security.
Assessed logically, a highly effective apparatus will have the effect of negating threats
to such a large extent that the very lack of emerging issues may cause it to become a victim of
its own success. In this situation, security expenditure could well be cut as a result of the
perceived overspend in contrast to the scale of the possible problem. This can and does
happen surprisingly often, although, as it is hard for any company completely to control and
mitigate the security threats in its environment, the wisest leaders understand that lack of an
emerging problem does not mean that there is another on right around the next corner.
A traditional problem has also been the somewhat self-contained nature of corporate
security. Traditionally, this function has sat as something of a black box within the business,
lacking real integration with other corporate functions (in part due to recruitment policies almost
entirely favoring ex-military/police/agency, etc., rather than "business types"). Both executives
and security professionals were complicit in this approach, which was perhaps well orientated
to the more rudimentary security threats of the 1960s, but which is generally useless against
today's sophisticated, networked, and "learning" opponents and challenges.
But, this antiquated "leave it to us" model is still in operation in all too many
corporations. However, the best, are learning and evolving, with positive results across the
board.
Overcoming Challenges in Corporate Security
There are of companies that are integrating security with the business resiliency
concepts. The highlights of a business of resilient are as follows:
1. They understand that security is achieved through the everyday actions of employees right
across the company. It is not something that the corporate security department can do to or for
the company on its behalf, and its functional success is therefore dependent on its ability to
convince others to work differently. This places emphasis on communication.
2. They recognize the limitations of command-and-control approaches to change
management. Behavior is altered only by convincing, persuading, influencing, and explaining
why a new way of working is in each person's interest. This requires departments to work

22
through trusted social networks, which places greater emphasis on people management, and
social skills than security experience.
3. They understand that their role is to help the company to take risks rather than eliminate
them, and to have contingencies in place to minimize damage when things go wrong. Risk
taking is essential to successful business, and corporate security departments must not
behave as security purists whose work detracts from, rather than contributes toward, the
company's goals.
4. They embrace and contribute toward their company's key business concerns, and as a
result are expanding the security portfolio significantly. Corporate security departments now
have responsibilities in areas such as corporate governance, information assurance, business
continuity, reputation management, and crisis management. The term resilience now more
accurately reflects the range of their responsibilities.
5. They draw a clear distinction between the strategic and operational aspects of security
management and have created. group corporate security departments to lead on strategy,
leaving operational. work to be carried out by business units. They all have a clear philosophy
to guide their approach to security.
6. Finally, and most important symbolically, the corporate security departments that are leading
the way have abandoned old assumptions about where their power and legitimacy come from.
Their position does not rest on that which makes them different- their content knowledge - but
on business acumen, people skills, management ability, and communication expertise. In other
words, they have to compete on the same terms as every other function in the company.
STRATEGIC SECURITY PERSPECTIVES
A vigilant business provides prudent protection for its staff, visitors, clients and
customers against a range of threats including all developing menace of international
terrorism. it is also better prepared to reduce loss of life and other harmful impacts of
malevolent- events. It provides greater protection than businesses acting on their own and is
likely to generate more purposeful preparation.
Fundamental to addressing a corporate agenda on this theme is comprehensive
engagement leadership to staff at all levels.
The threats are becoming complex. We face a three-dimensional threat: at home,
overseas and online. All of this underlines the growing threat we face. The conclusion to be
drawn from the tragic events of the past should be always considered. This is the right moment
for businesses to review their security plans to ensure that measures they should already have
in place, are still current and have been tested to ensure that staff are prepared and confident.
The following are highly considered:
1. Understanding threats and response - Leadership understanding is the he pre-requisite
for an effective corporate security culture. and for arrangements whereby advice and guidance
can be translated into balanced actions. Senior corporate disinterest or inaction is a major or
barrier to implementation. The present threat of international terrorism displays distinctive
features at global, operational and tactical tiers, with business included in the target span. This
is a strategic subject apt for briefing and debate at board level. The briefing should include
constraints upon national and multi-national innovation response and realism concerning the
enduring nature of the threat. The prospect of terrorist is also a vital briefing component.
2. Appreciation of corporate impact, especially staff reassurance- Brutal events, akin to
urban welfare, produce understandable human concern, particularly when attacks are
repetitive. Corporate pro-activity to reassure staff and to display business grip is essential.
Companies which prioritize this activity are likely to enjoy greater employee confidence.
Reassurance is best delivered immediately it is needed and therefore board recognition of this
important topic and prior planning for timely action is essential.
3. Top level plans to address threat variation - Threat levels should not produce a thin
pencil line of corporate security measures in responses, but rather a wider band of activities
which can be adapted and adjusted to cope with threat modifications such as attack
methodologies. Senior management recognition and support for changes to security patterns
is essential for smooth acceptance and demonstrates leadership by example. An actual threat
level increase may necessitate activation of business continuity plans with direct involvement
of company leadership. An initial meeting to address the circumstances prompted by threat
change is the minimum wise action. What corporate entities need to avoid are security
reactions which have not been thought through in advance and do not illustrate a long-term
security perspective. Businesses which are prepared will act more swiftly and effectively.
Reassurance and confidence will thus result.
4. Corporate Security Structures, Organization and Resourcing - Corporate security is a
business enabler, never more so than in testing circumstances. For these purposes corporate

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security is most efficient as a fully inclusive effort ensuring the cohesion of all relevant
resources to enhance and advance safety and security. Human Resources, medical support,
travel sections, legal services and others are key partners. Inefficient corporate structures can
compartmentalize security endeavors. Strains on corporate security resources can be made
worse by protracted periods of high threat or the challenges of staff travelling and working
abroad. The integration and resilience of comprehensive corporate security arrangements
should be a senior leadership priority.
5. Enlightened self-interest and corporate social responsibility- The simple objective is to
be a good neighbor and an engaged citizen. Neighborhood local business security cooperation
is especially beneficial. Business self-help in facilitating public sector security events or
providing internal staff training is of particular value when the target span is growing and public
services are inevitably under greater pressure.
In addition, there are five major points relevant to everyone in the company are as follows:
1. Situational awareness - Everyone needs to be aware of the consequences of specific
incidents. Situational awareness is the key to informing decisions on useful actions and the
basis for internal communication.
2. Measures which match, the threat - Corporate company security specialists are
instrumental in operating a package of security measures which seeks to address perceived
threats. The business community has the unique ability to implement and review measures
which contribute collectively to deterrence, detection, protection and preparation. These range
from access controls for people, vehicles and good attention to hostile reconnaissance,
employee vigilance, efficient CCTV to dynamic lockdown and evacuation procedures.
3. Business Continuity and Crisis Management Readiness - Company leadership can
define and reinforce the necessity of contingency plans for continuity and crisis management.
Many- within the company will ensure that this policy is taken forward to readiness, rehearsal,
exercising. The threat of international terrorism impacting upon corporate activities at home
professional incident response which is vital to sustaining core business operations
4. Staff communication, awareness, briefing and training- The involvement staff beyond
those directly concerned with security adds significantly to total vigilance and internal training
opportunities enhance this valuable advance. There are innovative means of staff contact
subject to constant technical improvement. The emphasis on increased business self-help in
briefing and training is a reflection of the complexity of the threats including attack methods
and venues. The proliferation of social media increases the need to provide timely and
accurate information and to be prepared to dispel rumor. Staff communication briefing and
training is a predictable zone of corporate expansion.
5. Optimizing the contribution or security providers and security partners – The provision
of corporate security regularly involves outside contributors. A developing threat picture
suggests that security providers and those contrating their services should elevate their
engagement and mutual understanding to address possible changes in requirements.

CHAPTER FOUR
INTEGRATED SECURITY SYSTEMS
CHAPTER DESCRIPTION
This chapter presents the various security systems that are interlinked with other in the
so called "security chain”. It provides information on importance of integrating security systems
as a bundle of protecting company assets from risks, harm or losses.
PRELIMINARY NOTE
Integration means that security managers can create a tailored-fit security system within
their respective facilities, incorporating products to control access and security across one or
many sites at local, national and even global levels. Integration makes monitoring, updating
and reporting much easier and the business insight the systems provide means you can use
time and resources more efficiently and improve health and safety for personnel and visitors.
An integrated security system has the objective of detecting intruders or unwanted
activities with a reliable degree and deterring or delaying them until effective response can be
accomplished. Effective integrated security system requires proper application of a system
engineering methodology. The process includes requirements identification and analysis,
allocation of identified system requirements to subsystem levels.
Proper usage and application of the integrated security systems design process is the
single most significant factor in the defense against active threats and potential catastrophic
losses.
INTEGRATED SECURITY SYSTEM defined

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 Integrated Security System is the synergy of systems in an installation linked to other
products and systems, such as CCTV, automatic number plate recognition and key lockers
and personnel programs. The security system acts as a hub that allows the integration and
operation of all systems from one place such as seamlessly control access via doors,
turnstiles, lifts, car park barriers as well as monitoring real-time events via CCTV, controlling
access to assets and areas via HR and active directory systems and tracking assets and
personnel as needed.
It also refers to a customized security solution that includes more than merely a
consolidation of security systems into a single graphic interface. Because of the complexity of
the solution and the difficulty with system definition and maintenance, which comes with
responsibilities for the users, customers often prefer a single graphic interface to view the state
of the connected security systems and their basic controls.
PURPOSE AND IMPORTANCE OF INTEGRATING SECURITY SYSTEMS
In managing security, one solution does not fit all. Every organization or site has
different needs and priorities. Business owners and executives strive to take the necessary
steps forward to lead their business in the most optimal direction. While profits, overhead,
personnel and market improvement take much of their focus, we tend to forget one of the most
essential aspects of our business: security.
An integrated security system provides flexibility to incorporate what is needed only for
ease and comfortable use. Optimal security solutions can only be achieved by integrating
security systems that fit each business's unique requirements.
Integrated system means you can manage all aspects of security and access from one
place through one program. This is usually something you can control remotely, often via an
app on your smartphone to give you extra ease of use. It is also easy to run reports, make
changes, view previous changes and by whom.
Here are some purposes of integrating security systems:
1. Efficiency - managing a business comes with an abundant amount task, one of them
being the company's security. An integrated security system in any industry will allow
businesses to flourish more effectively and efficiently.
2. Centralization- integrated security system allow business security operations to become
more centralized. Management teams and business owners can now get a full report from
one area rather than needing to speak to all areas of their integrated security system. This
not only is a time saver, but also allows a more organized work for businesses.
3. Loss Prevention - no matter what kind of industry one works in, they always have to be
prepared for the unexpected theft. Whether internal theft or external theft, it can be
overwhelming.
4. Real Time Monitoring - with multiple security systems, business management teams are
able to see what is going on within their facilities and areas of work instantly, if needed.
This also allows business owners to monitor their employee activities as it is one of the
most essential points in protecting their businesses from unwanted actions at the
workplace.
5. Conflict Resolution - Integrated Security Systems comes with a package of video
surveillance, access control, intrusion alarms (an intrusion alarm system is a system
whose aim is to monitor and detect unauthorized access to a building. These systems
are used for different purposes and in different contexts both residential or
commercial. The main purpose of an intrusion alarm system is to protect from
burglary, vandalism, property damage, and, of course, the security of the individuals
inside the building like GLASS-BREAK SENSOR, MOTION SENSOR, CONTACT
SENSOR, DOOR AND WINDOWS SENSORS, a contact sensor which trigger the
alarm when a door or a window is open), and uniformed guard services. All of these
elements will come forth if a problem were to arise in a workplace, whether it be an
internal/external burglary, attempted break-ins or just about any security threat that can
occur at a business.
6. Productivity - an integrated security system is a guarantee to boosting productivity in the
workspace. Study revealed that employee monitoring is being used to increase customer
satisfaction, improve employee performance and enhance productivity.
7. Business Savings - in the long run, having an integrated security system will allow
business to save money and be protected. Otherwise, in the case of a theft, burglary or
robbery, business owners/management team would be held liable for all the losses with
nowhere to turn to. With an integrated security system, business have multiple outlets to
look into and see what occurred, why it occurred or the possibility of those events not even
taking place at all.

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AREAS OF SECURITY SYSTEM INTEGRATION
While physical barriers are either natural or structural only, integration is the logical,
symbiotic combination of these elements into a system. Options or elements available to the
designer include the following:
1. Facilities, architectural barriers, and spatial definition such as gates, physical barriers, and
hardening to deter, delay, and deny an adversary.
2. Access control and locking systems and procedures to establish concurrent levels of
security control and to channel site and facility personnel and vehicular traffic and to control
access to a site, its parking lots, facilities, and internal facility areas designated critical by the
owner.
3. Closed-circuit television (CCTV) systems to provide area surveillance, detection,
assessment, and archived retrieval of views of external areas, internal facilities, and site
vulnerabilities, and to assess risk-causing events.
4. Aesthetically placed, deterrent-based electronic intrusion technologies designed to detect
and, in some cases, assess and electronically react to intrusion and unauthorized access
attempts into an owner's site or facility.
5. Environmental design concepts and strategies to create smooth traffic patterns, instill
defensible space, and prevent the incidence and fear of victimization on owner property.
6. Communications networks and systems to collect, integrate, transmit, control, and display
alarm and other data at the local or central monitoring location for notification and direction of
alarm response and conduct of security operations.
7. Comprehensive security policies and procedures to instill responsibility, inform personnel of
security and safety issues, and provide security program control over designated assets
residing at the center.
8. Information-based decision support systems to ensure a proactive response to all forms of
risk to persons, property, facilities, and operations.
9. Intellectual property, proprietary information, and trade secret protection strategies, including
information technology risk prevention and mitigation strategies.

PHYSICAL SECURITY SYSTEM

Physical security measures are being used to define, protect, and monitor property
rights and assets. These measures consist of barriers and devices that would detect, impede,
and prevent unauthorized access to equipment, facilities, material, and document and to
safeguard them against espionage, sabotage, damage and theft.
Conceptually, the field of physical security has three important elements: the obstacles
to frustrate trivial attackers and delay serious ones; alarms, lighting, CCTV and guard patrols to
make it likely that attacks will be noticed; and security response, to repel, catch or frustrate
attackers when an attack is detected.
Layers of Physical Security
In a well-designed physical security system, the three elements of physical security
must complement each other with in the four layers of physical security which are:
1. Environmental Design - the initial layer of security for a campus, building, office, or
physical space uses environmental design to deter threats. Some of the most common
examples are also the most basic - barbed wire, warning signs and fencing, concrete
bollards metal barriers, vehicle height-restrictors, site lighting and trenches.
2. Mechanical and Electronic Access Control - includes gates, doors, and locks. Key
control of the locks becomes a problem with large user population and any user turnover.
Keys quickly become unmanageable forcing the adoption of electronic access control.
Electronic access control easily manages large user populations, controlling for user
lifecycles times, dates and individual access points.
3. Intrusion detection - monitors for attacks. It is less a preventative measure and more of a
response measure. Although some would argue that it is a deterrent. Intrusion detection
has a high incidence of false alarms.
4. Video monitoring - are more useful for incident verification and historical analysis. For
instance, if alarms are being generated and there is a camera in place, the camera could
be viewed to verify the alarms. In instances when an attack has already occurred and a
camera is in place at the point of attack, the recorded video can be reviewed.
Physical Security also deals with things as personnel, the environment, the facility and its
power supplies, fire protection, physical access, and even the protection of software, hardware,
and data files. The degree of physical security at any installation or command depends on its
physical characteristics, its vulnerability within the environment, and the type of asset to be
protected.

