Mall Security Manual: Philippine National Police Handbook PNPM-DO-DS-3-1-14

PHILIPPINE NATIONAL POLICE HANDBOOK
PNPM-DO-DS-3-1-14
MALL SECURITY
MANUAL
MARCH 2014
MALL SECURITY MANUAL
Directorate for Operations

Camp Crame, Quezon City, Philippines
2014
Republic of the Philippines
DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT
DILG-NAPOLCOM Center
Quezon Avenue corner EDSA,
Quezon City
MESSAGE
I commend the Philippine National Police as well as the editorial

board and staff behind the publication of the PNP Revised Manual
on Mall Security.
For years, our police organization has been following a set of

operational and procedural standards in our order to ensure public
safety and security inside shopping mall in the country.
But with the rise of armed robberies and high profile crimes in
shopping malls at present, it is clear that there is a need to update
our manual of operations to include security and safety procedures
that will be more responsive to the current situation.
With the newly-modified PNP Manual on Mall Security, security

managers and owners will now be guided in taking appropriate
responses to emergency situations in coordination with the PNP.
Among the essential features of the revised manual is the mandatory

installation of closed-circuit television (CCTV) cameras, as well as
the conduct of rigid inspections to deter the commission of crimes
inside shopping malls.
Through these enhancements, I hope that this manual will serve its
purpose of reassuring the public that our shopping centers in the
country are safe and secure at all times.
Once again, I would like laud all personnel who shared their time
and knowledge in the production of this revised manual.
MAR ROXAS
Secretary
i
National Police Commission
NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE
OFFICE OF THE CHIEF, PNP
Camp Crame, Quezon City
FOREWORD
I commend the PNP Directorate for Operations, particularly
the members of the Preparation Committee and the Technical Working
Group, for the revision and publication of this Manual on Mall Security.
Your hard work and dedication in completing this project manifest your
deep commitment to the promotion of the ideals of competence, discipline,
excellence and professionalism in the police service as embodied in our
strategic focus “CODE-P:2013 and Beyond”.
The original publication initiated by the Civil Security Group (CSG)

and the Supervisory Office for Security and Investigation Agencies (SOSIA)
was meant to serve as a ready reference for security practitioners. This
revised edition seeks to further inform security managers and practitioners
as well as law enforcers on how to handle specific situations in major
places of public convergence.
The unfortunate incidents that transpired recently in some shopping

malls served as a wake-up call for everyone to fortify security measures in
such areas. Moreover, it emphasized the need for the cooperation of every
sector to ensure the safety and security of the public. With the publication
of this Manual, we are moving many steps forward in the pursuance of this
objective.
Ipagpatuloy natin ang pag-aalay ng serbisyong masigasig at

makatotohanan sa sambayanan.
ALAN LA MADRID PURISIMA

Police Director General
Chief, Philippine National Police
“Serbisyong Makatotohanan”
ii
Mall Security Managers Association of the Philippines, Inc.
3rd Level, EDSA Carpark, EDSA corner Ayala Avenue,
Ayala Center, Makati City
MESSAGE
The challenges in Mall Security have continuously evolved

through time and come in various forms. These challenges generate the
much needed teamwork in order to sustain the vigilance among the front
liners.
The Mall Security Managers Association of the Philippines stands
committed to the Plans and Programs of the Philippine National Police.
These collaboration efforts between PNP and MSMAP produced results
which provide significant contribution for the Retail Industry landscape and
shopping community - providing our people a delightful shopping, dining
and entertaining experiences.
The Revised Manual on Mall Security is one great milestone in
the history of Asset Protection and will stand proof to the never-ending
pursuit of providing shoppers a safe, secured and pleasant environment
at all times. It attests to the PNP’s commitment to serve and bias for
improvement of which MSMAP warmly supports.
In behalf of the officers and members of MSMAP, I generously
extend my heartfelt gratitude to our partners in the PNP for their unselfish
contribution for the welfare of the Mall Security and those in private security
profession.
COL. VALENTINE T. HIZON (PN) M (RET)

President
iii

NATIONAL POLICE COMMISSION
NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE
DIRECTORATE FOR OPERATIONS
PREFACE
Public safety and security has always been the priority of the
Philippine National Police. The PNP is constantly trying its best to provide
effective law enforcement to the public. However, various incidents
demonstrated that anything can still happen at the most unexpected
places.
It is significant to note the importance of the cooperation of
security managers and practitioners in effectively carrying out our security
measures. The police need all the help they can get to ensure public safety
and security.
The Manual on Mall Security was originally published by the
Civil Security Group (CSG) and the Supervisory Office for Security
and Investigation Agencies (SOSIA) as an iniative to improve security
processes and procedures. It was meant to provide security managers
and practitioners with a set of standards that would aid in decision-making
or giving appropriate responses to emergency situations.
This existing manual presents five chapters that cover the general
principles of mall security; target hardening measures; standard response
procedures; best practices in mall security; and recording and reporting
formats and other security documents.
In view of recent unfortunate incidents that transpired in some
shopping malls, the manual was reviewed and revised. The revisions
include safety precautions to be undertaken by tenants/stall owners and
mall patrons; what to do in case of bomb threats, and additional tips on
how to recognize mail or package bombs; preventive measures against
assassination/murder, and profiling offenders; and added tips to prevent
carnapping.
These procedures and precautions were derived from the lessons
learned not only from the shopping mall incidents, but from other incidents
involving personal security which the crafters of the manual deem helpful.
More than ever, we have to be more vigilant and ready to handle cases
that would require immediate and sensitive attention that can only be
afforded by security professionals.
It is hoped that this revised manual will further strengthen mall
security to further ensure the safety of mall patrons.
RICARDO CORNEJO MARQUEZ