26
 Minimum physical security requirements include four basic areas that an installation must
address:
1. physical security protection
2. physical access controls
3. data file protection
4. natural disaster protection
.
Physical security protection takes on two forms:
a. physical barriers, such as solid walls, caged-in areas, bulletproof glass, locked doors, and
surveillance of the controlled area.
b. People and the procedures such as the access list to determine who is authorized in a
given area escort procedures to ensure guests gets to the right place and/or person.
Physical access controls are implemented to prevent unauthorized entry to your computer
facility or remote terminal areas. Physical access controls can be accomplished in several ways
as follows:
a. Conventional key and lock set, electronic key system, mechanical or combination lock, and
electronic combination lock. Regardless of the type of system installed at an installation
command, it is important that keys are placed on key chain.
b. Electronics keys or cards should be controlled at all time and that combinations should be
memorized.
Physical access to datafiles and media libraries such as magnetic disk, tape files,
microforms, and so on is authorized only to those personnel requiring access to perform their
job.
Natural disasters must be prevented, controlled, and minimized to the extent economically
feasible by the use of detection equipment such as heat sensors, smoke detectors,
extinguishing systems, and well-conceived and tested contingency plan.
PHYSICAL BARRIERS
A barrier is any structure or physical device capable of restricting deterring, delaying, illegal
access to an installation.
Generally, a barrier is use for the following purposes:
1. Define the physical limits of an area.
2. Create a physical and psychological deterrent toy unauthorized entry.
3. Prevent penetration therein or delay intrusion, thus, facilitating apprehension of intruders.
4. Assist in more efficient and economical employment of guards.
5. Facilitate and improve the control and vehicular traffic.
Types of Physical Barriers
1. Natural barriers - it includes bodies of waters, mountains, marshes, ravines, deserts or
other terrain that are difficult to traverse.
2. Structural barriers - these are features constructed by man regardless of their original
intent that tends to delay the intruder. Examples are walls, doors, windows, locks,
fences, safe, cabinets or containers etc.
3. Human barriers - persons being used in providing a guarding system or by the nature of
their employment and location, fulfill security functions. Examples are guards, office
personnel, shop workers, etc.
4. Animal barriers - animals are used in partially providing a guarding system. Dogs are
usually trained and utilized to serve as guard dogs. German shepherds are best suited
for security functions. Goose and turkeys could also be included.
5. Energy barriers - it is the employment of mechanical, electrical, electronic energy
imposes a deterrent to entry by the potential intruder or to provide warning to guard
personnel. These are protective lighting, alarm system and any electronic devices used
as barriers.
PERIMETER SECURITY
The main purpose of perimeter barrier is to deny, or impede access or exit of
unauthorized person. Basically, it is the first line of defense of an installation. This is maybe
in the form of fences, building walls or even bodies of water. The function and location of the
facility itself usually determine the perimeter of the installation. If the facility is located in a city
whereby the facility is located in a city whereby the building or enterprise occupies all the
area where it is located, the perimeter may be the walls of the building itself.
Most of the industrial companies, however, are required to have a wide space for
warehousing, manufacturing etc.
Lines of Physical Defense
1. First line - includes perimeter fence or barrier

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2. Second line - include doors, floors, windows, walls, roofs and grills and other entries to the
buildings
3. Third line - include storage systems like steel cabinets, safes, vaults, and interior files.
PERIMETER FENCES
A fence is a freestanding structure designed to restrict or prevent movement across a
boundary. It is generally distinguished from a wall by the lightness of its construction: a wall is
usually restricted to such barriers made from solid brick or concrete, blocking vision as well as
passage

Types of Fences
1. Solid fence - constructed in such a way that visual access through the fence is denied. Its
advantage is that it denies the opportunity for the intruder to become familiar with the
personnel, activities and the time scheduled of the movements of the guards in the installation.
On the other hand, it prevents the guards from observing the area around the installation and it
creates shadow that may be used by the intruder for cover all concealment.
2. Full-view fence - it is constructed in such a way that visual access is permitted through the
fence. Its advantages are that it allows the roving patrols and stationary guard to keep the
surroundings are of the installation under observation. On the other hand, it allows the intruder
to become familiar with the movements and time schedule of the guard patrols thereby
allowing him to pick the time that is advantageous on his part.
Additional Protective Measures
Top Guard - additional overhang of barbed wire placed on vertical perimeter fences
upward and outward with a 45-degree angle with 3 to 4 strands of barbed wires spaced 6
inches apart. This increases the protective height and prevents easy access.
Guard Control stations - this is normally provided at main perimeter entrances to
secure areas located out-of-doors and manned by guards on full-time basis. Sentry station
should be near a perimeter for surveillance at the entrance.
Tower Guard - this is a house-like structure above the perimeter barriers. The higher
the tower, the more visibility it provides. It gives a psychological unswerving effect to violators.
By and large guard towers, whether permanent or temporary, must have a corresponding
support force in the event of need. Towers as well as guard control stations should have
telephones, intercoms, and if possible, two-way radios connected to security headquarters or
office to call for reserves in the event of need.
Barrier Maintenance - Fencing barriers and protective walls should always be regularly
inspected by security. Any sign or attempts to break in should be reported for investigation.
Destruction of fence or sections thereof should be repaired immediately, and guard vigilance
should be increased.
Protection in Depth - In large open areas or ground where fencing or walling is
impractical and expensive, warning signs should be conspicuously placed. The depth itself is
protection Reduction of access roads, and sufficient notices to warn intruders should be done.
Use of animals, as guards and intrusion device, can also be good as barriers.
Signs and Notices - "Control signs" should be erected where necessary in the
management of unauthorized ingress to preclude accidental entry. Signs should be plainly
visible and legible from any approach and in an understood language or dialect.
PROTECTIVE LIGHTINGS
The idea that lighting can provide improve protection for people and facilities is as old
as civilization. Protective lighting is the single most cost-effective deterrent to crime because it
creates a psychological deterrent to the intruders.
Purpose of Protective Lighting
It provides sufficient illumination to the areas during hours of darkness.
Lighting can help improve visibility so that intruder can be seen and identified and, if
possible, apprehended.
It serves as deterrent to would-be thieves.
Types of Protective Lighting
Continuous lighting - the most familiar type of outdoor security lighting, this is
designed to provide two, specific results: glare projection or controlled lighting. It consists of a
series of fixed luminaries at range to flood a given area continuously during the hours of
darkness.
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 Glare projection type - it is being used in prisons and correctional institutions to
illuminate walls and outside barriers.
Controlled lighting - it is generally employed where, due to surrounding property
owners, nearby highways or other limitations, it is necessary for the light to be more precisely
focused.
Standby lighting - it is designed for reserve or standby use or to supplement
continuous systems. A standby system can be most useful to selectively light a particular area
in an occasional basis.
Movable or Portable lighting - this system is manually operated and is usually made
up of movable or search or floodlights that can be located in selected or special locations
which will require lighting only for short period of time.
Emergency lighting - this system is used in times of power failure or other
emergencies when other systems are inoperative.
General Types of Lighting Sources
Listed below are the general lighting sources that are mostly used in providing indoor or
outdoor lighting.
Incandescent lamp - it is the least expensive in terms of energy consumed and has the
advantage of providing instant illumination when the switch is on.
Mercury vapor lamp - it is considered more efficient that the incandescent and used
widespread in exterior lighting. This emits a purplish-white color, caused by an electric current
passing through a tube of conducting and luminous gas.
Metal halide - it has similar physical appearance to mercury vapor but provides a light
source of higher luminous efficiency and better color rendition.
Fluorescent - this provides good color rendition, high lamp efficiency as well as long
life. However, it cannot project light over long distance and thus are not desirable as flood type
lights.
High -pressure sodium vapor - this has gained acceptance for exterior lighting of
parking areas, roadways, buildings and commercial interior installations. Constructed on the
same principle as mercury vapor lamps, they emit a golden white to light pink color and this
provide high lumen efficiency and relatively good color rendition.
Types of Lighting Equipment
Three types of lighting equipment are generally used or associated with security
lighting. These are:
Floodlights - these can be used to accommodate most outdoor security lighting needs,
including the illumination of boundaries, fences, and buildings and for the emphasis of vital
areas or building.
Streetlights - these are lighting equipment received the most widespread notoriety for
its value in reducing crime.
Searchlights - these are highly focused incandescent lamp and are designed to
pinpoint potential trouble spots.
Fresnel lights - these are wide beam units, primary used to extend the illumination in
long, horizontal strips to protect the approaches to the perimeter barrier. Fresnel projects a
narrow, horizontal beam that is approximately 180 degrees in the horizontal and from 15 to 30
degrees in the vertical plane.
Lighting Requirements
Protective lighting needs at installation and facilities depend on each situation and the
areas to be protected. Each situation requires careful study to provide the best visibility
practicable for security duties identification of badges and people at gate, inspection of
vehicles, prevention of illegal entry, and detection of intruders inside or outside the buildings
and other structures and inspection of unusual or suspicious circumstances.
When such lighting provisions are impractical, additional security posts, patrols, sentry
dog patrols, or other security means will be necessary.
Protective lighting should not be used as a psychological deterrent only. It should be
used on a perimeter fence line only where the perimeter fence is under continuous or periodic
observation.
Protective lighting may be desirable for those sensitive areas or structures within the
perimeter, which are under specific observation. Such, areas include vital buildings, storage,
and vulnerable control points in communication, power and water distribution system. In
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interior areas where night operations are conducted, adequate lighting the area facilitates
detection of unauthorized persons approaching or attempting malicious acts within the area.
Considerations in Protective Lighting
In planning a protective lighting system, the owner of the installation or his security
director must consider the following areas:
The determination of lighting needs must he dependent upon the threat, perimeter
extremities, surveillance capabilities, and available guard forces.
Protective lighting must be designed to discourage unauthorized entry and to facilitate
detection of intruders approaching or attempting to enter protected areas.
The protective lighting must be continuously operating during periods of reduced
visibility, and that standby lighting is maintained and periodically tested for use during times of
emergency and mobilization alerts.
Cleaning and replacement of lamps and luminaries, particularly with respect to costs
and means required and available.
The effects of local weather conditions may be a problem in cases where fluorescent
units are used.
Fluctuating or erratic voltages in the primary power sources.
Requirements for grounding of fixtures and the use of common ground on an entire line
to provide a stable ground potential.
The areas to be lighted should include the perimeter fence, building face perimeter,
pedestrian and vehicle entrance, parking area, storage, large opened working areas, piers,
docks, and other sensitive areas.
PROTECTIVE ALARMS
Protective alarm is one of the important barriers in security. It assists the security in
detecting, impeding or deterring potential security threat in the installation. Its function is to
alert the security personnel for any attempt of intrusion into a protected area, building or
compound. Once an intruder tampers the circuitry, the beam or radiated waves of the alarm
system, it will activate an alarm signal.
On the other hand, the use of communication equipment in the installation helps
security in upgrading its operational efficiency and effectiveness.
Basic Parts of Alarm System
1. Sensor or trigger device - it emits the aural or visual signals or both.
2. Transmission line - a circuit, which transmit the message to the signaling apparatus.
3. Annunciator - the signaling system activates the alarm.
Protective Alarm System
1. Central Station System - a type of alarm where the control station is located outside
the plant installation. When the alarm is sounded or actuated by subscriber, the central
station notifies the police and other public safety agencies.
2. Proprietary system - centralized monitor of the proprietary alarm system is located in
the industrial firm itself with a duty operator. In case of alarm, the duty operator calls
whatever is the primary need, firefighters, police, an ambulance or a bomb disposal unit.
3. Local Alarm - This system consists of ringing up a visual or audible alarm near the
object to be protected. When an intruder tries to pry a window, the alarm thereat goes off.
4. Auxiliary alarm - company-owned alarm systems with a unit in the nearest police
station so that in case of need, direct call is possible. The company maintains the
equipment and lines both for the company and those in the police, fire, and other
emergency agencies by special arrangement. Radio, landlines, or cell phones can avail of
the auxiliary system.
Kinds of Alarms
1. Audio Detection Device - it will detect any sound caused by attempted force entry. A
supersonic microphone speaker sensor is installed in walls, ceilings, and floors of the
protected area.
2. Vibration Detection Device - it will detect any vibration caused by attempted force
entry. A vibration sensitive sensor is attached to walls, ceilings, or floors of the protected
area.
3. Metallic foil or wire - it will detect any action that moves the foil or wire. An electrically
charge strips of tinfoil or wire is used in the doors, windows, or glass surfaces of the
protected area.
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 4. Laser Beam Alarm - a laser emitter floods a wall or fencing with a beam so that when
a physical object disturbs this beam, an alarm is activated.
5. Photoelectric or Electric Eye Device - an invisible /visible beam is emitted and when
this is disturbed or when intruder breaks contact with the beam; it will activate the alarm.
Utilization of Alarm Devices
The selection of proper alarm system is not a simple matter, because the needs of each
installation are different, like a set of fingerprints. Some factors that determine the
requirements of the installation will include the following:
1. Nature of the area or installation
2. Criticality of the area or complex
3. Vulnerability of the area or complex
4. Accessibility
5.Location of installation and areas to be protected
6. Constructions and types of buildings
7. Hours of normal operations
8. Availability of other types of protection
9. Initial and recurring cost of installed alarm system
10. Design and salvage value of desired equipment
11. Response time of the security force and local police
12. Savings in manpower and money for a period if alarm is used
Desirable Characteristics of Alarm System
1. A detection unit should initiate the alarm upon intrusion of a human being in the area
or vicinity upon intrusion of a human being in the area or vicinity to the protected area or
object.
2. Panel board central annunciator operating console-monitoring activities should always
be manned.
3. An annunciator console indicating the audible and/or aural signal and the specific
location of incident so that proper action can be made by security and other units.
4. Fail-safe features which give alarm in the annunciator when something is wrong with
the system.
5. System should be difficult to tamper or render ineffective by outsiders, competitors, or
saboteurs.
COMMUNICATIONS SYSTEMS
The regular communications facility of a plant is not adequate for protective security
purposes. Security needs a special communication system that will vary in size, type,
nomenclature, and cost commensurate with the importance, vulnerability, size, location, radio
propagation, and other factors affecting the security of the installation.
The means of communication that can be a useful part of the protective systems include
local telephone exchange, commercial telephone service, intercommunication, two-way radios,
paging and recall systems, bullhorns or megaphones, amplifier or loudspeaker systems, and
cellular or mobile phones.
LOCKS AND KEY CONTROL
A lock is defined as a mechanical, electrical, hydraulic or electronic device designed to
prevent entry into a building, room, container or hiding place.
Lock is one of the most widely used physical security devices in the asset protection
program of an installation.
It complements other physical safeguards of the installation against any possible
surreptitious entry. However, the owner of the installation or his security officer needs to
understand the weaknesses and strength of each type of lock including the door, window, or
walls to be used to achieve maximum benefit from its application. This is because highly skilled
burglars more often concentrate on the lock and its surrounding mechanism in order to make a
forcible entry. It is for this obvious reason that locks are considered as delaying devices which
cannot really stop a determine intruder from destroying the lock just to launch an attack.
Hence, knowledge of the basic principles of locking systems will enable the installation owner
or the security officer to evaluate any lock and determine its quality and effectiveness in an
application.
Types of Locks

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 1. Key-operated mechanical lock - it uses some sort of arrangement of internal physical
barriers (wards. tumblers) that prevent the lock from operating unless they are properly
aligned. The key the device used to align these internal barriers so that the lock may be
operated. It could be a disc or wafer tumbler mechanism, pin tumbler mechanism, or
lever tumbler mechanism

2. Padlock - a portable and detachable lock having a sliding hasp that passes through a
staple ring and is then made fasten or secured.
3. Combination lock - instead of using the key to align the tumblers, the combination
mechanism uses numbers, letters or other symbols as reference point, which enables an
operator to align them manually.
4. Code -operated lock - a type of lock that can be opened by pressing series of
numbered button in the proper sequence.
5. Electrical lock - a type of lock that can be opened and closed remotely by electrical
means.
6. Card-operated lock - a type of lock operated by a coded card.
KEYING SYSTEMS
A key is a device that is used to open a door. A key consists of two parts: the blade,
which is inserted into the lock, and the bow, left protruding so that torque can be applied. The
blade of a key is normally designed to open one specific lock, although master keys are
designed to open sets of similar locks.
Types of Keys
1. Change key - a specific key, which operates the lock and has a particular
combination of cuts which match the arrangement of the tumblers in the lock.
2. Sub-master key - a key that will open all the lock within a particular area or grouping
in a given facility.
3. Master key - a special key capable of opening a series of lock.
4. Grand Master key- a key that will open everything in a system involving two or more
master key groups.

Key Control
Once an effective key control has been installed, positive control of all keys must be
gained and maintained. This can be accomplished only if it is established in conjunction with
the installation of new locking devices. The following methods can be used to maintain
effective key control:
1. Key cabinet- a well-constructed cabinet will have to be procured. The cabinet will
have to be of sufficient size to hold the original key to every lock in the system. It should
be secured at all times.
2. Key record- some administrative means must be set up to record code numbers and
indicates to whom keys to specific locks have been issued.
3. Inventories- periodic inventories will have to be made of all duplicate and original
keys in the hands of the employees whom they have been issued.
4. Audits- in addition to periodic inventory. an unannounced audit should be made of all
key control records and procedures by a member of management.
5. Daily report- a daily report should be made to the person responsible for key control
from the personnel department indicating all persons who have left or will be leaving the
company. In the event that a key has been issued, steps should be initiated to ensure
that the key is recovered.
SECURITY CABINETS
The final line of defense at any facility is in the high security storage where papers,
records, plans or cashable instrument, precious metals or other especially valuable assets are
protected. These security containers will be of a size and quantity, which the nature of the
business dictates.
In protecting property, it is essential to recognize that protective containers are designed
to secure against theft or fire. Each type of equipment has a specialized function and it will
depend on the owner of the facility which type he is going to use.
Types of Security Cabinets

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 1. Safe - a metallic container used for the -safekeeping of documents or small items in
an office or installation. Safe can be classified as either robbery or burglary resistance
depending upon the use and need. Its weight must be at least 750 lbs. And should be
anchored to a building structure. Its body should at least one-inch-thick steel.
2. Vault- heavily constructed fire and burglar resistance container usually a part of the
building structure used to keep and protect cash, documents and negotiable
instruments. Vaults are bigger than safe but smaller than a file room. The vault door
should be made of steel at least 6inches in thickness. The vault walls, ceiling floor
reinforce concrete at least 12 inches in thickness. The vault must be resistive up to 6
hours.
3. File Room - a cubicle in a building constructed a little lighter than a vault but of
bigger size to accommodate limited people to work on the records inside. The file room
should at most be 12 feet high. It must have a watertight door and at least fire proof for
one hour.
IDENTIFICATION AND MOVEMENT CONTROL
In every installation, the use of protective barriers, security lighting, communication and
electronic hardware provides physical safeguards, but these are insufficient to maximize the
effort of the guard force. A Control point must be established for positive personnel
identification and check system. This is to ensure that only those persons who have the right
and authority will be given the necessary access to the area.
The most practical and generally accepted system personnel identification is the use of
identification cards badges or passes. This system designates when displayed, and to whom.
This helps security personnel eliminate the risk of allowing the access of unauthorized
personnel within the establishments.
Personnel Identification
The use of practical personal recognition, artificial recognition such as use of
identification cards, passes, passwords, etc.
Badge and Pass Control
The system should have a complete record of all badges and identification cards
issued, return, mutilated or lost by serial number and cross-indexed alphabetically.
The supervisor from time to time for its accuracy and authenticity should check the lists.
Passes and badges reported lost should be validated and security at entrance be
informed through conspicuous posting.
Types of Pass System
1. Single pass system - the badge or pass coded for authorization to enter specific areas is
issued to an employee who keeps it in his possession until his authorization is terminates.
2. Pass exchange system - an exchange takes place at the entrance of each controlled area.
Upon leaving the personnel surrenders his badge or passes and retrieve back his basic
identification.
3. Multiple pass system - this provides an extra measure of security by requiring that an
exchange take place at the entrance of each restricted area.
Visitors Movement Control
Security should establish proper methods of establishing the authority for admission of
visitors as well as the limitation thereat. This security measure would depend on the sensibility
of the installation, but could include the following:
1. Visitor's logbook - All visitors to any facility should be required to identify themselves
and should be given a visitor's ID by the security. Visitor's logbook should be filled up
with the named of visitors, nature, and duration of visit.
2. Photograph - taking of photographs should also be considered. Extreme caution must
be exercised in areas where classified information is displayed to preclude unauthorized
taking of pictures of the installation. If a visitor has camera and it is prohibited to take
picture, said camera should be left in the care of security with corresponding receipt.
3. Escort- if possible, visitors should be escorted by the security to monitor their activity
within the establishment and guide them where to go.
4. Visitor entrances- separate access for visitors and employees of the establishment
should be provided.
5. Time- traveled - If there is a long delay or time lapse between the departure and arrival,
the visitors may be required to show cause for the delay.
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Package Control
Every facility must establish a system for the control of package entering or leaving the
premises. Since the transporting of packages through the portal is a fact of life, people entering
or leaving the installation premises should be dealt with the following in order to prevent theft
and misappropriation of company properties:
No packages shall be authorized to be brought inside the industrial installation, offices
and work area without proper authority. This basic precept help reduce if not eliminate
pilferage, industrial espionage or sabotage.
Outgoing packages carried by personnel should be closely inspected and those in
vehicles should also be checked as many pilfered items are hidden in the surface of the
vehicles leaving the compound.
Any personnel/visitor entering the installation with a package should deposit the same
to the security and in return receives a numbered tag, which he/she will use in claiming his/her
package upon departing.
Vehicle Control
Vehicular traffic within the boundaries of any facility must be carefully controlled for
safety as well as to control the transporting of pilfered goods from premises.
Privately owned vehicle of personnel/visitor should be registered and are subject to the
identification and admittance procedure.
Vehicles should be subjected for search at the entrance and exit of the installation. All
visitors with vehicle should provide the security as to the complete details of their duration of
stay, person to be visited, and other information.
All vehicles of visitors should be given a sign/ sticker to be placed on the windshield.
Traffic warning signs should be installed in all entrances in order to guide the visitors in their
destination as well to provide them with the necessary safety precautions while they are inside
the installation.
Security personnel must constantly supervise parking areas and make frequent spots
searches of vehicles found there.
Building Access Control
At any physical barrier, a security system must possess the ability to distinguish among
authorized persons, unauthorized visitors, and other unauthorized persons. This is to assist the
security personnel protects sensitive are and information within the installation.
Appropriate warning signs should be posted at the building perimeter. Special restricted
entry facilities to public access should be provided. This will be dependent on the degree of
security needed for the protection of property, activity and other processes within the building.
The access to the restricted area shall be limited authorize personnel who have the
direct involvement with the installation, construction and operation and maintenance of the
equipment and systems and/or use of the materials contained within the restricted area.
A clear-cut policy on the access control should be disseminated to all personnel of the
installation.
DOCUMENT AND INFORMATION SECURITY
In every installation, document and information are indispensable for their daily
operations and activities, be it in the form of a paper, film, and magnetic media or in the
computer system. Once there is a leakage in the contents of a company’s document and
information, the business operational stability is at stake. It may lead to disclosure due to
bankruptcy.
The leakage of document and information, cost government, business, and industry
alike, billions of pesos. A rival company or an enemy agent might use an illegally obtain
document and information for their own advantage. For this reason, a comprehensive and
information security program is very essential to the installation in order to focus freely on the
attainment of its goals and objectives.
Protection of document and information entails a massive task on the part of the
executives and the staff of the installation. There should be a clear understanding on all the
types of documents and information of the organization. Security measures in the
classification, handling, care and proper disposition of classified documents and information
must be a primary concern in order to preserve the confidentiality and integrity of document
and information throughout all phases of its existence.
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 Document Security is the protection of records from its entire document life cycle. It
also connotes this context the safeguarding classified matters.
In the Philippines, security of documents and information is based on the premise that
the government has the right and duty to protect official papers from unwarranted and
indiscriminate disclosure.
Standard Rules - The authority and responsibility for the preparation and classification
of classified matter rest exclusively with the originating office. Classified matter should be
classified according to their content and not to the file in which they are held or of another
document to which they are refer, except radiograms or telegrams referring to previously
classified radiograms or telegrams.
Classification should be made as soon as possible by placing the appropriate marks of the
matter to be classified. Each individual whose duties allow access to classified matter, or each
individual who possesses knowledge of classified matter while it is in his possession and shall
insure that dissemination of such classified matter is on the "need-to-know" basis and to
property cleared persons only.
Document Security Systems
Documents Security is that aspect of security that involves the application of security
measures for the proper protection and safeguarding of classified information. The
classification categories of classified matters are limited to four categories as top secret,
secret, confidential and restricted.
In this context, a matter includes everything, regardless of its physical character, or in
which information is recorded or embodied. Documents, equipment, projects, books, reports,
articles, notes, letters, drawings, sketches, plans, photographs, recordings, machinery,
models, apparatus, devices, and all other products or substances fall within the general term
"matter". Information, which is transmitted orally, is Considered "matter" for purposes of
security.
Security Clearance is the certification by a responsible authority that the person
describe is cleared for access to classified matter the appropriate level. Need-to-know is the
principle whereby access to classified matter may only be only given to those persons to whom
it is necessary for the fulfillment of their duties. Persons are not entitled to have access to
classified matter solely by virtue of their status or office. It is a requirement that the
dissemination of classified matters be limited strictly to persons whose official duty requires
knowledge or possession thereof.
Information Security
Information security means protecting information and information systems from
unauthorized access, use, disclosure, disruption, modification, or destruction.
The terms information security, computer security and information assurance are
frequently used interchangeably. These fields are interrelated and share the common goals of
protecting the confidentiality, integrity, and availability of information; however, there are some
subtle differences between them. These differences lie primarily in the approach to the subject,
the methodologies used, and the areas of concentration. Information security is concerned with
the confidentiality, integrity, and availability of data regardless of the form the date may take:
electronic, print, or other forms.
Governments, military, financial institution, hospitals, and private businesses amass a great
deal of confidential information about their employees, customers, products, research, and
financial status. Most of this information is now collected, processed, stored on electronic
computers, and transmitted across networks to other computers.
Protection confidential information is a business requirement, and in many cases an ethical
and legal requirement. For the individual, information security has a significant effect on
privacy.
Protection of Sensitive Information
Proprietary information is information that in some special way relates to the status or activities
of the possessor and over which the possessor asserts ownership. In the business community,
proprietary information relates to the structure, products or business methods of the
organization. It is usually protected in some way against causal or general disclosure.
Proprietary information could be in the form of 1) trade secret, which consist of any formula,
pattern, device or compilation of information which is used in one’s business and which gives
him an opportunity to gain an advantage per competitors who do not know or use it; and 2)
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patents, which is a grant made by the government to an inventor, conveying or securing to him
the exclusive right to make, use, or sell his invention for term of years.
PERSONNEL SECURITY
Among the major aspects of security, personnel security is considered as the most
important. The reason is that security involves people, both an asset to be protected and at the
same time a source of security threats. It is an acknowledge fact that losses are attributed
mainly to negligence or active participation of employees either through theft and/or sabotage.
This emphasizes the need to set up a system of hiring the people for the company.
Personnel Security refers to those practices, technologies and/or services used to
ensure that personnel security safeguards are applied.
Personnel security safeguards take into account:
1. Granting or withdrawing physical and system access privileges upon hiring an
employee, transferring an employee to another entity or agency, terminating an
employee, or when an employee resigns or changes job duties within an entity or
agency.
2. System access will be granted, modified, and revoked via a formal and auditable
process.
3. Security training to reinforce existing standards.
4. Non-Disclosure Agreements will be signed by all individuals who need access to
"sensitive/ confidential" information, prior to granting access to that information.
5. Background checks of personnel may be required depending on the sensitivity/
confidentiality of information accessible to that position.
Sensitive Data/Information refers to critical information for which the unauthorized
access, loss, misuse, modification, or improper disclosure could negatively impact the ability of
the entity or agency to provide services and benefits to its customers.
Confidential Data/Information refers to information that involves the privacy to which
individuals are entitled by law. This information may only be disclosed to those individuals that
are authorized and have a need to review the data or information.
Key functions of Personnel Security
1. It serves as a screening device in hiring suitable employees.
2. It provides background investigation services of both potential and present employees,
for possible assignment to sensitive position.
3. It handles investigation of employees suspected of wrongdoing.
4. It develops security awareness among employees.
5. It attempts to ensure the protection of employees from discriminatory hiring or
terminating procedures as well as unfounded allegations of illegal or unethical activities
and conduct.
Personnel Security Investigation
Personnel Security Investigation (PSI) is a process of inquiry into the character,
reputation, discretion, integrity, morals and loyal of an individual to determine the suitability for
appointment or to classified matter.
Background Investigation serves to verify information on the application form and to
obtain other information pertinent to the decision to be employ. It could be in the form of partial
background investigation or complete background investigation.
Every entity should require individuals to complete verification of employment forms for
all prior to employers or provide equivalent documentation that contains all information on the
verification of employment forms in a clear and readable format. The following full contact
information for all responsible parties who act to confirm employment verification:
 Applicants Name
 Organization Membership
 Date of Birth
 Neighborhood Investigation
 Present Residence Address
 Character Reference
 Personal History
 Employment History
 Marital History
 Military History
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  Residence History
 Foreign Travel History
 Citizenship
 Criminal Record
 Physical Data
 Credit Records
 Educational History
 Applicant's signature
 Date of Application
Background Checks, Vetting and Profiling
Local Agency Check (LAC) is background investigation activity where the sources of
information involve only the local agencies in the community such as the local government
units such as clearances from the barangay, city or municipality local police and the courts.
National Agency Check (NAC) - is also an investigation activity but the sources of
information Involve clearances form national government units.
Positive Vetting - is the process of inspecting or examining with careful thoroughness.
The essence of vetting is that it is a personal interview conducted under stress. It is based on
information previously given by an applicant. Other information issued during interview, such
as those discovered in the BI, which confirms or denies this given by the applicant.
Security Profiling - is a process whereby a subject’s reaction in a future critical
situation is predicted by observing his behavior, or by interviewing him, or analyzing his
responses to a questionnaire such as an honesty test.
Deception Detection Techniques- this is a process of using devices in detecting
deception during the interview stage. This includes the use of a Polygraph, Psychological
Stress Evaluator and Voice Analyzer.
Financial and Lifestyle Inquiry - this type of investigation seeks to gather information
on income and mode of living, sometimes referred to as the earning-to-debt ratio.
Undercover Investigation - this is the placement of an agent in a role in which the
agent's true identity and role remains unknown, in order to obtain information for criminal
prosecution or for recovery or limitation of asset losses.
Exit Interview - this is a valuable tool because it gives departing employees an
opportunity to list grievances. It offers security managers an opportunity to learn of problems
not previously known. Incorporating a checklist, of company-issued property and confronting a
departing employee of this has resulted in reducing losses of company property. Debriefing an
employee is also incorporated into the exit interview to remind employees of their continuing
legal obligation to safeguard confidential company information.