Police Director
The Director for Operations
iv
ACKNOWLEDGMENT
The PNP Manual on Mall Security is an initiative of the DO Family
to provide security managers and practitioners information on improving
security procedures in view of incidents that occur in shopping malls and
business establishments. Thus, it is with much pleasure that I acknowledge
the conscientious efforts of the PCOs, PNCOs, NUP and other members
of the Technical Working Group who endeavored in this project.
Much appreciation to the former Director for Operations, PDIR
ALEX PAUL I MONTEAGUDO for initiating this undertaking, PCSUPT
MIGUEL C ANTONIO JR, Deputy Director for Operations and PCSUPT
ASHER A DOLINA, Executive Officer for their valuable insights in this
project.
The resource persons from the Civil Security Group (CSG)
headed by PDIR GIL C MENESES, the Supervisory Office for Security
and Investigation Agencies (SOSIA) led by PCSUPT TOMAS G RENTOY
III, and the Human Rights Affairs Office (HRAO) under the leadership of
PCSUPT TOM T BAÑAS who provided inputs to the handbook.
The Technical Working Group composed of PCSUPT JONATHAN
FERDINAND G MIANO, Chief, National Operations Center; PSSUPT
WILBEN M MAYOR, Spokesperson of the CPNP; PSSUPT ERIC S
REYES, Assistant Chief, National Operations Center; PSSUPT BENIGNO
B DURANA JR, Chief, Law Enforcement Division; PSSUPT ELMER C
CABREROS, Chief, Public Safety Division; PSSUPT DENNIS L BASNGI,
Chief, Internal Security Operations Division; PSSUPT NESTOR M
BERGONIA, Chief, Special Operations Division; PSSUPT VALERIANO
T DE LEON, Chief, Statistics and Reports Division; NUP Gina D Graza,
NUP Annalyn B Cruz and NUP Hericka Joy T Delfin.
The SRD personnel: NUP Shirley DL Besande, NUP Simonette
DR Ramirez, NUP Melloraine R Madayag, NUP Mary Ann L Tiukinhoy,
NUP Katrina C Mabingnay, NUP Corazon G Buere, NUP Jeannevive C
Carag, NUP Norberto C Ferrer and NUP Ariel DG Amit for their valuable
assistance in coordinating with concerned PNP offices pertaining to the
finalization of the manuscript.
Let me also acknowledge the officers and personnel who were
instrumental in the creation of the First Edition of PNP Manual on Mall
Security under the initiative of the Civil Security Group (CSG) and the
Supervisory Office for Security and Investigation Agencies (SOSIA). Our
gratitude also goes to former DO Division Chiefs PSSUPT DANILO S
PELISCO, PSSUPT WILSON C CAUBAT and PSSUPT MELVIN RAMON
G BUENAFE for their contributions; and to PSUPT LUIS MARIA T
PASCUAL of the OCPNP for his inputs.
And last but not the least, to the Great Architect of the Universe for
making this Manual happen.

May this handbook be continuously enriched to meet the
increasing demands of law enforcement and peacekeeping for lasting
peace and progress of our country.
RICARDO CORNEJO MARQUEZ

Police Director
v The Director for Operations
TABLE OF CONTENTS
Messages
Foreword
Preface
Acknowledgment
Chapter 1 – General Principles of Mall Security .............1
Section 1 - Mall Security

Section 2 - Stakeholders in Mall Security
Section 3 - Standards of Mall Security
Responsibility
Section 4 - Common Lapses in Mall Security
Chapter 2 – Target Hardening Measures .........................10
Section 1 - Information Gathering

Section 2 - Security Survey
Chapter 3 – Standard Response Procedures ..................21
Section 1 - Theft /Shoplifting

Section 2 - Robbery
Section 3 - Bank and Armored Car
Robbery
Section 4 - Hostage Taking
Section 5 - Kidnapping
Section 6 - Civil Disturbance
Section 7 - Bomb Threat
Section 8 - Assassination/Murder
Section 9 - Carnapping
Section 10 - Fire
vi
Section 11 - Earthquake
Section 12 - Typhoon
Section 13 - Agaw Armas
Section 14 - Observance of Human Rights
Chapter 4 – Best Practices in Mall Security.......................53
Section 1 - Eleven General Orders for

Security Guards
Section 2 - Best Practices
Section 3 - Six (6) Fundamental Elements
of Security Services Contract:
Section 4 - Points to Consider in Selecting
Security Provider
Section 5 - Nine (9) Steps in Ensuring
Quality-Based Contracting
Process
Chapter 5 – Recording and Reporting Formats and

Other Security Documents .............................74
Section 1 - Incident Report

Section 2 - Security Journal
Section 3 - Materials Logbook
Section 4 - Threat and Vulnerability
Analysis
Section 5 - Security Plan
Summary of Changes
Glossary
Appendices
References
vii
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CHAPTER 1
GENERAL PRINCIPLES OF MALL

SECURITY
Principles of security are tried and proven theories,

standards or practices in preventing, appropriately
responding and mitigating the effects of any damage, loss
or injury to lives and properties. An existing principle may be
fully adopted or partly adopted depending on the peculiarities
of a given situation. As we take efforts to strongly fortify the
establishment using the known principles, we might find
out that certain innovations in the strategies or manner of
implementation are needed.
This is the time our own acumen as security

managers would come in. For example, we all know this
common security principle – “there is no impenetrable
barrier” – therefore this should further amplify our efforts to
do the necessary proactive measures through the conduct
of regular threat and vulnerability analysis, emergency drills
or rehearsals and updating of security plans.
Even with these measures, we acknowledge that

there are no impenetrable barriers thus the more that
we should not lower our guards. Remember, the perfect
breeding conditions of crime are opportunity, capability and
motive.
Use these principles as practical guides in improving

the security coverage of your respective establishments.
Make the necessary innovations that would suit any
prevailing situation.
Chapter 1 RESTRICTED
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Section 1 – Mall Security
1.1 What is Mall Security?
It is the degree of protection against danger, loss,

and crime inside a mall. As a form of protection, it refers
to “systems, structures and processes” that provide or
improve mall security as a condition.
1.2 Principles of Mall Security
a. “There is no impenetrable barrier.” A

good example is the robbery incident that
transpired in a mall in Metro Manila wherein
a good number of security guards were
deployed, security cameras were installed,
and access control was strictly implemented,
the crime was still perpetrated.
The moment a security manager

starts thinking that there is nothing wrong
with the security systems, structures and
processes and starts becoming complacent,
the vulnerability arises.
b. “Confidentiality, Integrity and