CHAPTER FIVE
SECURITY RISK MANAGEMENT
This chapter describes the basic principles involve in risk management. It also presents
information about security risk assessment, including assessment tools and techniques.
Further, it presents the importance of security education as a tool in promoting security
program in an organization. Included are procedures in the conduct of security survey and
inspection which will be the basis in risk and threat management.
PRELIMINARY NOTE
The world today is becoming VUCA – volatile, uncertain, complex, and ambiguous.
We live in a world of fast change and information overload. Technology changes the
world we live in at a lightning pace. The consequences are far reaching. Technology changes
the way we live how we communicate with each other, how we create and gather knowledge,
how we travel, how we listen to music how we do our shopping and even how we start, build or
terminate a relationship. We can hardly imagine a world like was just a decade ago. Slowly but
surely century-old concepts such as family and nationality shift to a new reality.
The environment companies and authorities have to operate in changes at the same
speed. As a result, companies continuously have to adapt the products and services they offer,
as well as the way they produce, promote and sell them.
Companies are desperately trying to be proactive, by imagining what they could be like
tomorrow and by continuously developing new products and services. Because the world has
37
become so unpredictable, trial and error has become the only way forward in the fast-changing
sectors of the economy. This is the basis of design thinking and customer centric design. But
not only products, services and process need to change, the companies have to change more
fundamentally. They need different business models, different company structures, a different
employee profiles, different leadership, and different ways of interacting with each other.
CONCEPT OF RISK MANAGEMENT
Risk Management is a field of management focusing risk reduction and analysis, using
different methods and techniques of risk prevention that eliminate existing or future factors
which may increase risks.
It is a systematic, repetitive set of interconnected activities aimed at managing potential
risks, i.e., reduce the likelihood of their occurrence or reduce their impact.
The purpose of risk management is to avoid problems and negative phenomena, avoid
the need for crisis management and to avoid problems.
The basic principles of risk management can be summarized in the following
statements:
1. Every human activity brings some risk. Thus, there is no such thing as zero risk.
2. The responsibility for risk management in organization is distributed throughout the
management. The highest responsibility is naturally with owner, the executives and top
management.
3. In small organizations the responsibility for risk management is concentrated at the
level of the executives, because it is inefficient to employ a dedicated full-time risk
manager.
4. In medium and large organizations, the responsibility is spread among individual
managers. Large organizations and organizations operating in high-risk environments
(such as banks, insurance, energy industries, aerospace, industry, transportation) have
a designated specialist (risk manager).
5. Almost always, risk management is associated with the role of chief financial officer,
as the impact of risks (damage) as well as countermeasures can be financially
expressed and have an impact on financial planning.
OPERATIONAL TERMINOLOGIES
In the context of security risk management, the following terms should be understood:
Assets - Any real or personal property, tangible or intangible, that a company or
individual owns that can be given or assigned a monetary value. intangible property includes
things such as goodwill, proprietary information, and related property. For purposes of this
guideline, people are included as assets.
Consequential - A secondary result ensuing from an action or decision. From an
insurance or security standpoint, costs, loss, or damage beyond the market value of the asset
lost or damaged, including other indirect costs.
Cost/Benefit Analysis - A process in planning, related to the decision to commit funds
or assets. This is a systematic attempt to measure or analyze the value of all the benefits that
accrue expenditure. Usually, this process involves three steps:
a. Identification of all direct and indirect consequences of the expenditure
b. Assignment of a monetary value to all costs and benefits resulting from the
expenditure
c. Discounting expected future costs and revenues accruing from the expenditure to
express those costs and revenues in current monetary values.
Criticality - The impact of a loss event, typically calculated as the net cost of that event.
Impact can range from fatal, resulting in a total recapitalization, abandonment, or long-term
discontinuance of the enterprise, to relatively unimportant.
Events - Something that happens; a noteworthy happening. In the security context, this
usually represents and occurrence such as a security incident, alarm, medical emergency, or
related episode or experience.
Goodwill - The value of a business that has been built up through the reputation of the
business concern and its owners.
Loss Event - An occurrence that actually produces a financial loss or negative impact
on assets. Examples include security incidents, crimes, war, natural hazards, or disasters.
Natural Disaster - A naturally occurring calamitous event bringing great damage, loss,
or destruction such as tornadoes, hurricanes, earthquakes, and related occurrences.
38
 Probability - The chance, or in some cases, the mathematical certainty that a given
event will occur; the ratio of the number of outcomes in an exhaustive set of equally likely
outcomes that produce a given event to the total number of possible outcomes.
Qualitative - Relating to that which is characteristics of something and which makes it
what it is.
Quantitative - Relating to, concerning, or based on the amount or number of something
capable of being measured or expressed in numerical terms.
Risk - The possibility of loss threat, security incident, or event.
Risk Analysis - A detailed examination including risk assessment, risk evaluation, and
risk management alternatives, performed to understand the nature of unwanted, negative
consequences human life, health, property, or the environment; an analytical process to
provide information regarding undesirable events; the process of quantification of the
probabilities and expected consequences for identified risks.
Risk Assessment - The process of assessing security-related risks from internal and
external threats to an entity, its assets, or personnel.
Security Incident - A security-related occurrence or action likely to lead to death, injury,
or monetary loss. An assault against an employee, customer, or supplier on company property
would be one example of a security incident.
Security Vulnerability - An exploitable capability; an exploitable security weakness or
deficiency at a facility, entity, venue, or of a person.
Site - A spatial location that can be designated by longitude and latitude.
State-of-the-Art - The most advanced level of knowledge and technology currently
achieved in any field at any given time.
Statistics - A branch of mathematics dealing with the collection, analysis, interpretation,
and presentation of masses of numerical data. In security, this could represent a collection of
quantitative data such as security incidents, crime reports, and related information that,
together with other like information, serves as security-related statistics used for a number of
applications including risk and vulnerability evaluations.
Threat - An intent of damage or injury; an indication of something impending.
PHASES OF RISK MANAGEMENT
Risk management consists of four interrelated phases, namely: Risk Identification,
Risk Assessment, Risk Reduction and Mitigation, and Risk Monitoring and Control.
RISK IDENTIFICATION
Risk identification is the process of listing potential risks and their characteristics.
The results of risk identification are normally documented in a risk register, which
includes a list of identified risks along with their sources, potential risk responses, and risk
categories. This information is used for risk analysis, which in turn will support creating risk
responses. Identified risks can also be represented in a risk breakdown structure, a
hierarchical structure used to categorize potential project risks by source. Though the major
work on risk identification is usually done in the beginning of a project, it's important to
remember that risk identification is an iterative process; new risks can be identified throughout
the project life cycle as the result of internal or external changes to a project.
Risk Identification Essentials
Risk identification is the first step towards risk minimization and understanding. If a risk
is not discovered in the first phase, it may be found and included later due to the nature of risk
identification. It is a non-stop process involving teamwork and communication.
Risk identification is part of the proactive management process. It provides the
opportunity to raise risk concerns before they occur, keeping them from damaging the
business operations or goals. The objective is to identify all possible risks.
Identification is a process of brainstorming. It isn't an exact science and should involve
continuous implementation as new phases, experiences, and, viewpoints are introduced.
Being vital to the management process, there are some essentials to risk identification that
guarantee maximum results, as follows:
1. Team Participation - a face-to-face interaction between project managers and the
team as they promise better and more comprehensive communication. The team must feel
comfortable to share and find hidden or elusive risks.

39
 2. Repetition - information changes and appears as the risk management process
proceeds. Keeping identified risks current and updated means the system is focused on
mitigating the most prevalent issues.
3. Approach - certain objectives require distinct approaches to best combat
identification failure. One method is to identify all root causes, undesirable events, and map
their potential impacts. Another is to identify essential performance functions the project must
enact or goals it must reach to be successful, then find possible issues with each function or
goal. Both methods work well, but the latter may be easier due to its defined scope.
4. Documentation - consistent and exhaustive documentation leads to comprehensive
and reliable solutions for a specific project or future risk management team's analysis. Most
communication is recorded by a project manager and data is copied, stored, and updated for
continued risk prevention.
5. Roots and Symptoms - It is essential in the risk identification phase to find the root
causes of a risk instead of mistaking them with the symptoms. A symptom can be confused
with the root cause, making it critical to discover the origin of risks and denote what their
symptoms are.
6. Project Definition Rating Index (PDRI) - is a risk assessment tool that helps
develop mitigation programs for high-risk areas. It facilitates the team's risk assessment within
the defined project scope, budget, and deadlines. It also -provides further detail of individual
risks and their magnitude, represented by a score. The summation of scores is statistically
compared to the project performance as a certainty level for the entire project.
7. Event Trees - Corn only used in reliability studies and probabilistic risk assessments,
event trees represent an event followed by all factors and faults related to it. The top of the tree
is the event and it is supported by any condition that may lead to that event, by helping with
likelihood visibility.
Types of Security Risks
Security risks is a term that indicates the risks associated with the security of the people,
assets and information. These include the following risk groups:
1. Personal security - property damage, health and life, protection of personal data.
2. Physical security- equipment damage disruption of objects and system.
3. Information security risks - breach of data security, network or Information system,
data abuse or corruption.
There are many types of risks in different areas such as economic and financial risk,
investment risk, insurance and reinsurance risk, project risks, market risks, technical risks,
social risks, operational risks, safety risks, and others.
Types of Risks Sources es of risks are defined in terms of their severity in the fie d of
risk management, there are distinguished sources of risks:
1. Exposure
2. Failure
3. Crisis
4. Disaster
5. Opportunity
6. Attack
7. Human Stupidity
Risk Identification Tools and Techniques
1. Documentation Reviews - The standard practice is to identify risks is reviewing project
related documents such as lessons learned, articles, organizational process assets, etc.
2. Information Gathering Techniques - The given techniques are similar to the techniques
used to collect requirements. This includes:
a. Brainstorming - is done with group of people who focus on identification of risk for
the project.
b. Delphi Technique - A team of experts is consulted anonymously. A list of required
information is sent to experts, responses are compiled, and results are sent back to
them for further review until a consensus is reached.
c. Interviewing - An interview is conducted with project participants, stakeholders,
experts, etc. to identify risks.
d. Root Cause Analysis- Root causes are determined for the identified risks. These root
causes are further used to identify additional risks.
40
 e. SWOT Analysis - understanding and analysis of the internal (Strength-Weaknesses)
and the external (Opportunities Threats) factors.
f. Checklist Analysis - checklist of risk categories used to come up with additional risks
for the project.
g. Assumption Analysis - identification of different assumptions of the project and
determining their validity, further helps in identifying risks for the project.
h. Risk Register - A risk register is a living document that is updated regularly
throughout the life cycle of the project. It becomes a part of project documents and is
included in the historical records that are used for future projects. The risk register
includes: list of risks, list of potential responses, root causes of risks, updated risk
categories.

RISK ASSESSMENT
Security Risk Assessment is the process of identifying, assessing, and implementing
key security controls in applications. It focuses on preventing application security defects and
vulnerabilities.
Carrying out a risk assessment allows an organization to view the application portfolio
holistically, from an attacker’s perspective.
In risk management, risk analysis is essential. using risk analysis exposes the degree of
danger threat, which the organization is facing; to what extent its assets are vulnerable to
these threats, how high the probability of the threat occurring is and what impact it can have on
the organization.
Security Risk Assessment Procedure
1. Understand the Organization and Identify and Identify of Asset - develop an
understanding of the organization to be assessed. This includes the consideration of
various factors such as hours of operation; types of clients served; nature of the
business activity; types of services provided or products produced, manufactured,
stored, or otherwise supplied; the competitive nature of the industry; the sensitivity of
information; the corporate culture; the perception of risk tolerance; and so on. Then,
identify the assets of the organization that are at risk to a variety of hazards such as
people and properties.
People include employees, customers, visitors, vendors, patients, guests,
passengers, tenants, contract employees, and any other persons who are lawfully
present on the property being assessed.
Property includes real estate, land and buildings facilities; tangible property such
as cash, precious metals, and stones; dangerous instruments e.g., explosive materials,
weapons, etc.); high theft items (e.g., drugs, securities, cash, etc.) as well as almost
anything that can be stolen, damaged, or otherwise adversely affected by a risk event.
2. Specify Loss Events/ Vulnerabilities - identify the types of events or incidents which
could occur at a site based on the history of previous events/incidents at that site;
events at similarly situated sites; the occurrence to events (e.g., crimes) that may be
common to that type of business; natural disasters peculiar to a certain
(107, next page 108)

CHAPTER SIX
INDUSTRIAL HAZARDS AND THEIR COUNTERMEASURES

41
 Learning Objectives
At the end of this chapter, the students should be able to comply with the
following:
1. Define safety as differentiated with security
2. Identify safety issues in the workplace
3. Explain the concept of accident theory
4. Outline hazard counter measures
5. Discuss the legal aspect of occupational safety and health.

Teaching Methodology
1. Lecture
2. Open forum
3. Quizzes
4. Case study
5. Oral defense

CHAPTER DESCRIPTION
This presents an insight on the general concepts of hazard analysis and their
countermeasures. It also presents commonly experienced hazards and safety issues in
industrial work places with discussions on the legal aspect of occupational safety and health.

PRELIMINARY NOTE
The Philippines is found to be naturally vulnerable to environmental disasters. This situation
plus other human and developmental factors compound communities’ incapacity to cope with
such disasters. The vulnerability of communities to hazards refers to their susceptibility to and
capacity to cope with environmental stresses. Recent and major events as well as their
cumulative impacts highlight the importance of identifying the vulnerability levels of certain
areas and segments of the Philippine population to collective hazards that form disasters.
The classification schemes for hazards vary across different research institutions and
governments, but these can be divided into (UNSIDR,2017):
Biological Hazards- are of organic origin or conveyed by biological vectors, including
pathogenic microorganisms, toxins and bioactive substances. Example are bacteria, viruses or
parasites, as well as venomous wildlife and insects, poisonous plants and mosquitoes carrying
disease-causing agents.
Hazards such as chemical. natural and biological hazards. They can be created by
environmental degradation or physical or chemical pollution in the air, water and soil. However,
many of the processes and phenomena that fall into this category may be termed drivers of
hazard and risk rather than hazards in themselves, such as soil degradation, deforestation,
loss of biodiversity, salinization and sea level rise.
Geological - originate from internal earth processes. Examples are earthquakes,
volcanic activity and emissions, and related geophysical processes such as mass movements,
landslides, rockslides, surface collapses and debris or mud flows. Hydrometeorological are
important contributors to some of these processes. Tsunamis are difficult to categorize:
although they are triggered by undersea earthquakes and other geological events, they
essentially become an oceanic process that is manifested as a coastal water-related hazard.
Hydrometeorological Hazards-are of atmospheric, hydrological or oceanographic origin.
Examples are tropical cyclones (also known as typhoons and hurricanes); floods, including
flash floods; drought; heatwaves and cold spells; and coastal storm surges.
Hydrometeorological conditions may also be a factor in other hazards such as landslides,
wildland fires, locust plagues, epidemics and in the transport and dispersal of toxic substances
and volcanic eruption material.
Technological Hazards - originate from technological or industrial conditions, dangerous
procedures, infrastructure failures or specific human activities. Examples include industrial
pollution, nuclear radiation, toxic wastes, dam failures, transport accidents, factory explosions,
fires and chemical spills. Technological hazards also may arise directly as a result of the
impacts of a natural hazard event.
In response and as a control measure, selected government were mandated to enforce
the laws against hazards and disasters. Standards were established, for instance, no build