Availability”.[7] These three (3) security
goals must be achieved.
1) Confidentiality means only the people

with “need to know” should have
access to the security information.
The only people with “need to know”
are the people whom the company
trusts because of their proven
credibility. In mall security, there are
some critical information that only
selected individuals can access.
2 Chapter 1 RESTRICTED
PNPM-DO-DS-3-1-14
2) Integrity means making sure that the

people who are part of the security
system can access something but
cannot alter or change it.
3) Availability means making sure that

all the essential tools and equipment
in ensuring the security of the
building/installation are available like
firefighting tools, first aid kits, and
rescue equipment.
c. “Defense-in-depth as strategy”.
“Defense-in-depth” is security implemented
in concentric or overlapping layers that
provide the fundamentals needed to
secure assets: prevention, detection, and
response.”
d. “When people are alone, they often

make bad security decisions.”[7] Given
this premise, when performing guard duty,
security guards should conduct roving
patrol in pairs. Any unusual situation should
be reported immediately to the next higher
officer.
e. “Functionality and Assurance”.[7] Seeing
to it that plans are still relevant to the given
situation. A good example is the Security Plan
which needs to be updated always to address
the prevailing peace and order condition in
the area. Keeping the Security Plan updated
ensures the security of the mall.
f. “Keeping the security of something a

secret is not the answer.”[7] This is like
having a security flaw in a mall and not
telling everyone. If one of the guards does
not know about the flaw then he might not
pay attention to that area. In that situation,
an unauthorized person might gain access
inside the mall because it is not properly
guarded.
Chapter 1 RESTRICTED 3
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g. “Risk Management”. Risk management is

when we determine what the risk will be and
what can be done to mitigate the chances of
injury, damage or loss.
h. “Complexity is bad for security.”[7] For

example, it would not be advisable to have
an alarm system in your mall that is really
hard to program or to activate because most
of the time you might just get frustrated and
decide not to use it.
i. “Selling security using fear and

indecision does not work.”[7] People
understand more about security now and
will not fall for spurious gimmicks.
j. “We need people, process and technology

for proper security.” Prevention and
effective handling of incidents rely on the
synergy of people, process and technology.
k. “Putting the right people for the right

job.” A sound security hiring, placement and
training system would further enhance the
security system. The capability of security
personnel should be considered in assigning
them to their particular tasks in the security
system.
l. “Letting people know about security

flaws is sometimes helpful for security.”[7]
Security managers must constantly remind
their subordinates to perform their respective
tasks properly stressing the losses that may
result from security lapses.
m. “Each installation is different.” Installations

have different security problems. Each
system of barrier must conform to the
required measures to protect the installation.
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Section 2 - Stakeholders in Mall Security
2.1 Philippine National Police (PNP). The PNP was

created by Republic Act No. 6975 titled “An Act Establishing
the Philippine National Police under a Reorganized
Department of the Interior and Local Government and
For Other Purposes” dated December 13, 1990. The
PNP’s mission is to enforce the law, to prevent and control
crimes, to maintain peace and order and to ensure public
safety and internal security with the active support of the
community.
Mall security is among the concerns of the PNP

in view of crime incidents that transpire inside such
establishments. In ensuring the safety and security of the
public inside malls, the PNP undertakes various public
safety measures as follows:
a. Maintain a functional dedicated committee

(e.g. Joint Anti-Bank Robbery Action
Committee) to coordinate mall security and
safety programs/operational procedures;
b. Enhance current intelligence collection and

sharing of information regarding threats in
malls;
c. Formulate guidelines covering the carrying

of firearms inside malls;
d. Conduct periodic security preparedness

performance exercises in malls; and
e. Initiate regular coordinating conferences/

meetings with other stakeholders to thresh
out pressing concerns on mall security.
2.2 Mall Owners and Security Managers. Mall
owners primarily seek positive returns from their business
endeavors. Customers will patronize the products and
PNPM-DO-DS-3-1-14
services in shopping malls once they feel secure, hence,

mall owners should consider putting a premium on mall
security by investing in it. On the other hand, security
managers must ensure that the security plan of the mall
is adhered to by those involved in the security operations.
Mall owners and security managers must work together
in ensuring a safe and secure business establishment by
developing the following appropriate measures:
a. Acquire and install functional security

gadgets/equipment;
b. Develop a comprehensive security plan;
c. Conduct a continuing security and safety

awareness program;
d. Continuously improve access control or

adopt best practices;
e. Coordinate with other mall security managers

through the Mall Security Managers
Association of the Philippines (MSAP) for
exchange of information; and
f. Make the structural design of the mall in

conformity with security procedures and
policies.
g. Require all hard tools or equipment

purchased inside the mall/establishment
such as hammer, pipe wrenches, sports
equipment and the like, to be claimed
at a designated area outside the mall.
Likewise, such objects shall not be allowed
to be brought inside the mall/establishment.
2.3 Security Providers/Guards. Security providers/

guards are at the frontlines providing appropriate security
inside malls. Security providers must ensure that security
guards possess the basic skills, knowledge and character
in order to effectively perform their tasks. Likewise, security
PNPM-DO-DS-3-1-14
providers should strictly adhere to the company policies and

existing standard operating procedures as follows:
a. Implement the Security Plan;
b. Recruit and deploy capable personnel;
c. Conduct continuous background check on

respective security personnel;
d. Require security personnel to undergo/

participate in training;
e. Participate in drills/rehearsals;
f. Implement a crime reporting system; and
g. Acquire and install functional security

equipment
2.4 Tenants/Stall Owners. Tenants/stall owners

provide goods and services to mall customers and need
a secure environment to conduct their business. They are
also part of the implementation of the overall security plan
and are responsible for the following:
a. Comply with the security measures or

policies necessary to protect their business;
b. Report unusual observations or incidents

that occur inside the mall; and
c. Be alert for suspicious people or

circumstances.
2.5 General Public. The general public’s role is

indispensable to the success of the mall’s security plan. A
cooperative public can help prevent the occurrence of crime
inside the mall by observing the following:
a. Be alert and vigilant;
PNPM-DO-DS-3-1-14
b. Abide by the security policies inside malls

and cooperate with security personnel; and
c. Report suspicious people or unusual

incidents that occur inside the mall.
Section 3 - Standards of Mall Security

Responsibility
Malls must adhere to standards of security. These

establishments must adopt the following standards:
3.1 Threats and Risk Assessment – Every shopping

mall should determine the potent threats and risks to its
security based on previous incidents, location, prevailing
peace and order situation in the locality and vulnerabilities.
3.2 Emergency Response Plan – Comprehensive and

detailed sets of actions shall be undertaken as response
to a particular situation. The plan must anticipate possible
scenarios which might occur inside the mall.
3.3 Hazard Mitigation Plan – Detailed actions shall be

undertaken to mitigate the effects of an emergency situation.
3.4 Emergency Communication Protocols - Standards

or systems in communication between responders (security
personnel and the police) and the mall management shall
be established during emergency situation.
3.5 Training/Rehearsals on Emergency Procedures

– Drills, simulation exercises, actual demonstrations of
possible scenarios/emergency situations shall be conducted
periodically.
3.6 Agreements with Other Entities – Agreements with

other agencies/organizations shall be fostered to broaden
networks for sources of information regarding possible
threats to preempt threats and untoward incidents.
PNPM-DO-DS-3-1-14
Section 4 - Common Lapses in Mall Security
4.1 Loose Security – Crimes or unusual incidents will

most likely occur in malls if security procedures and policies
are not strictly implemented. Security managers must be
resolute in implementing the security and emergency plan.
Every detail of the security plan should be understood
by all security personnel including the management and
employees.
4.2 Inept Security Personnel - Recruitment standards

should be established in order to maintain quality security
services. Likewise, continuous counterintelligence
(personnel security) measures should be conducted to
ensure that the ranks of security personnel are not tainted
with unscrupulous individuals. There have been reports that
armed robbery incidents were perpetrated by criminals in
cahoots with security guards.
4.3 Faulty Security Plan – A Security Plan must be

responsive to the given situation and realities on the ground.
It should be complete and comprehensive in such a way
that preemptive, responsive and post incident actions must
be included in detail.
4.4 Unresponsive Security Plan – The security plan

must cover all possible scenarios, and periodic rehearsals
must be conducted to test the effectiveness of the security
plan and operational readiness of all security personnel.
4.5 Poor Coordination with Concerned Agencies/

Organizations - A well- coordinated network of mall security
managers regularly exchanging information and collectively
strengthening defensive positions against possible threats
will have an advantage over those who have no networks.
Also, security lapses occur when there is no system of
coordination between the security manager or service
provider and the police authorities.
PNPM-DO-DS-3-1-14
CHAPTER 2
TARGET HARDENING MEASURES
Crimes or emergency situations arise when security

arrangements become soft, so to speak. The term “target
hardening” was used in the “Three-Tiered Defense System
against Terrorism” wherein measures were implemented to
strengthen the security of an installation against threats of
attacks.
In this chapter, common techniques used in

enhancing the security of vital installations are presented.
Physical security tools and equipment have been proven to
strengthen the defense of establishments against intruders
and criminal elements.
However, security managers are given enough

discretion to do the necessary and appropriate security
arrangement for a particular establishment. Field
experiences and actual observations on the ground will help
in determining the access control system, physical barriers,
alarm and monitoring system that should be installed. The
results of a sound security survey and inspection will also
serve as the necessary inputs in formulating a security plan.
Methods of gathering information and counter

intelligence measures are also presented in this chapter. A
responsive security plan should be based on the real
situation on the ground wherein the actual potent threats
are validated or identified.
Mall owners are encouraged to invest in strengthening

the physical security of their buildings and facilities. The
returns on investment truly outweigh the cost of expenses
in laying out a well fortified mall security system. Once the
public feels secure in a place where they can freely do their
routine chores and activities, many opportunities will arise.
Indeed, a safe environment is conducive to development.
PNPM-DO-DS-3-1-14
Section 1 - Information Gathering
Information gathering concerning threats to the

security of shopping malls is very crucial because it provides
warnings or preemptive indicators that could be the basis for
the formulation and implementation of courses of action to
prevent the occurrence of unlikely mall incidents which may
bring loss of lives and properties.
1.1 Information gathering. Information is collected

through the conduct of surveillance, patrol, database and
inter-agency coordination.
1.2 Information is disseminated in the following

manner:
a. Personal contact through conferences,

briefings, person to person meetings;
b. Messages through couriers or through the

use of secured communication equipment;
and
c. Documents through intelligence reports and

watchlists.
Section 2 - Security Survey
Security survey is the process of conducting an

exhaustive physical examination and thorough inspection
of all security systems and procedures of a mall for
purposes of determining the existing state of security,
locating weaknesses in defenses, determining the degree
of protection required and submitting recommendations
thereby establishing a total security program. The survey
should be conducted periodically by a qualified security
specialist so that the adequacy of the security system of the
entire store and properties can be evaluated regularly.
PNPM-DO-DS-3-1-14
2.1 Security survey covers the following:
a. Perimeter Security[5];
b. Protective Lightings[5];
c. Access Control[5];
d. Safe and Lock System[5];
e. Security of Building and Structure[5];
f. Guarding System[5]; and
g. Property and Materials Movement[5].
2.2 Objectives of Security Survey
a. To determine existing vulnerabilities to

injury, death, damage or destruction[5]
b. To determine existing vulnerabilities of mall