42
zones are identified. Building of infrastructures on no-building zones are not permitted because
of their exposure to landslides, flooding, storm surges or other natural hazards.
Guidelines to ensure that product labels and safety data sheets in the workplace are
marked according to classification and labelling standards by the Department of Labor and
Employment. The department also requires that employers must ensure that workplace
chemical safety programs and policies are established, and that workers are trained on safety
standards.
Companies must also have emergency response plans, and appoint a safety and health
committee, in accordance with the Occupational Safety and Health Standards. It includes that
representative from the workers' group will review and evaluate the effectiveness
of the workplace program policy. Workers are also given responsibilities, including the taking of
all reasonable steps to eliminate or minimize risk to themselves and others.
HAZARDS IN GENERAL
A hazard is a situation, which poses a level of threat to life, health, property or
environment. Most hazards are dormant or potential, with only a theoretical risk of harm,
however, once a hazard becomes 'active', it can create an emergency situation.
A hazard is usually used to describe a potentially harmful situation, although not usually
the event itself - once the incident has started it is classified as an emergency or incident.
There are a number of modes of a hazard, which include:
1. - the situation has the potential to be hazardous, but no people, property or environment
is currently affected by this. For instance, a hillside may be unstable, with the potential
for a landslide, but there is nothing below or on the Dormant hillside that could be
affected.
2. Potential -this is a situation where the hazard is in the position to affect persons,
property or environment. This type of hazard is likely to require further risk assessment.
3. Active - the hazard is certain to cause harm, as no intervention is possible before the
incident occurs.
4. Mitigated- A potential hazard has been identified, but actions have been taken in order
to ensure it does not become an incident. This may not be an absolute guarantee of no
risk, but it is likely to have been undertaken to significantly reduce the danger.
Hazard Analysis
It is important to analyze hazards in order to know how to counter them. A security
hazard analysis is a process used to characterize the elements of risk. The result of a hazard
analysis is the identification of unacceptable risks and the selection of means of controlling or
eliminating them.
Security hazards and risk management are two interrelated fields in the context of
industrial security. Many organizations and businesses, by nature, are exposed to hazards.
Thus, in order to prevent industrial hazards, risk management is necessary.
Types of Hazards
1. Natural Hazards - these are hazards which arise from natural phenomena. The
following are types of natural hazards or disasters:
a. Floods caused by typhoons
b. Earthquakes
c. Fire (not by human action) d. Storms (typhoons, cyclones, tornado and
hurricane)
d. Lighting storms f. Extreme temperature and
2. Man-Made Hazards- These are hazards which are the result of a state of mind,
attitude, weaknesses or character traits of one or more persons. They can be acts of
commission or omission, both overt and covert, which can disrupt operation of a plant or
installation. Some types of man-made hazards are carelessness, accidents and
dissatisfaction, disloyalty-subversion and sabotage, espionage, pilferage and theft,
vandalism, etc.
INDUSTRIAL HAZARDS
In this context, industrial hazards are workplace hazards and are often grouped into
physical hazards, physical agents, chemical agents, biological agents, and psychological
issues.
Physical hazards include:
a. Slips and trips
43
 b. Falls from height
c. Workplace transport_
d. Dangerous machinery
e. Electricity
f. Heavy metals
Physical agents include:
a. noise
b. vibration
c. ionizing radiation
Chemical agents, include:
a. solvents
b. biological agents
Psychosocial issues include:
a. work related stress, whose causal factors include excessive working time and
overwork
b. violence from outside the organization
c. bullying which may include emotional, verbal and sexual harassment
Other issues include:
a. reproductive hazards
b. work environment factors, temperature, humidity, lighting, welfare c. musculoskeletal
disorders due to bad such as ergonomic designs.
Mechanical Hazards
Mechanical hazard involves a machine or process. Motor vehicles and air bags pose
mechanical hazards. Compressed gases or liquids can also be considered a mechanical
hazard.
Mechanical hazards occur when a machine is Machines may run either manually
automatically A few machines are used cutting, shearing, crushing, and breaking. Thus, most
injuries or occur when the machine needs human intervention repeatedly for its proper
functioning.
Electrical Hazards
Shock is one of the common electrical hazards. It occurs when the electric current
passes through the body. This is possible when human is in contact with a conductor carrying
a current and simultaneously in contact with the ground. This is referred to as short circuit. A
worker will receive a shock when he or she touches two wires at different voltages at the same
time, or touches the phase standing on the ground, or touches the phase having wet cloth and
humidity, or touching another person receiving an electrical shock.
Chemical Hazards
Solvents used in extraction plants, purification of synthetic drugs and in chemical
analysis may produce vapors. These vapors or gases may produce breathing problem and
suffocation, irritation or burr to eye or skin. Explosion may also be possible in the work place.
Liquid chemicals if spilled on workers may produce dehydration by strong dehydrating agents
e.g concentrated sulfuric acid, burning by strong acid o alkalis, or oxidation by strong oxidizing
agents. Dust of chemicals produced from different equipment ma produce dermatitis or dust
allergies to the workers, ski and eye irritations, resistance to certain antibiotics, some dusts
may be carcinogenic (producing cancers).
Dust Hazards
Industrial plants cause too much dust. Source dust hazards are grinding or milling of
product, drug excipients, or herbal products. During weighing dus may float on air, during
powder mixing and coati operation dusts are generated, even during capsu filling and tablet
punching operation dusts may generated.
Fire Hazards
Fire hazards from various types of fire from ordinary combustible materials such as
paper etc. to electrical and those combustible liquid, gasses and metals are also common in
industrial work places, even at home.

OCCUPATIONAL SAFETY AND HEALTH

44
 Occupational Safety and Health (OSH) is a multidisciplinary field concerned with the
safety, health, and welfare of people at work. These terms also refer to the goals of the field of
safety and health.
OSH Legislation-the Philippine Constitution (Art. XIII) afford full protection to labor, that
they should be entitled to security of tenure, humane conditions of work, and a living wage.
The Labor Code of the Philippines also provides consolidated labor and social provisio to
afford full protection to labor, promote employment and human resources development and
ensure industrial peace based on social justice.
OSH Standards- is a set of mandatory standards which codifies all safety orders being
enforced prior to its promulgation. It contains administrative requirements, general safety and
health rules, technical safety regulations, and other measures to eliminate or reduce OSH
hazards in the workplace. The purpose is to protect every working man against the dangers of
injury, sickness or death through safe and healthful working conditions. It applies to all places
of employment except land, sea and air transportation and safety in mines.
Common Safety Hazards
In general terms, any industry may have one or more of the following safety hazards in
the workplace:
1. 1.Working at Height-frequent hazards associated with working at height which promote
fatal falls, such as related to scaffolding and ladders. Employers may not know they
have to provide fall protection, or the fall protection gear may not be worn properly or
not hooked up to anything. Some employers do not even have a written fall protection
procedure or process.
2. Poor Housekeeping - Clutter blocking fire exits; aisles and emergency exits is a
housekeeping problem is another common hazard. Over-stacking loads on racks in a
warehouse that bring them too close to a sprinkler head, which can limit the sprinkler's
efficiency in an emergency. Clutter, leaks or standing water also can contribute to slips,
trips and falls.
3. Electrical Hazards - blocked breakers are common electrical hazards, although many
electrical hazards are related to inappropriate use of extension cords.
4. Forklift-related Hazards-are also common in the workplace. Shortcuts under pressure,
include driving with too large of a load or driving distracted. The end result may be
hitting a rack, damaging a wall or product, or even injuring a coworker.
5. Lockout/tagout- Proper lockout/tagout procedures can help prevent serious injuries,
but only if those procedures are followed. For instance, one employee may go home for
the day with his lock on, and the next worker on duty cuts the lock. A worker may simply
use a label on older equipment for which secure lockout is more difficult. And instead of
installing a chain to lock a valve in place, a wire that can easily be cut may be used.
6. Chemicals - chemicals related hazards are usually caused by non-awareness whereby
workers in some industries do not know when they will need to use a certain chemical in
the future. OSH standard requires facilities to keep an inventory of all products. But
often, failure to mark down chemical's expiration date, and use the chemical by that
date or dispose of it properly. Potential hazard is transferring chemicals from one
container to another is common too.
7. Confined spaces - confined spaces can present a number of hazards. Many accidents
involving confined spaces have occurred because an employer did not issue a permit or
failed to carry out a risk assessment. Fire may break out, slip, fall and other related
accident may happen.

HAZARDS AND THE DISASTER RISK EQUATION

RISK = Hazard x Vulnerability x Exposure
Disaster risk is expressed as the likelihood of loss of life, injury or destruction and
damage from a disaster in a given period of time.
Disaster risk results from the complex interaction between development processes that
generate conditions of exposure, vulnerability and hazard. Disaster risk is therefore considered
as the combination of the severity and frequency of a hazard, the numbers of people and
assets exposed to the hazard, and their vulnerability to damage (UNISDR, 2015a). Intensive
risk is disaster risk associated with low-probability, high-impact events, whereas extensive risk
is associated with high probability, low-impact events.
45
 Risk assessments are produced in order to estimate possible economic, infrastructure,
and social impacts arising from a particular hazard or multiple hazards (GFDRR, 2014b).
The components of assessing risk (and the associated losses) include:
 Hazard is defined as the probability of experiencing a certain intensity of hazard at a
specific location and is usually determined by an historical or user-defined scenario,
probabilistic hazard assessment, or other method.
 Exposure represents the stock of property and infrastructure exposed to a hazard, and
it can include socioeconomic factors.
 Vulnerability accounts for the susceptibility to damage of the assets exposed to the
forces generated by the hazard. Fragility and vulnerability functions the damage ratio
and consequent loss respectively, and/or the social cost (e.g., number of injured,
homeless, and killed) generated by a hazard, according to a specified exposure.

Hazards, Exposures and Accidents

Understanding the relationship between Hazard - Risk-Accidents is very important in
accident prevention in the workplace.
Considering that hazard is anything, situation or condition which has the potential to
cause harm to people, equipment and environment, hazard most times is constant, it is always
there. Hence, in accident prevention, what we do often is that we either eliminate the hazard if
possible or block exposure.
If you look around, there is always a thing, a situation or a condition that could bring
harm from you. For instance, a nail inside a tool box is a hazard because it has the potential to
cause injury, an over speeding car on the road is a hazard because it has the potential to
cause an accident, uneven edge of a container is a hazard because it can cause laceration,
none of these will cause accident except someone is exposed to them, but is does not mean
they are not there."
Hazard is a complex term which could be analyzed from different angle. Hazard can
also be defined base on state. The salient actor within the chain is exposure. Without
exposure, there is no risk and without exposure there can never be accident.
This gives us more window in accident prevention. Hence, we can prevent accident by
either eliminating the hazard, if possible, eliminate the hazard state or controlling the exposure.

ACCIDENTS AND ITS CAUSES

An accident is an unplanned, unforeseen, and unexpected event that has a negative
effect on all activities of the individual who is involved in the accident. It can result in death,
injury, disease or infection, loss of property, damage to environment, or a combination thereof.
Accidents can come with business consequences as well, such as compensation costs, loss of
productivity, and a decrease in employee morale.
Occupational accidents can take place either at the workplace or in other settings while
on the job, such as a worksite or driving or riding between job sites. A number of human
factors can cause accidents, such as:
a. Unsafe conduct
b. Inattention
c. Negligence
d. Improper training
e. Inexperience
f. Drowsiness, fatigue, or illness
g. Other factors can include:
h. Working conditions
i. Workplace designs
j. Substandard safety processes
k. Weather conditions:
To elaborate why accident do happen, these causes can be explained further by the
following theories of accident causation:
The domino theory of accident is one of the earliest developed accident theories. It
suggests that injuries result from a series of factors, one of which is an accident. The theory is
operationalized in ten statements called the Axioms of Industrial Safety. According to this

46
theory, there are five factors in the sequence of events leading to an accident: ancestry/social
environment, fault of person, unsafe act/mechanical or physical hazard, accident, and injury.
The human factor theory of accident causation attributes accidents to a chain of
events ultimately caused by human error. It consists of three broad factors that lead to human
error: overload, inappropriate response, and inappropriate activities.
The accident/incident theory of accident causation is an extension of the human
factor theory. It introduces such new elements as ergonomic traps, the decision to make a
mistake, and systems failures. theory of accident. The epidemiological causation holds that the
models used for studying and determining the relationships between environmental factors and
disease can be used to study causal relationships between environmental factors and
accidents.
The systems theory of accident causation views any situation in which an accident
might occur as a system with three components: person (host), machine (agency), and
environment.
The combination theory of accident causation posits that no one model/theory can
explain all accidents. Factors from two or more models might be part of the cause.
The Accident Triangle and 10 Axioms of Industrial
Safety The accident triangle, also known as Heinrich's triangle, is a theory of industrial
accident prevention. It shows a relationship between serious accidents, minor accidents and
near misses and proposes that if the number of minor accidents is reduced then there will be a
corresponding fall in the number of serious accidents. The bottom of the triangle are unsafe
acts and conditions which when managed well can prevent accident.
The triangle was first proposed by Herbert William Heinrich in 1931 and has since been
updated and expanded upon by other writers, notably Frank Bird. It is often shown pictorially
as a triangle or pyramid and has been described as a cornerstone of 20 th workplace health and
safety philosophy.
The following are Heinrich's Principles of Industrial
Safety
Axiom 1- The occurrence of an injury invariably results from a completed sequence of
factors, the last one of these being the accident itself. The accident in turn is invariably caused
or permitted directly by the unsafe act of a person and/or a mechanical or physical hazard.
Axiom 2-The person's unsafe acts are responsible for majority of accidents.
Axiom 3 The person who suffers a injury caused by an unsafe act, in the average case,
has had over 300 escapes from serious injury as a result of committing the very same unsafe
act. Likewise, persons are exposed to mechanical hazards hundreds of times before they
suffer an injury. disabling
Axiom 4 - The four basic motives or reasons for the occurrence of unsafe acts provide
a guide to the selection of appropriate corrective measures. They are: (a) Improper attitude (b)
Physical unsuitability (c) Lack of knowledge or skill (d) Improper environment
Axiom 5 Four basic methods are available for preventing accidents: (a) Engineering
revision; (b) Personal adjustment; (c) Persuasion and appeal; and (d) Discipline.
Axiom 6- The severity of an injury is largely not that serious but the occurrence of an
accident that results in injury is largely preventable.
Axiom 7 Most valuable methods in accident prevention are similar with the methods for
the control of quality, cost and quantity of production.
Axiom 8 - Management has the best opportunity and ability to start the work of
prevention; therefore, it should assume the responsibility.
Axiom 9 The supervisor or foreman is the key man in accident prevention. His
application of the art of supervision to control worker's performance is the factor of greatest
influence in successful accident prevention. It can be expressed as a simple four-step formula:
(a) Identify the problem; (b) Find and verify the reason for the existence of the problem; (c)
Select the appropriate remedy; (d) Apply the remedy
Axiom 10 - The humanitarian incentive for preventing accidental injury is supplemented
by two powerful economic factors: (a) The safe establishment is efficient productively and the
unsafe establishment is inefficient; (b) The direct cost for compensation and for medical
treatment of occupational injuries is but one fifth of the total cost which the employer must pay.
Safety Axioms for the 21st Century

47
 Due to some criticisms on Heinrich's works, safety practitioners of the modern times
have established safety principles based on current experiences and occupational practices.
Thus, the following new axioms are made:
1. We can create common knowledge but common sense doesn't exist now nor ever did.
2. All accidents cannot be prevented but safety can be created with high reliability. harmful
energy can be controlled both physically and behaviorally.
3. Zero perfection targets of all kinds are illogical and frustrating but safety excellence is
achievable and inspiring.
4. One cannot have an incident without both unsafe acts and unsafe conditions. we need
to manage both.
5. Safety can be truly created with workers and fails predictably when we try to do safety
to workers.
6. Safety is not number primordial but safe production of goods and services is primordial.
There is no need to put production and safety in competition.
7. Safety can be measured and managed. Incident/ injury data is a very poor and
unreliable measure of safety.
8. We need management activity to help create safety. Management commitment is not
enough
9. Workers are the best safety leaders not supervisors. Give them a chance to lead, then
get out of their way.
10. Safety is not about prohibiting acts and firing people for non-compliance, it's about
making safely the best way to do a job.