assets due to outside criminal activity, and
within the organization[5]
c. To determine the existing condition of
physical security of mall property[5]
d. To measure the effectiveness of current

security force [5]
e. To measure the compliance of employees to

security instructions[5]
f. To conduct internal audit to determine fraud[5]
g. To inspect the overall condition within the

building to determine the causes of security
problems[5]
PNPM-DO-DS-3-1-14
2.3 Kinds of Security
a. Physical Security. It is a system of barriers

placed between the potential intruder and the
object to be protected. The type of access
necessary will depend upon a number
of variable factors and therefore may be
achieved in a number of ways. The three
main lines of defense for physical security
are the perimeter barriers located at outer
edge of the property; the exterior walls,
ceilings, roofs and floors of the building; and
the interior areas within the building.
b. Common Barriers. These consist of human,

animal, structural and energy barriers.
1) Human Barrier – Person (guard) who

stands between the potential intruder
and the material being protected.
2) Animal Barrier – Usually a dog or

canine trained for and used as
detector or guard.
3) Structural Barrier – Constructed

feature, regardless of original intent
that tends to delay intruder. Ex: door,
wall partition, window.
4) Energy Barrier – Usually electrical

and electronics devices used to
provide assistance to guards. Ex:
protected lighting, CCTV, walk-
through machines and other anti-
intrusion devices.
These barriers delay the surreptitious

entries of persons. They offer two important
benefits to physical security: a) psychological;
and b) direct impact on the number of security
posts needed. Positive barriers should be
PNPM-DO-DS-3-1-14
established for controlling pedestrian traffic

flow, checking, identification of personnel
entering or departing and it defines restricted
areas or zones for more highly classified
areas.
c. Alarm System. Installation of alarm systems

in malls helps detect fires and intrusions,
notify mall personnel and customers of
emergencies and monitor equipment or
facility condition. Security managers, security
personnel, mall employees and even the
shopper-customers must be well acquainted
with the type or level of alarms.
d. Monitoring System. This system will even

reduce the number of roving and stationary
guards. This monitoring system consists of
Television Camera, a Monitor, Connecting
Circuits and power source. The Closed
Circuit Television (CCTV) Camera should be
installed in strategic areas in order to capture
the best view of an incident that may occur.
Monitors may be sequential and/or focused
but it is more advisable to keep the monitor
on focus if the area is critical like a vault.
e. Protective Lightings. It serves as deterrent

to violators and an essential tool of physical
security personnel particularly during night
time. A well lighted parking space or alley may
reduce the opportunity for criminal elements
to perpetrate their nefarious activities. The
following are the general guidelines in the
use of protective lightings:
1) It should enable security force

personnel to observe without being
seen;
2) Lighting should not be used alone

– it should be an integral part of the
whole security system;
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3) It serves as deterrent and tools for

detection;
4) Lightings at crime prone and vital

areas must be of sufficient intensity
to enable guards to patrol effectively;
5) The stand-by power sources should

be adequate to sustain the protective
lightings of all vital areas and
structures;
6) Lighting should not be relied upon

alone but should be used with other
security measures such as installation
of CCTV, alarm system, roving patrol,
etc; and
7) It may be continuous, on stand-by,

movable or emergency lightings.
f. Safes and Vaults. Safes and vaults serve

as storage areas of vital documents, cash,
equipment and other materials of very
significant value. Two measures of protection
the safes/vaults can provide are protection
against fire and protection against robbery/
burglary. Safe combination should be
changed at least every twelve (12) months
and at earliest, during loss or possible
compromise e.g., discharge, suspension
or re-assignment of any person having
knowledge of the combination.
In selecting combination numbers,

multiple and simple ascending or descending
arithmetical series should be avoided, and
records containing combinations should be
kept with appropriate security classification.
g. Locks and Key System. The commonly

used security device is the lock. However, it
PNPM-DO-DS-3-1-14
will only delay entry into a secured premise.

It does not guarantee total protection from
intruders. Other physical security measures
should be installed. The following are the
general guidelines on the use of locks and
keys system:
1) All keys should have duplicates and

one duplicate should be stored inside
the vault under the control of the
security manager;
2) A written record of all company

padlocks should be maintained
containing to whom they are issued,
where they are installed and the
name of the person who carries and
has control of the keys for various
locks;
3) It should be the duty of the security

manager to inspect the record
periodically to ensure that it is
updated, replacement of locks should
be recorded, and that no key holders
have been dropped from the list of
key holders since the last time the
records were checked;
4) The key cabinet should be fireproof

and should be kept locked at all times
when not in use[5];
5) If keys are lost, an immediate

investigation should be conducted,
and effort to locate them should be
exerted[5];
6) If lost key is for an outside gate or

if it permits access to an important
building or area, steps should be
taken to have the lock changed or
PNPM-DO-DS-3-1-14
replaced without delay and a notation

to that effect should be made in the
key record[5]; and
7) In selecting locks to be used for

gates, buildings and storage areas,
consideration should be given to the
amount of security desired[5].
h. Traffic Control. Traffic control includes

identification and access of person such as
employees, shoppers, visitors, vendors, and
suppliers. It also directs movements of the
aforementioned persons, material access
control and control of company vehicles and
private cars. All visitors should be limited to
predetermined unrestricted areas. Traffic
control includes the application of badges
or gate pass designed to put a system in
the checking of vehicles or persons getting
inside mall premises.
i. Guards. The number of guards may increase

or decrease depending on the applicable
system and guarding requirements of the
shopping mall. In providing 24-hour security,
guard shifting may be divided into 2 or 3.
Physical presence of uniformed

guards is necessary for the enforcement of
the company’s existing rules, regulations
and policies. Guards may even serve as fire
watch and conduct either vehicular or foot
patrol within their areas of responsibility,
control ingress and egress of employees,
visitors, vendors, and suppliers, applicants
and properties. Specific post orders and
instructions must be clearly defined to
determine responsibility and accountability.
j. Personnel Security. This includes security