HUMAN INDUCED HAZARDS

Many industrial and occupational hazards are caused by man himself. Human induced
hazards can be categorized into six main types: Engineering Incidents, HazMat Incidents,
Nuclear/Radioactive Incidents, Interpersonal Incidents, and Terrorism Incidents. Each type
also can have multiple hazard sub-types.
1. Engineering Incidents such as structural incidents that causes flaws, failures,
collapses, explosions, fires, bridge or dam failures, mining incidents, oil platform
incidents, infrastructure incidents, outages and/or failures involving communication,
electrical, power, utility, water, cyber-security issues, transportation incidents, road, rail,
air and space incidents
2. HazMat Incidents- such as material spill, release of chemical, gas, oil, etc. into air,
water, or land.
3. Nuclear or Radioactive Incidents – nuclear facility incidents involving nuclear power
plant.
4. Interpersonal Incidents such as violent incidents- crime in general, arson, civil
disorder like demonstrations, strikes, riots, prison breaks, military conflicts, killings,
genocide, mass displaced populations, etc.
5. Terrorism Incidents-such as terrorist attacks using explosive devices, arson,
unconventional tactics, CBRN and cyber-attacks.
Sabotage as a Security Hazard
Sabotage is a deliberate action aimed at weakening an enemy, oppressor or employer
through subversion, obstruction, disruption, and/or destruction.
When disgruntled workers damage or destroy equipment or interfere with the smooth
running of a workplace, it is called workplace sabotage. This can be as part of an organized
group activity, or the action of one or a few workers in response to personal grievances
Description of a Saboteur
1. He is the most dangerous foe whom security will have to deal with while planning and
implementing security measures and techniques.
2. He is an ordinary looking as the next guy but, in his mind, he has the training in
deception, knowledgeable chemistry, psychology. in incendiaries, explosives,
bacteriology, mechanics and
3. He can work alone, in-groups, in several places.
Possible Targets of Saboteur
1. Armed Forces Installation
2. Natural resources- mines, forests, farms and farm products
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 3. Industries-buildings, power sources, machinery, fuel, etc.
4. Warehouses depots, communications, public utilities, etc.
Countermeasures Against Sabotage
1. Use of efficient and well-trained guard force
2. Use of physical security aids like barriers, personnel and vehicular control, intrusion
devices, communication systems, and electric aids
3. Proper screening of personnel
4. Identification and movement control system
5. Searches on incoming vehicles
6. Safeguarding of classified information
7. Designation of restricted areas
8. Investigation of breaches of security
9. Security education and indoctrination
10. Good housekeeping methods
11. Effective emergency planning
12. Regular audit
13. Continuing background checks

Espionage as a Security Hazard

Generally, espionage is the practice of gathering information about an organization or a
society that is considered secret or confidential without the permission of the holder of the
information.
Description of an Espionage Agent
1. He is very dangerous adversary and his skills in deception and his cunning should
never be under estimated.
2. He is usually a person of extensive training and will be highly effective in gaining the
confidence of people and of extracting information of value to be relayed to his
employer or handler.
3. Even how well-trained an espionage agent may be, he is human like the saboteur and
he can be defeated in his own game if proper methods and techniques are undertaken.
Methods of Espionage
1. Stealing or information from employees, records and other sources.
2. Using various methods of reproducing document products, equipment or working
models.
3. Using "front" as commercial concerns, travel agencies, associations, business groups
and other organizations to obtain confidential information or data."
4. Using various form or threats to obtain information such as coercion and blackmail
5. Securing information in social gatherings
6. Penetration and operational tactics
Espionage Counter Measures
1. Complete pre-employment measures designed to control threats of industrial
espionage.
2. Continuing personnel check on employees and particularly personnel on sensitive
positions even
3. Prevention of unauthorized entry to the plant or industrial installation already employed.
4. Restricting of movement of personnel in the premises of the plant.
5. Controlled disposal of waste papers including carbons in classified work.
6. Only properly cleared personnel should handle classified document.

Subversion as a Security Hazard

Subversion is an attempt to overthrow structures of authority, including the state.
Subversive activity is the lending of aid, comfort, and moral support to individuals, groups, or
organizations that advocate the overthrow of incumbent governments by force and violence.
All willful acts that are intended to be detrimental to the best interests of the government and
that do not fall into the categories of treason, sedition, sabotage, or espionage are placed in
the category of subversive activity.

Subversive Activities
49
 1. It can be local or national in nature and their mission is to undermine the authority
weaken the organization, and eventually take over. This can be in business or any
activity.
2. This can be in the form of rumor mongering, propaganda, undermining morale, and
injecting defeatist approaches. attitudes, and other emotional
3. It is an activity not easy to detect.
Countermeasures to Subversive Activity
1. The spreading of rumors, written materials, slogans or any other devices to confuse the
work population and discredit the government should be immediately reported.
2. Labor and other company unions. can be infiltrated so that strikes and "slowdowns" can
be called to disrupt the normal operation of a plant or installation.
3. Security force should be alerted for person trying to recruit others in organizing
movements for peace, anti-colonials, anti-trade and anti-imperialism.
4. Employees or outside personnel mob action, terrorism and sabotage will be done
seeking memberships in "paper organizations" should report this activity to security.
5. Other methods of subversion like united fronts, mob action, terrorism and sabotage will
be done to gain the subversive ends.

Pilferage as a Business Hazard

Pilferage is one of the most annoying and common human hazards which security must
deal with. This activity if uncontrolled can become financial drain if not a menace to smooth
and orderly operation. Failure to detect shortage and inaccurate inventories will cause
inventory losses, which may be labeled as pilferage.
Types of Pilferers
1. Casual Pilferer- one who steals due to his inability to resist the unexpected opportunity
and has little fear of detection is no plan or premeditation and he is usually a "loner" on
the job. The temptation to pick up the article is due to poor security measure. The
implication of causal pilfering is the big cumulative cost if it remains unchecked.
2. Systematic Pilferer- one who steals with preconceived plans and takes away any or all
types of items or supplies for economic gain. Pilferers of this kind can be employees or
outsiders of the establishment.
Factors considered in Pilferage
1. Location of items to be pilfered- the systematic pilferer surveys shopping and store
areas, or through contacts from the firms.
2. Access to the items- techniques can be from fake documents, bribing of guards,
outsmarting security, creating disturbance and other methods to divert attention while
pilferage goes on.
3. Removal of item- this can be done as wearing the stolen shoes or shorts, concealment
in body or vehicles, use of false documents, etc. Driver may conceal pilfered items in his
vehicle.
4. Disposal of items- there is a need for "fences" brokers" or "clearing houses" for these
"hot" items.
Countermeasures for Casual Pilferage
1. "Spot" checks on outgoing vehicles and persons.
2. Aggressive security education and indoctrination program with emphasis that "crime
does not pay".
3. Superiors should set example of integrity and desirable moral climate for employees in
the establishment.
4. All employees must be enjoined to report or any loss to security.
5. Inventory and control methods should be done especially to pilferable items.
6. Control of tools equipment and sets.
Countermeasures for Systematic Pilferage
1. Guards and electronic surveillance on all exits.
2. Package and material control system
3. Parking area establishment outside perimeter fenced
4. Careful screening and background checks on applicants to weed out potential thieves
5. Investigation of all losses quickly and efficiently to determine “modus operandi” or obtain
clues
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 6. Alert all patrols to check areas and buildings for possible concealment of stolen
properties
7. Install mechanical, electrical, electronic detection and alarm devices where needed and
applicable.
8. Establish an effective lock and key control system
9. Use of appropriate perimeter fencing and lighting for parking facilities and areas for
vehicles and persons.
10. Establish accurate inventory and accounting methods for procurement, use and
disposal.
11. Establish close liaison with governmental law enforcement and intelligence agencies.

HAZARD PREVENTION AND CONTROL

Effective controls protect workers from workplace hazards; help avoid injuries, illnesses,
and incidents; minimize or eliminate safety and health risks; and help employers provide
workers with safe and healthful working conditions. The processes described in this section will
help employers prevent and control hazards identified in the previous section.
To effectively control and prevent hazards, employers should:
1. Involve workers, who often have the best understanding of the conditions that create
hazards and insights into how they can be controlled.
2. Identify and evaluate options for controlling hazards, using a "hierarchy of controls."
3. Use a hazard control plan to guide the selection and implementation of controls, and
implement controls according to the plan.
4. Develop plans with measures to protect workers during emergencies and nonroutine
activities.
5. Evaluate the effectiveness of existing controls to determine whether they continue to
provide protection, or whether different controls may be more effective. Review new
technologies for their potential to be more protective, more reliable, or less costly.

Actions Taken for Hazard Prevention

1. Identify control options - A wealth of information exists to help employers investigate
options for controlling identified hazards. Before selecting any control options, it is
essential to solicit workers' input on their feasibility and effectiveness.
a. Collect, organize, and review information with workers to determine what types of
hazards may be present and which workers may be exposed or potentially
exposed.
b. Information available in the workplace may include review sources such as OSH
standards, industry consensus standards, manufacturers' literature, and
engineering reports to identify potential control measures.
c. Investigate control measures used in other workplaces and determine whether
they would be effective at your workplace. And get input from workers who may
be able to suggest and evaluate solutions based on their knowledge of the
facility, equipment, and work processes.
d. For complex hazards, consult with safety and health experts.
2. Select controls Employers should select the controls that are the most feasible,
effective, and permanent.
a. Eliminate or control all serious hazards (hazards that are causing or are likely to
cause death or serious physical harm) immediately.
b. Use interim controls while you develop and implement longer-term solutions.
c. Select controls according to a hierarchy that emphasizes engineering solutions
(including elimination or substitution) first, followed by safe work practices,
administrative controls, and finally personal protective equipment.
d. Avoid selecting controls that may directly or indirectly introduce new hazards.
Examples include exhausting contaminated air into occupied work spaces or
using hearing protection that makes it difficult to hear backup alarms.
e. Review and discuss control options with workers to ensure that controls are
feasible and effective.
f. Use a combination of control options when no single method fully protects
workers.
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3. Develop and update a hazard control plan - A hazard control plan describes how the
selected controls will be implemented. An effective plan will address serious hazards
first. Interim controls may be necessary, but the overall goal is to ensure effective long-
term control of hazards. It is important to track progress toward completing the control
plan and periodically (at least annually and when conditions, processes or equipment
change) verify that controls remain effective.
a. List the hazards needing controls in order of priority.
b. Assign responsibility for installing or implementing the controls to a specific
person or persons with the power or ability to implement the controls.
c. Establish a target completion date.
d. Plan how you will track progress toward completion.
e. Plan how you will verify the effectiveness of controls after they are installed or
implemented.
4. Select controls to protect workers during nonroutine operations and emergencies
hazard control plan should include provisions to protect workers during nonroutine
operations and foreseeable emergencies. Depending on workplace these could include
fires and explosions; releases; hazardous material spills; unplanned equipment
shutdowns; infrequent maintenance activities; natural and weather disasters; workplace
violence; terrorist or criminal attacks; disease outbreaks (e.g., pandemic influenza); or
medical emergencies. Nonroutine tasks, or tasks workers don't normally do, should be
approached with particular caution. Prior to initiating such work, review job hazard
analyses and job safety analyses with any workers involved and notify others about the
nature of the work, work schedule, and any necessary precautions.
a. Develop procedures to control hazards that may arise during nonroutine
operations (e.g., removing machine guarding during 5 maintenance and repair).
b. Develop or modify plans to control hazards that may arise in emergency
situations.
c. Procure any equipment needed to control emergency-related hazards.
d. Assign responsibilities for the emergency plan.
e. Conduct emergency drills to ensure that procedures and equipment provide
adequate protection during emergency situations.
5. Implement selected controls in the workplace - Once hazard prevention and control
measures have been identified; they should be implemented according to the hazard
control plan.
a. Implement hazard control measures according to the priorities established in the
hazard control plan.
b. When resources are limited, implement measures on a "worst-first" basis,
according to the hazard ranking priorities (risk) established during hazard
identification and assessment. (Note, however, that regardless of limited
resources, employers have an obligation to protect workers from recognized,
serious hazards.)
c. Promptly implement any measures that are easy and inexpensive-e.g., general
housekeeping, removal of obvious tripping hazards such as electrical cords,
basic lighting-regardless of the level of hazard they involve.
6. Follow up to confirm that controls are effective to ensure that control measures are and
remain effective, employers should track progress in implementing controls, inspect and
evaluate controls once they are installed, and follow routine preventive maintenance
practices.
a. Track progress and verify implementation
b. Conduct regular inspections (and industrial hygiene monitoring, if indicated) to
confirm that engineering controls are operating as designed.
c. Evaluate control measures to determine if they are effective or need to be
modified. Involve workers in the evaluation of the controls. If controls are not
effective, identify, select, and implement further control measures that will
provide adequate protection.
d. Confirm that work practices, administrative controls, and personal protective
equipment use policies are being followed.

52
 e. Conduct routine preventive maintenance of equipment, facilities, and controls to
help prevent incidents due to
CHAPTER SIX EXERCISES
Group Dynamics:
1. Create a group of 5 members per team
2. Brainstorm identified work place hazards
3. Conduct threat and vulnerability assessment using TVR matrix (template shall be
provided by mentor)
4. Report output in class 5. Time frame: 18 hours

CHAPTER SEVEN GUARD FORCE AND GUARDING SYSTEMS

We live in a world that has walls and those walls need to be guarded by men with
guns. -Aaron Sorkin
Learning Objectives
At the end of this chapter, the students should be able to comply with the following:
1. Differentiate government security forces with corporate and private security forces.
2. Understand the legal parameters of guard force management in the Philippines. up
3. Enumerate the requirements for putting a private security agency.
4. Discuss principles management as of guard force applicable in the
5. Recite the 11 General Orders.
Teaching Methodology
1. Lecture
2. Open forum
3. Quizzes
4. Case study
5. Oral defense
CHAPTER DESCRIPTION
This chapter presents the basic information about how to put up and manage a security
agency in the Philippines. Its shares some ideas on the issues and concerns confronting
Private Security Agencies in the country.

PRELIMINARY NOTE
The demand of security in today's business requires the creation and establishment of
professional security forces. All entities, including corporations and government facilities,
understand the importance of a professional security force. But not all of them recognize the
elements needed to create such a force.
Facilities are manned by security guards. Security guards are found at access control
points, reception areas, around buildings and in industrial areas. They are in usually in uniform
and they represent an image of the company to the outside world and to employees and
contractors.
Every guard is seen as a representative and a symbol of the security function of a
company as a whole. But in many parts of the world, guards are ill-trained, ill-disciplined, and
generally disrespected.
The overall objective of employing a guard force is to provide security services. They
protect personnel and assets and to deter, delay and detect unauthorized intruders and to
respond to incidents. They provide reassurance to the workforce and support other functions
concerned with safety and emergency response.
A guard force is ideally motivated, competent, trained, engaged and responsive. If
achieved, respect for the guard force follows and it will be easier to have a reliable and
effective security function in place. If not, there is a serious risk that a guard force will be seen
as a costly burden that serves no useful purpose and this will reflect generally on the security
function at any given location, and on the company operation as a whole.
Security managers may presume that a security guard who passed the preemployment
screening and successfully completed training when hired will perform the required duties well.
And that may be true. But human nature allows people to become complacent, cut corners,
and get too comfortable. Continuing education, regularly scheduled evaluations, and enhanced
training can improve the team's performance.