measures designed to prevent unscrupulous
PNPM-DO-DS-3-1-14
individual from employment or prevent the

retention of security personnel and mall
employees with dubious character.
There are several motives that cause

p eople to be disloyal such as material gain,
jealousy, ideological tendency, blackmail,
weakness in character, drug addiction and
revenge. Human resource managers in
charge of hiring security personnel must
carefully conduct character assessments
and background investigations of applicants.
There are four types of personnel security
investigation: Local Agency Check, National
Agency Check, Partial Background
Investigation, and Complete Background
Investigation. The following are measures
to enhance personnel security:
1) Regularly conduct personnel security

investigation on all security personnel
and mall employees;
2) Conduct regular random drug test;
3) Conduct regular personnel

information and education to enhance
loyalty; and
4) Apply rotation policy on the

assignment of security personnel.
k. Canine (K-9) Services. As part of mall

security system, a K-9 Team reinforces
the physical security measures inside a
shopping mall. In tapping the services of
a K-9 service team, the following criteria
should be observed[4]:
1) The K-9 Team should have at least

undergone the training courses
to which they were designed or
PNPM-DO-DS-3-1-14
intended for (e.g., perimeter patrol,

building guard, locating bombs/
explosives, detecting contraband/
deadly weapons);
2) The handler and dog should be

registered and accredited by the PNP
SOSIA as a team;
3) As prerequisite for registration and

accreditation, the dog should have
an implanted/tag microchip for its
identification;
4) Must have passed the test for K-9

Protector and/or Detector Team
Certification conducted by a Canine
Training Institution accredited by
SOSIA; and
5) The K-9 service provider and

handler should have no pending
administrative case.
l. Closed-circuit television (CCTV). Closed-

circuit television (CCTV) is the use of video
cameras to monitor public areas such as
shopping malls. The CCTV scheme is
designed to assist in prevention and detection
of crime and aims to provide evidence to
relevant enforcement agencies, maintain
public order, prevent anti-social behavior and
nuisance, provide reassurance, and promote
economic well being.
The cameras record images 24/7 and

are monitored at strategic times in a local
monitoring suite. In the event of criminal
activity being observed on a camera, the
CCTV operators can direct police response
to the incident. CCTV can sometimes be
used in court as evidence to prove someone
PNPM-DO-DS-3-1-14
was in a certain place or that they committed

an offence. It can also help to improve
community safety and prevent crime, by
putting someone off committing a crime like
robbery if they know their actions are being
recorded.[12]
CCTV monitors should be actually

manned 24 hours so that in case an incident
occurs or happens, immediate dissemination
to all security personnel on duty at the subject
establishment and in the nearest police unit
can be done.
m. Inspections. Inspections are usually

conducted as preventive security measures
in various places of convergence. It seeks
to regulate entrance and exit points as well
as determine the extent of compliance with
security regulations and procedures. In the
absence of electronic devices to aid in the
inspection, rigid and thorough inspection
should be done to the individual and his/her
belongings to ensure the security of the area.
PNPM-DO-DS-3-1-14
CHAPTER 3
STANDARD RESPONSE PROCEDURES
This chapter provides guidance to mall security

managers on how to appropriately decide on particular
emergency situation by setting a policy that security guards
should adopt or follow. Every situation has a standard
response or set of actions to do whether preemptive or
reactive. Measures to mitigate the impact of the incident are
also presented in this chapter.
It is important to have standard actions to be

undertaken on a given situation. Once these actions
have been practiced and diligently carried out by security
personnel, the occurrence of unlikely situation is minimized.
Preventive actions are the most effective tools

against crime. These actions may be carried out in the form of
roving patrol, random inspections, entrance and exit control
or other activities that would eliminate the opportunities in
the commission of crime.
The standard response procedures are a compilation

of tested field operational experiences anchored on existing
laws and policies. The primordial concern of each response
is to protect lives and properties. A security practitioner
confronted with such a situation should act faithfully and
with due diligence in upholding the law and observing the
code of conduct of the security profession.
Some actions may not have been mentioned in this

manual hence this should not restrict the sound discretion of
capable and competent security personnel from doing what
the situation demands. Always remember that the safety of
the public is of paramount importance. Security services
operational procedures and applicable laws should be
strictly followed because these will provide the necessary
mantle of legal protection for responders in case their
actions are assailed.
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Section 1 - Theft /Shoplifting
1.1 Preventive Measures
a. Educate the employees on the modus

operandi on thefts or of shoplifters. [5]
b. Alert the supervisory personnel in order to

closely monitor frontline employees (e.g.,
salesladies, security guards).[5]
c. Screen job applicants carefully by conducting

complete background check. [5]
d. Improve guard force by conducting regular

simulation exercises, drills and security
rehearsals. [5]
e. Encourage prompt reporting of theft and

provide rewards and incentives. [5]
f. Conduct thorough and regular inspection of

trash, scrap and garbage disposal since it
may be used as means to hide the loot. [5]
g. Institute a good lock and key control system. [5]
h. Institute appropriate inspection system of all

persons and vehicles entering and leaving
the mall area.
i. Improve the physical protection of the store

by installing physical barriers or protective
lightings. [5]
j. Institute appropriate system of monitoring

movements of employees in the store after
office hours. [5]
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1.2 Standard Response
a. Effect the arrest of shoplifter by

following these guidelines:
1) The item stolen must be in the

possession of the shoplifter.
However, if the item was transferred
from one person to another, identify
both persons positively; [5]
2) The item stolen must be properly

identified as a property of the mall
which was taken and there was no
corresponding payment made at the
cashier’s counter; [5]
3) The item stolen was deliberately

concealed in an effort to evade
detection and there was obvious
intent not to pay; [5] and
4) A female suspect should be arrested

by a female guard. Proper handling
of suspect who is a minor should be
observed. [5]
b. Conduct thorough and proper investigation.
Prepare and submit a report to the mall
management and police. [5]
c. Turn over the suspect to police. [5]
Section 2 - Robbery
Robbery occurs due to problems in security policies/

procedures, building structure/design, cash-handling
methods and the lack of a workable security plan. While it
is impossible to completely eliminate robbery in a shopping
mall, concerned stakeholders must work together to
mitigate the occurrence of robbery incidents through sound
operational practices.
PNPM-DO-DS-3-1-14
a. All security personnel should be alert for

persons attempting to hide in the premises
at closing time.
b. Conduct appropriate inspection and

monitoring on persons and vehicles entering
and exiting the mall.
c. Conduct regular simulation exercise on

access and egress control.
d. The security supervisor or any of his men

should call the police if a suspicious person
is observed near the premises. If he/she is
driving a car, get the license plate number.
e. All security personnel should be familiar with

the identities of the employees of the store.
f. Maintain close contact with the nearest police

station.
2.2 Standard Responses
a. Security personnel should not take action

that would put in danger the customer’s
safety.
b. Observe the physical characteristics of the

robber[2]:
1) Age, height
2) Facial characteristics, complexion,

and hair
3) Clothing
4) Physical profile
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5) Marks, scars, deformities
6) Suspect’s method of operation
c. Identify accomplices. [2]
d. Note method of escape. [2]
e. Describe the car used (model, year and plate

number). [2]
f. Describe the type of weapon used. [2]
g. If more than one robber is seen, observe the

nearest to you. Do not try to observe all in
detail. [2]
h. If the situation or opportunity warrants that

security personnel should engage the
robber(s), without putting at risk their lives
and the public, they may do so with extreme
caution. [2]
i. Comparing robbers with someone the victim

knows aids in recalling details. [2]
j. Activate the silent alarm. [2]
2.3 Standard Procedures after the Robbery:
a. Call the nearest local police. The caller should

be prepared to give a brief but complete
description of the robbers and the getaway
car.
b. The crime scene should be cordoned,

marking exact spots where the suspects may
have left prints. Do not touch any thing until
the PNP investigators and SOCO personnel
have searched the area for material evidence.
c. Obtain names and addresses of all possible

witnesses in the area and ask them to fill out
a description card.
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d. Cash count and inventory of materials should

be conducted to determine the amount of
loss.
e. Assist/cooperate with the police in the

conduct of investigation.
f. Public relations:
1) Press statements should be carefully

crafted so as not to trigger fear
and speculation from the public.
PR officers of malls and PIO
representative may work hand-in-
hand in this area.
2) Designate specific area for the media

during press briefing.
Section 3 - Bank and Armored Car Robbery
Bank robberies inside shopping malls and armored

car robberies in mall premises happen because of the
following:
a. Poor gathering and exchange of information

pertaining to active bank robbery groups -
their modus operandi and activities;
b. Faulty structural/building design which

makes it difficult for security providers to
establish an effective security set up;
c. Lack of functional security equipment/

gadgets;
d. Loose security policies/practice;
e. Hiring of inept or improperly trained security

personnel;
PNPM-DO-DS-3-1-14
f. Low self-esteem/morale of security

personnel; and
g. Poor coordination among the police,

security personnel of the mall, armored van
and the bank management.
a. Counterintelligence measures (personnel

security) should be enhanced.
b. Conduct regular security plan drills/

rehearsals.
c. Constantly remind all security personnel to

be alert for suspicious-looking persons going
inside the mall.
d. Have security cameras (CCTVs) installed in

strategic areas.
e. Bank armored vehicle should be parked in a

strategic place where appropriate number of
security personnel can be deployed.
f. Enhance coordination among the police,

mall and armored vehicle security personnel.
g. Actively participate in MSMAP activities and

Joint Anti-Bank Robbery Action Committee
(JABRAC) meetings.
h. Existing SOPs on bank and armored car

security should be strictly implemented.
i. Impose thorough checking of all vehicles

entering the parking area.
PNPM-DO-DS-3-1-14
j. Call the police if suspicious persons are

observed near the bank premises. If they are
driving a car, get the license plate number.
k. Maintain close contact with the nearest

police station.
a. Security personnel must not take action that

would endanger the security of the public.
b. Immediately call the nearest police units for

assistance.
c. Security personnel must observe the

physical characteristics of the robbers:
1) Age, height
2) Facial characteristics, complexion,

and hair
3) Clothing
4) Physical profile
d. Look for accomplices.
e. Note the method of escape.
f. Describe the getaway car (model, year and

plate number)
g. Describe the type of weapon used
PNPM-DO-DS-3-1-14
h. If more than one robber is seen, observe the

nearest to you. Do not try to observe all in
detail.
i. If the situation or opportunity warrants that

suspect(s) without putting at risk their lives
caution.
j. Comparison of robbers with someone the

victim knows aids in recalling details.
k. Activate the silent alarm. [2]
3.3 Standard Procedures after the Bank and

Armored Car Robbery
a. The security personnel should protect the

area of the crime scene, marking exact spots
where the suspects may have left prints. Do
not touch any object that the suspects may
have left.
b. Obtain names and addresses of all possible

witnesses in the area. Ask them to fill out a
description card.
c. The security personnel should ask each

witness-employee to fill out a description
card.
d. The security personnel should require a

cash count and/or inventory of stolen articles
to determine the amount of loss.
PNPM-DO-DS-3-1-14
Section 4 - Hostage Taking
a. A Crisis Management Team (CMT) shall be

activated immediately.
b. Incident scene shall be secured and isolated

from mall customers.
c. The incident shall be reported immediately

to the police authorities.
d. Unauthorized persons should not be allowed

entry and exit to the incident scene.
e. Witnesses’ name, addresses, and other

information should be recorded.
f. Witnesses should be directed to a safe

location. [2]
Section 5 - Kidnapping
a. All nooks, places, corners in shopping malls

should be well lighted.
b. Security personnel should be strategically

deployed.
c. Entry and exit in parking areas should be

properly secured. Thorough check should be
strictly conducted.
d. CCTV cameras should be installed and

manned by trained operators.
PNPM-DO-DS-3-1-14
e. Train employees or sales persons to be keen

observers of people and unusual incidents.
f. Check vehicles parked in isolated areas.
a. Security personnel must not take action that

would endanger the security of the public.
b. Immediately call the nearest police units for

assistance.
c. Security personnel must observe the

physical characteristics of the kidnappers:
1) Age, height
2) Facial characteristics, complexion

and hair
3) Clothing
4) Physical profile
d. If the situation or opportunity warrants that

suspect(s), without putting at risk their lives
caution.
5.3 Standard Procedures after Kidnapping
a. Immediately report the incident to the police.