53
 The security guard force is the key element in the overall security system of a plant or
installation. Its basic mission is to protect all the property within the limits of the facility
boundaries and protect employees and other persons on the installation.
The security guard who will become a part of the guard force must be required to meet
minimum criteria to assure that they will effectively perform their assigned security related
duties. It is the responsibility of the security director of the installation to ensure that its guard
force is of a high caliber to make a judgment that could save multi-million pesos facility from
total destruction.
The security guard force must be ready to meet the new challenges with new concepts,
bold innovations, and unrelenting insistence on high standards.
THE PRIVATE SECURITY INDUSTRY
Security Guard - a security guard is called a private security guard or watchman that
include any person who offers or renders personal service to watch or secure either a
residence or business establishment. or both for hire or compensation, and with a license to
exercise profession.
A security guard may also be a security officer usually a privately and formally
employed person who is paid to protect property, assets, and/or people. Often, security officers
are uniformed and act to protect property by maintaining a high visibility presence to deter
illegal and/or inappropriate actions, observing (either directly, through patrols, or by watching
alarm systems or video cameras) for signs of crime, fire or disorder; then taking action and/or
reporting any incidents to their client, employer and emergency as appropriate.
Private Security Services include the act of providing or rendering services to watch
establishment whether public conductive building, compound/area or property, to conduct
access control denial in any form whether physically, manually or scientifically by electronic
monitoring systems, for the purpose of securing such area/property and at the same time
ensuring safety and protection of persons within such areas, to maintain peace and order
within such areas, to conduct private security training, and/ or to conduct investigation. It also
includes the act of contracting, recruiting, training, furnishing or posting any security guard, to
do its functions or solicit individuals, businesses, firms, or private, public or government-owned
or controlled corporations to engage his/its service or those of his/its security guards, for hire,
commission or compensation thru subscription or as a consultant/trainer to any private or
public corporation.
Private Detective Services-include among others the act of providing personal security
protection, inquiry and information gathering, pre-employment verification and individual,
background profiling, providing assistance in civil liability and personal injury cases, insurance
claims and fraud, child custody and protection cases, for the purpose of assisting in gathering
information leading to determination and/or prevention of criminal acts and/or resolution of
legal, financial and personal problems. Private Security Industry - cover those in the legitimate
business of providing private security and detective services.
SECURITY GUARD FORCES
It is a group of selected men, trained or grouped into functional unit for the purpose of
protecting operational processes from those disruption which would impede efficiency or halt
operation at a particular plant, facility, installation or special activity
Classification of Security Guard Forces
1. Private Security Agency-any person, association, partnership, firm or private
corporation, who contracts, recruits, trains, furnishes or post any security guard, to do
its functions or solicit individual s, business firms, or private, public or government-
owned or controlled corporations to engage his/its service or those of his/its security
guards, for hire commission or compensation.
2. Company Security Force-a security force maintained and operated any private
company/ corporation for its own security requirements only.
3. Government Security Unit a security unit maintained and operated by any government
entity other than military and/a police, which is established and maintained for the
purpose of securing the office or compound and/or extension such government entity.
Structure of a Private Security Agency
The security force of any installation must be organized in accordance with the
principles of responsibility and authority. Each personnel must be assigned to positions that
correspond to his experience, skills, training and knowledge. This is to carry out different
54
functions efficiently and effectively and thus insures smooth flow of the organization. The
security positions may be classified into the following:
1. Office of the General Manager/Security Director
a. The office of the General Manager/Security Director is vested with the authority
and responsibility of running the security force by authority of the President of the
Company/Corporation.
b. The General Manager/Security Director is directly responsible to the President of
the Company/Corporation in the operations administration of the security force/
c. He is the principal adviser to the president on matters involving security
operations, administration of the security force.
d. He is the overall head of both various staff departments and where he may
delegate corresponding authority commensurate to their assigned responsibility.
e. He implements policies promulgated by the policy making body and executed by
the President.
f. He directs, controls and supervises all offices and field units of the force in their
respective assigned tasks.
g. He performs other functions as directed by the President of the
Company/Corporation.
2. Office of the Executive Secretary of the General Manager
a. He is the principal administrative assistant to the General Manager/Security
Director. b. He prepares communications initiated by the General
Manager/Security Director.
b. He maintains records of scheduled conferences, appointments and other
engagements and advises the GM/SD of such activities.
c. He records and checks outgoing communications signed by the GM/SD as to its
completeness (attachments to be considered) as well as to ensure the timely
dispatch to the addressee through the section.
d. To perform other duties as directed by the General Manager/Security Director.
3. Office of the Assistant General Manager/ Security Executive Director
a. The Security Executive Director is the Assistant Manager of the Security Force
and takes the Operational and Administrative Management of the security force
in the absence of the GM/SD
b. He is directly responsible to the GM/SD
c. He performs other duties as directed by GM/SD
4. Office of the Human Resources and Administrative Manager/Staff Director for
Personnel and Administration
a. The principal staff assistant to the General Manager/Security Director for
planning and supervising matters activities or pertaining to personnel
management and miscellaneous administrative functions such as:
 Personnel Strengths
 Replacement
 Discipline, Law and Order
 Morale and Personnel Services Personnel Procedures
 Interior Management Personnel Adviser
5. Office of the Operations Manager/Staff Director for Operations
a. This office is the principal staff on in Operations, training, intelligence and
investigation.
6. Office of the Finance
a. This office is principally concerned with budgeting, finance, reports control and
program review and analysis. Exercises supervision over the management
engineering activities of the company and the accounting office. Renders advice,
assistance and guidance to GM/SD on financial management. Specific duties
and functions of the Finance Office are:
 Accounting
 Credit and collection
 Bookkeeping
 Billing

55
  Payroll
 Disbursing
7. Office of the Logistic Manager
a. Coordinates plan and supervise the implementation of directive and guidance
determines divisional responsibility and evaluates in logistical planning and related
planning programs.
b. Develops, administers, and coordinates research and development on logistical
matters.
c. Collects, computes and evaluates statistical data on logistical matters.
d. Recommends logistics budget policy including budget planning.
e. Prepares estimates and/or requirements to ensure that logistical plans support for
corporate plans.
f. Performs necessary program and fiscal administration. g. Supervise all matters
pertaining to supply.
g. Determine the organization, allocation of service personnel
h. Plans for maintenance and repair of supplies and equipment.
8. Office of the Inspectorate and Special Projects (Special Staff)
a. This office assists the General Manger in inquiring into, and reports upon matters
pertaining to the performance of the different staff, units, towards the attainment of
corporate objectives. It also inquires on the state of discipline, efficiency and economy
of the company.
b. The Inspectorate Staff conducts inspections, investigations and submits reports to the
General Manager. In the performance of its duties and functions, the General Manger is
provided relevant information pertaining to meritorious conduct and performance of a
unit or individual.
c. This office is also tasked to conduct overt and covert inspections and investigations and
other related services.
9. Office of the Communications Officer
a. The Communications Officer who is a licensed radio is the principal adviser of the
General Manager on communication on matters pertaining to radio communication.
10. The Detachment Commander/Officer-in Charge
a. A Detachment Commander shall command and responsible for a certain detachment,
with fifteen (15) or more security personnel under him. He is directly responsible to the
Security Manager of the installation.

b. He prepares and executes the security plan of his Detachment in relation to the security
requirements of the establishment being guarded.
c. He is responsible for the enforcement and implementation of Rules and Regulations/
Policies.
d. He receives instructions from the Security Manager and implements the same as
required.
e. He has full operational and administrative control of all his units to include his assistant
and shift-in-charge/supervisor.
f. He conducts inspection of his units and institutes corrective measures on the spot on
those problems he may detect or brought to his attention. If not possible, he brings the
problem to the Security Manager of the establishment.
11. Assistant Detachment Commander
b. Detachment with more than twenty (20) security personnel assigned may be provided
with an Assistant Detachment Commander who will be the principal assistant of the
Detachment Commander.
c. In the absence of the Detachment Commander, he performs the duties of the
Detachment Commander.
12. Shift-in-Charge
a. The Shift-in-Charge shall be responsible to the Detachment Commander as far as his shift is
concerned.
b. He forms his men at least 30 minutes before posting time seeing that all are in proper
uniform and presentable.

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c. He disseminates instructions coming from his Detachment Commander/OIC or those
relayed to him by his counter-part, the outgoing shift-in-charge.
d. He inspects the posts as often as he can to ensure that his men are on the alert and
performing their duties effectively.
e. He performs other duties as may be directed by the Detachment Commander or by the
ADC.
13. Security Guard on Duty/Post
a. The Security Guard (SG) on Duty/Post must always carry his license to practice his
profession, Xerox copy of the firearm's license assigned to him, and his duty detail
order, authorizing him to carry his issued firearm within his area of jurisdiction.
b. f the Security Guard is manning a fixed post especially entrance or exit points, he must
maintain a guard's logbook and enters in the same logbook all events/passages of VIP's
vehicles and inspections or visits of Security Manager/Director of the Client/ Firm.

c. Guards must observe and apply religiously the provisions of the Code of Ethics, Code of
Conduct, and the General Orders of the Security Guard when on post.
d. He may perform special task as may be directed by his shift supervisor, DC and or ADC
like control of visitors, inspections of bags of persons coming in and going out of the
establishment, vehicle cargoes, or prevents the intrusion of unauthorized person in a
particular area, etc.

ESTABLISHING A PRIVATE SECURITY AGENCY

The organization, operation, business and activities of private watchman/security or
detective agencies, security training institutions/systems as well as private security and training
personnel is governed by the Rules and Regulations implementing Republic Act 5487, as
amended the Private Security Agency Law in the Philippines.
Licenses to Operate (LTO)
A license to operate is necessary. The law mandates that:
1. No person shall engage in the business of or act as a private detective agency or
engage in the occupation, calling or employment of security personnel or in the
business of private security/ training agency without first having obtained the permit
from the Chief of the Philippine National Police which permit as approved is prerequisite
in obtaining a license certificate.
2. License is likewise necessary for any person operating, managing, directing or
conducting a licensed private security/detective/training agency. Any person having any
participation in the management or operation thereof except those employed solely for
clerical or manual work, shall also secure a license.
Basic Qualifications
To organize and maintain a Private Security Agency and Private Detective Agency, one
must be Filipino citizen or corporation, association, partnership, one hundred percent (100%)
of which is owned and controlled by Filipino citizens.
The operator or manager of an agency including, managers of branch offices, must be:
1. Filipino citizen
2. Not be less than 25 years of age
3. College graduate and/or a commissioned officer in the inactive service or retired from
the Armed Forces of the Philippines or the Philippine National police;
4. Has taken a course/seminar on Industrial Security Management and/or must have
adequate training or experience in security business; and,
5. Must be a person of good moral character
New applicants for license to operate shall be required to obtain a minimum
capitalization of one million pesos (P1,000,000.00) with a minimum bank deposit of five
hundred thousand (P500,000.00) pesos in order to start its business operation.
Disqualifications and Prohibitions
1. No person shall organize or have an interest in more than one agency.
2. Elective or appointive government employees who may be called upon on of the
functions of their respective offices in the implementation and enforcement of the
provisions of Republic Act 5487 as amended and its implementing rules and
regulations, and any person related to such government employee by affinity or
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 consanguinity in the third civil degree, shall not hold an interest, directly or indirectly, in
any security or watchman agency.
3. No agency shall offer, render or accept services in gambling dens or other illegal
business establishments or enterprises.
4. The extent of the security guard service being furnished by the security agency shall
not go beyond the compound and/or property of person or establishment contracting
the security service except when the security guards is escorting big amount of money
or valuables.
5. Main/branch offices. - All agencies shall maintain a main office in their registered
addresses. Branch offices may be established and maintained in other provinces/ cities
where the security agency has deployed security guards.
6. Authority to operate outside principal offices. The following measures are promulgated
to promote the healthy growth of the private security industry in general, as well as to
minimize proliferation of marginal agencies in particular.
7. No new or moribund but previously licensed private security agency shall be granted
license to operate unless its business viability is supported by evidence of assured
clientele, adequate capitalization and the like.
8. Private Security Agency operating at regions outside its main office shall be required to
register with the nearest Police Provincial Office and shall submit an authenticated
machine copy of the following documents: a) License to Operate; b) License of the
FA's to be issued; c) List of the officers and security guards; d) Appointment Order of
Branch/Detachment Manager (if any)
9. All applicants for license to operate shall, in addition to the requirements imposed
pursuant to RA 5487 as amended and these rules and regulations, be required to
attend a private security agency/company guard force operators' and management
seminar/workshop.
Concept of Merger
Merger or "kabit system" is an act prohibited under the Private Security Agency law.
system is that, an agreement is entered where a person or a group of persons, for the purpose
of organizing a branch unit or subsidiary under separate control and ownership without prior
approval from the Securities and Exchange Commission with respect to their Articles of
Incorporation and the Department of Trade and Industry, with regards their business name.
Any of the following circumstances or a combination thereof is considered prima-facie
evidence of the existence of "Kabit System".
1. Maintaining a separate branch, unit or subsidiary office aside from the main office of
the agency situated within the same locality;
2. Receiving direct payments from the agency's clientele and issuing officials receipt of
their own distinct from that issued by the agency concerned;
3. Remitting directly Social Security System premiums, Philhealth contributions and
other premium for other policy insurance benefits by the aforementioned branch, unit or
subsidiary office;
4. Existence of an agreement between the licensee and a branch manager thereof,
whereby the latter obligates himself to pay a certain percentage of his income to the former on
the condition that the control and supervision of the guards posted by said branch shall course
on the manager thereof and that the licensee shall be exempt from liabilities/ obligations
attendant to the operation of said branch.
5. Keeping/maintaining separate payrolls for the branch employees signed and/or
approved by the branch manager only;
6. Absence of record of monthly income remittances to the main office when said
branch is authorized to make collections from the clients of the licensee; and
7. All other similar acts tending to show separate and distinct relationship/ personality/
ownership/ management.

Security Service Contract

Private security agencies render security services to their clients only after a service
contract have been executed between them. Such contract includes among other things: the
money consideration to be paid by the client to the agency; the number of hours of security

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services per guard per day which the guard himself render to the client and the salary each
individual security guard receive from the agency.
Tenure of Security Personnel
The tenure of security personnel is co-terminus with the service contract between the
PSA and the client. Services of any security personnel maybe be terminated on the following
grounds:
1. Expiration of contract;
2. Revocation of license to exercise profession;
3. Conviction of a crime or offense involving moral turpitude;
4. Loss of trust and confidence;
5. Physical and mental disability; and
6. Violation of the pertinent rules and regulations promulgated by the PNP.
License to Exercise Private Security Profession
Once the private security agency is established, it necessarily be in need of licensed
security guards to be posted as security personnel on different posting areas based on the
security service contract with a client.
The law requires that any Filipino citizen may apply for License to Exercise Private
Security Profession to engage in the occupation, calling or employment either as a Private
Security Guard, Private Security Officer, other Private Detective and/or Private Security
Consultant. to after complying with both academic/scholastic and skills/training requirements
prescribed by law. subject
The types of licenses are:
1. Temporary License initial and conditional issuance while awaiting issuance of regular
license identification cards validity
2. Regular License - generated Private Security Personnel License Card, duration of
which shall be for two (2) years, subject to renewal, upon compliance with set
guidelines and standards.
All licensed private security personnel while in the exercise of their profession must
have in his body and possession his/her valid license to exercise private security profession
together with the corresponding proof of payment of license fee. The license issued is
considered proof of authority of the grantee to engage or exercise private security profession.
Use of Firearms
Private Security Agency/Private Detective Agency/ Company Security Force/
Government Security Unit are entitled to possess firearms after satisfactorily complying with
the requirements prescribed by the Chief, Philippine National Police pertinent to the
possession of firearms, provided that the number of firearms do not exceed one firearm for
every two guards in its employ.
The law provides that no private security agency/ private detective agency/company
security force/ government security unit be allowed to possess firearms in excess of 500 units.
Private security forces are also prohibited to possess high caliber firearms considered
as military type weapons such as M16, M14, cal .30 carbine, M1 Garand, and other rifles and
special weapons with bores bigger than cal .22, to include pistols and revolvers with bores
bigger than cal .38 such as cal .40, cal .41, cal 44, cal 45, cal .50, except cal .22 centerfire
magnum and cal .357 and other pistols with bores smaller than cal .38 but with firing
characteristics of full automatic burst and three-round burst.
The exemption to this rule is that, when such entities are operating in areas where there
is an upsurge of lawlessness and criminality as determined by the Chief, PNP, Police Regional
Office Regional Director or their authorized representative, under the following conditions:
1. The acquisition of the high-powered firearms shall be at the expense of the private
security force concerned
2. The firearms should first be registered with the Firearms and Explosives Division
before issuance and shall not be used or transferred in places other than those specially
authorized by the Director, CSG;
3. The total number of high-powered firearms that the security force is authorized to
possess do not exceed 10% of the total number of security guards of watchmen in its employ;
and

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 4. The duly licensed security guards or watchmen who will use the firearm must be
given adequate training in the care and use thereof and will be under the supervision of
qualified officers and men of the Philippine National Police.
Limitations in the carrying of firearms
Unless specified and/or exempted pursuant to pertinent provisions of laws or
regulations, no firearm can be borne nor be in the possession of any private security personnel
except when in the actual performance of duty, in the prescribed uniform, in the place and time
so specified in the duty detail order.
The firearm issued to security personnel of private security force can be carried by the
security personnel only within the compound of the establishment where he is assigned to
guard, except when the security personnel is escorting big amount of money or valuables on
conduction duties outside its jurisdiction or area of operation, upon prior coordination with the
nearest PNP units/stations, or when in hot pursuit of criminal offenders.
Duty Detail Order Requirement
A Duty Detail Order (DDO) is a written order issued by a superior officer, such as
security director or operations manager, to security personnel detailing their service duties or
while escorting big amount of cash or valuable outside jurisdiction or area of operation.
Justification for Confiscation of Firearms by Authorities
1. The following circumstances are justifications for the authorities to confiscate issued
firearms on private security personnel
2. When the firearm is about to be used in the commission of a crime
3. When the firearm is actually being used in the commission of crime
4. When the firearm has just been used in the commission of a crime
5. When the firearm being carried by the security guard is unlicensed or a firearm not
authorized by law and regulation for his use
6. When the confiscation of the firearm is directed by the order of the court;
7. When the firearm is used or carried outside the property, compound or establishment
serviced by the agency without proper authority; or
8. When a security guard does not possess any license to exercise his profession
Uniform, Equipment and Paraphernalia
The uniform of private security personnel (male) consists of prescribed headgear,
service shirt, service trousers service belt and footwear. The uniform of the lady security guard
shall be made of a thick fabric. It consists of a modified overseas 2-ply cap, service skirts, and
blouse, service belt and black leather shoes as prescribed.
Prescribed ornaments and patches include national badge, cap device, regulation
buckle, collar device, name cloth and agency or unit name cloth.
Equipment and paraphernalia include leather device, pistol belt with regulation buckle;
and holster, black leather, nightstick, hand he pockets book with writing pen, and other devices
necessary in the performance of duties.
The design and use of white uniform and other paraphernalia for special occasions are
also prescribed
Security Ranks and Position
The security agency operator/owner are mandated by law to observe the required major
ranks and positions in the organization of the agency.
a. Security Consultant (Optional)
b. Security Director-Agency Manager/Chief Security Officer
c. Security Executive Director -Asst Agency
d. Security Staff Director for Operation and for Administration
e. Security Staff Director for Training - Staff in Charge for Training
f. Security Supervisor 3-Detachment Commanders
g. Security Supervisor 2 - Chief Inspector
h. Security Supervisor 1 - Inspector
i. Security Guard 1 - Watchman/guard j. Security Guard 2 - Shift in-charge
k. Security Guard 3 - Post in-charge
Private Security Training
Private Security Training for private security forces refers to training and academic
programs and courses duly approved or prescribed by the Philippine National Police. It
includes the pre- licensing requirements of individual security guards and other security
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personnel approved by RA 5487, the periodic and non-periodic in-service skill refreshers for
such security personnel, and other specialized, individual or group, private security personnel
skills development.
Powers and Duties of Private Security Personnel
Territorial power - A security guard watch and secure the property of the person, firm,
or establishment with whom he or his agency has a contract for security services. Such service
does not extend beyond the property or compound of said person, firm or establishment
except when required by the latter in accordance with the terms of their contract to escort, or in
hot pursuit of criminal offender
Arrest by security guard - A security guard, or private detective is not a police officer
and is not, therefore, clothed with police authority. However, he may effect arrest under any of
the following circumstances:
1. When, in his presence, the person to be has committed, is actually committing, or is
attempting to commit an offence;
2. When an offense has just been committed and he has probable cause to believe based
on personal knowledge of facts and circumstances that the person to be arrested has
committed it; and
3. When the person to be arrested is a prisoner who has escaped from a penal
establishment or place where he is serving final judgment or temporarily confined while
his case is pending or has escaped while being transferred from one confinement to
another, as per Rule 113 of the Rules of Court.
Method of Arrest - When making an arrest, the watchman, security guard or private
detective shall inform the person to be arrested of the intention to arrest him and cause of the
arrest, unless the person to be arrested is then engaged in the commission of an offense or
after an escape, or flees, or forcibly resists before the person making the arrest has
opportunity so to inform him, or when the giving of such information will imperil the arrest.
Duty of security guard making arrest - Any security guard making arrest, shall
immediately turn over the person arrested to the nearest peace officer, police outpost or
headquarters for custody and/ or appropriate action, or he may without necessary delay within
the time prescribed in Article 125 of de Revised Penal Code, as amended, take the person
arrested, to the proper Court of Law or judge for such action as they may deem proper to take.
Search without warrant -Any security guard may, incident to the arrest, search the
person so arrested in the of at least two (2) witnesses. He may also search employees of the
person firm or establishment with which he is or his agency has a contract of private detective,
watchman or security services, when such search is required by the very nature of the
business of the person, firm or establishment.
Duty to Assist Law Enforcers - Any security guard is duty bound to assist any officer
in the pursuit of his bounding duty, when requested, provided it is within the territorial
jurisdiction of his (security officer) area of duty.
Duties during Strikes and Lockouts - All private security personnel in direct
confrontation with strikers, marchers, or demonstrators shall not carry firearms. They may, at
best, carry only night sticks which may or may not be provided with tear gas canister and
dispensers. Private security personnel of strike bound establishments not in direct
confrontation with the strikers may carry in the usual prescribed manner their issued firearms.
Private security personnel are responsible purely for enforcing company policies, rules and
regulations of management and clients with the ultimate objective of providing security to the
assets and persons of clients.
Awards and Decorations
All security guards are entitled to the following awards for their outstanding feat/
accomplishment/ achievement during the performance of their duties and/or while serving in
the exercise of profession.
1. Medalya ng Kagitingan (Blueguards Medal of Valor)
2. Medalya ng Katapatan sa Paglilingkod (Blueguard Distinguished Service Medal)
3. Medalya ng Katapangan (Blueguards Bravery Medal)
4. Medalya ng Pambihirang Paglilingkod (Blueguards Special Service Medal)
5. Medalya ng Kadakilaan (Blueguards Heroism Medal)
6. Medalya ng Katangitanging Asal (Blueguards Special Action Medal)
7. Medalya ng Kasanayan (Blueguards Efficiency Medal)
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 8. Medalya ng Papuri (Blueguards Commendation Medal)
9. Medalya ng Sugatang Magiting (Blueguards Wounded Medal)
10. Medalya sa Pagtulong sa Nasalanta (Blueguards Disaster Relief and Rehabilitation
Medal)
11. Letter of Commendation
12. Special Awards
CONDUCT AND ETHICAL STANDARDS
Ethical Standards
1. As a security guard/detective, his fundamental duty is to serve the interest or mission of
his agency in compliance with the contract entered into with the clients or customers of
the agency he is to serve.
2. He shall be honest in thoughts and deeds both in his official actuation, obeying the laws
of the land and the regulations prescribed by his agency and those establish by the
company he is supposed to serve.
3. He shall not reveal any confidential matter committed to him as a security guard and
such other matters imposed upon him by law.
4. He shall act all times with decorum and shall not permit personal feelings, prejudices
and undue friendship to influence his actuation in the performance of his official
functions.
5. He shall not compromise with criminal and other lawless elements to the prejudice of
the customers or clients and shall assist government relentless drive against
lawlessness and other forms of criminality.
6. He shall carry out his assigned duties as required by law to the best of his ability and
shall safeguard life and of the establishment he is assigned to.
7. He shall wear his uniform, badge, patches and insignia properly as a symbol of public
trust and confidence as an honest and trustworthy security guard, watchman and
private detective.
8. He shall keep his allegiance first to the government he is assigned to serve with loyalty
and utmost dedication.
9. He shall diligently and progressively familiarize himself with the rules and regulations lay
down by agency and those of the customers or clients.
10. He shall at all times be courteous, respectful and salute his superior officers,
government officials and officials of the establishment where he is assigned and the
company, he is supposed to Jameserve.
11. He shall report for duty always in proper uniform and neat in his appearance and
12. He shall learn at heart and strictly observe the laws and regulations governing the use
of firearm.
Code of Conduct for Security Guards
1. He shall carry with him at all times during his tour of duty his license identification card
and duty detail order with an authority to carry firearms.
2. He shall not use his license and privileges to the prejudice of the public, the client or
customer and his agency.
3. He shall not engage in any unnecessary conversation with anybody except in the
discharge of his work and shall at all times keep himself alert during his tour of duty.
4. He shall not read newspapers, magazines, books. etc., while actually performing his
duties.
5. He shall not drink any intoxicating liquor immediately before and during his tour of duty.
6. He shall know the location of the alarm box near his post and sound the alarm in case
of fire or disorder.
7. He shall know how to operate any fire extinguishers at his post.
8. He shall know the location of the telephone and/ or telephone number of the police
precincts as well as the telephone number of the fire stations in the locality.
9. He shall immediately notify the police in case of any sign of disorder, strike, riot or any
serious violations of the law.
10. He or his group or guards shall not participate or integrate any disorder, strike, riot or
any serious violations of the law.

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 11. He shall assist the police in the preservation and maintenance of peace and order and
in the protection of life, property/having in mind that the nature of his responsibilities is
similar to that of the latter.
12. He shall familiarize himself with the Private Security Agency Law (RA5487) as
amended, and the PNP SAGSD implementing rules and regulations.
13. When issued a pass he should not lend his pass to anybody.
14. He shall always in proper uniform and shall always carry with him his basic and
equipment such as writing notebook, ball pen, nightstick (baton) and/or radio. He shall
endeavor at all times to merit and be worthy of the trust and confidence of the agency
he represents and the client he serves.
The Eleven (11) General Orders
1. To take charge of his post and all companies' property in view and protect/preserve the
same with utmost diligence."
2. To walk during tour of duty in military manner, keeping always in the alert and
observing everything that takes place within sight or hearing.
3. To report all violations of orders I am instructed to enforce.
4. To repeat all calls from post more the guardhouse where I am station. ant from
5. To quit my post only when properly relieved.
6. To receive, obey and pass out to the relieving guard all order from company officers or
officials, supervisors post in charge or shift leaders.
7. To talk to no one except in the line of duty 8. To sound or call the alarm in case of fire
or disorder
8. To call the superior officer in any case not covered by instructions.
9. To salute all company officials, superiors in the ranking public officials and commission
officer of the AFP and officers of the PNP.
10. To be especially watchful at night and during the time of challenging to challenge all on
or near my post and to allow no one to pass or loiter without proper authority.
The Security Guard's Creed
As a Security Guard, my fundamental duty is to protect lives and properties and
maintained order within the vicinity or place of duty, protect the interest of my employer and
our clients and the security and stability of our government and country without compromise
and prejudice, honest in my action, words and thought, and do my best to uphold the principle:
Makadios, Makabayan at Makatao.
Qualities Desired for Security Guard
1. Alertness-A good guard must be alert in spotting violators. This can be attained by
being watchful, dedicated and diligence.
2. Judgment -sound and good judgment is more than the use of common sense. It is the
arriving at wise and timely decision.
3. Confidence - it is the state of being sure; a state of the mind free from doubt or
misgivings. This attribute includes faith in oneself and in his abilities, which is attained
by job knowledge. Thorough and proper training plus good supervision instills
confidence.
4. Physical fitness - security work is strenuous and demanding. Physical conditioning is
essential if he is to be a dependable guard.
5. Tactfulness- ability of the guard to deal with others successfully without offending. In
short, he can be firm but pleasant.
6. Self-control -ability to take hold of oneself regardless of a provoking situation. With
self-control, the guard will do his work without being angry and the situation will be on
hand.
7. Interest, loyalty, responsible and trustworthy, are also important attributes of a
reliable security guard.

EFFECTIVE GUARDING SYSTEMS

An effective guard force should provide risk-based security services. The guarding
system should be focused on the protection of personnel and assets; deterring, delaying and
detecting unauthorized intruders; and proper responding to security incidents.
The guarding system should also provide reassurance to the workforce and support
other functions concerned with safety and emergency responses.
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Best Practices on Guarding System
1. Continuous improvement of the levels of security
Security is broad and complex. The culture of continuous improvement improves the
levels of security.
An effective guarding system acknowledges the following practices:
a. New tools and technologies are available for use, such as capturing new data
sets about security risks.
b. There is a constant change of policy, such that a number of new regulations are
keep on coming requiring compliance changes in organizational security.
c. There is a growing diversity of threats from a variety of geographies and
backgrounds, including organized criminals, terrorists and other coordinated
extremist groups. Thus, this new level of threat complexity requires that every
layer of your organization agilely adapt to changing security measures.
2. Greater understanding of expectations by guard force staff
Meeting the expectations of management is a priority. Security managers must establish
management's objectives with regard to the security force and then rank those goals in terms
of importance. The security manager also needs to compare what management wants against
what is essential and reasonable from the security perspective for that company. If these goals
do not line up, they need to be resolved before any further steps are taken. Security managers
must ensure that management fully understands what the program can achieve with the
resources provided and what it cannot reasonably be expected to do. On the other hand,
management must also understand the risks the company faces and the reasoning behind the
security manager's recommendations for the guard force program.
3. Constant updates of Key Performance Indicator (KPI) metrics
Performance management is a process used to manage individual outputs. The KPI
metrics should therefore be constantly updated aligned to achieving the outcomes desired.
Management usually gives constant pressure to achieve performance targets, to reach higher
performance levels, and to ensure that people's work supports and furthers the organization's
goals.
4. Retention programs of guard force staff and reduced absenteeism
Retaining talent is of utmost concern given a highly competitive security environment.
Security professionals often offer advice on how to keep the most valuable business asset-
employees.
Employee retention is a critical issue as companies compete for talent in a tight economy.
The costs of employee turnover are increasingly high depending on the role. And there are
other costs such as lowered productivity, low engagement, training costs and cultural impacts.
Thus, a retention program is highly needed.
5. Greater compliance with Standard Operating Procedures (SOPS)
The purpose of operating from a formalized and coordinated process include increase in
productivity and the reduction of risk of errors. Greater compliance of SOPs therefore is taken
seriously.
6. Security Enhances Company Reputation
There is nothing more important than the company's reputation when it comes to
attracting new clients and expanding businesses. In this modern world, one mistake can
destroy a business almost without noticing that it is happening.
Reputation is a combination of what the business does, and what people say about it.
Security makes sure that saying the right things and the only way to do that is to make sure
that the right things are done.
SECURITY GUARD SAFETY
Security guards are almost employed to common routine activities such as patrolling
properties, enforcing rules, responding to emergencies, and preventing criminal activities. In
the line of duty, guards may be expected to maintain order, detain criminal violators, or even
issue traffic violation warnings while assigned to a single property or placed on patrol for
various locations or territories.
Security guard's work environment include properties like malls, commercial complexes,
retail stores, educational institutions, office buildings, transportation terminals, manufacturing
facilities, entertainment venues, museums, banks or financial institutions, etc.

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 With such a variety of locations and duties, a security guard must put the highest priority
on hazard awareness. There are specific risks about security activities. Some of the most
common risks that security guard may experience are:
1. Work violence-this include physical violence, such as being attacked. It can also
include sexual harassment, bullying and intimidation with aid of a weapon.
2. Work organization risk factors from working alone to inflexible work schedules, work
organization risk factors can put security guards' health and safety at risk.
3. The physical workload - this include poor posture, inadequate work areas and other
physical workload risks can cause muscular pain, poor blood circulation and other
health risks.
4. Risks from psychosocial workload -such as stress from work, a lack of motivation or
strained emotional or mental workloads can lead to tiredness and poor mental health.
5. Mishandling of weapons- untrained security guards on firearms and other security
devices put them at risk in handling weapons, sometimes leads to accident or serious
injuries or death.
6. Radiation exposures - such as those on post to hospitals, labs and other places that
may have high exposure to radiation can seriously impact security guard's health.
7. Risks involving gender - such as female security guards who may be pregnant or
breast-feeding require special measures to safeguard them from health hazards that
can impact their child.
Counter Measures on Guard's Safety Issues
1. Training on situational awareness. Continuous refresher training on job duties such as
those related to use of force, firearms, occupational safety, and emergency responses.
2. Constant practices and drills on what have been gained from trainings. Consideration
that untoward incident can occur at any time, and so procedures along with correct and
safe responses to emergencies must be taken into account.
3. Regular briefing on how to respond to, diffuse, and control behavioral disturbances in
the public, knowledge of issues involving domestic disturbance, drug and alcohol
abusers, or mental health issues
4. Use of protective body armor and other defensive techniques and training to stay safe
5. Specific training for responding to fires, earthquakes, and other emergency incidents.

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