b. Thoroughly review the CCTV recorded
footage for some clues.
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c. Extend utmost cooperation in the conduct of

investigation and in the effective prosecution
of the suspects. [2]
Section 6 - Civil Disturbance
During civil disturbance, demonstrations or strikes

that may interfere with the establishment’s normal operations,
it is necessary to provide a continuity of protective plans and
operations for employees and property of the facility.
All planning will be directed towards keeping the mall

open for business as usual, to afford physical protection
measures against damage to the facility, and to protect
the rights and properties of the mall and all employees by
peaceful and lawful means.
6.1 Precautionary Measures
a. Establish and maintain call lists of the

police, key management officials, security
personnel, and the guard force.
b. Develop plans for expansion of mall protection

activities with additional post assignments,
special duties and other related emergency
functions.
c. Maintain close relationships with local

law enforcement agencies for intelligence
purposes and assistance.
d. Conduct special training programs on mall

protection for auxiliary personnel.
e. Conduct physical security inspections of

the facility to assure maximum capabilities
of fencing, lighting and other protection
equipment.
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6.2. Standard Procedures
a. The security in charge should inform the

top management regularly about the
development of the situation.
b. In case of necessity, the security supervisor

should call the local law enforcement
(PNP or Fire Department) for any needed
assistance. All criminal acts should be
properly documented and reported to the
police authorities.
c. The security shall maintain a log on all

observable events. The security supervisor
shall submit periodic reports to top
management.
d. The security supervisor shall establish a

special procedure on the control of entry of
personnel and vehicles.
e. The security supervisor shall maintain

communication with key management
officials (also with the nearest local police
station).
f. The management should provide material

assistance as required.
6.3 Policies (pursuant to Section 1, Rule XVIII, 2003

IRR of RA 5487)
a. All private security personnel in direct

confrontation with strikers, marchers, or
demonstrators shall not carry firearms. They
may, at best, carry only nightsticks (batuta)
and may be provided with tear gas canister
and dispensers. Private security personnel
of strike-bound establishments not in direct
PNPM-DO-DS-3-1-14
confrontation with the strikers may carry in

the usual prescribed manner their issued
firearms.
b. Private security personnel shall avoid direct

contact, either physically or otherwise, with
the strikers.
c. Private security personnel shall stay only

within the perimeter of the installation which
they are protecting at all times.
d. Private security personnel, in protecting

and securing the assets and persons of
their clients, shall use only sufficient and
reasonable force necessary to overcome the
risk or danger posed by strikers or hostile
crowds.
e. Private security personnel shall refrain from

abetting or assisting the acts of management
which may lead to physical clash of forces
between the labor and the management.
These hostile acts include breaking of the
strike, smuggling in of scabs and preventing
strikers from conducting peaceful pickets.
f. Private security personnel shall not enforce

the provisions of the Revised Labor Code
pertaining to strikers/lockouts. [1]
g. Private security personnel on duty must at

all times be in complete uniform with their
names and agency’s name shown on their
shirts above the breast pockets. [1]
PNPM-DO-DS-3-1-14
Section 7 - Bomb Threat
Bomb threat is either a written or verbal threat

communicated through electronic means, oral, or other
means that threatens to place or use an Improvised
Explosive Device (IED) at a certain time, date, or place
against any specific person or place.
7.1 A security guard on duty must remember the

following:
a. Facts on bomb threats
1) A threat is considered only a threat

until something visible is found.
2) Determined bombers do not

frequently give warning of a possible
explosion/incendiary attack.
3) Threats are an excellent way to

disrupt productivity without actually
risking life, limb and/ or property.
4) The consequences of conviction for

‘threatening” are not necessarily as
serious as those that could result
from actual placement/initiation of a
bomb.
b. In case of threat calls received [9]
1) The caller must be kept talking if

possible.
2) Try to identify the voice by sex, age,

accent, etc.
3) Assess the mental state of the caller

if possible.
PNPM-DO-DS-3-1-14
4) The caller may provide clues as to

the intention of the specific threat.
5) Immediately write down the

details you have noted during the
conversation.
(a) Date and time the threat was

receive
(b) Exact time of call
(c) Exact words of the caller
6) Ask the caller the following information

and write down the details:
(a) What is your name?
(b) Is there a telephone number

where you can be contacted?
(c) What is your address?
(d) Why do you want to (whatever

threat)?
7) Make special note of the following:
(a) Caller’s voice (calm, excited,

disguised, accent, etc.)
(b) Caller’s sex
(c) Caller’s approximate age

(determined by voice)
(d) Was the voice familiar to you?
(e) Have you received similar

calls?
PNPM-DO-DS-3-1-14
(f) Was there any background

noise?
(g) Any reason that you think

the threat was made (labor
dispute, etc.)
(h) Public telephone or private

telephone?
8) Listen for background noise which

may provide valuable information
(vehicles, people, machines etc.) [9]
9) Have a caller ID installed. Record

the conversation if possible. Upon
termination of the telephone call,
inform the police if the call was
threatening. [9]
10) Do not talk back to the caller. [9]
11) Hang up if the caller does not say

anything, upon saying the first
obscene word, or if the caller does
not provide identification to your
satisfaction. [9]
12) Do not slam down the receiver
or otherwise indicate that the call
bothers you, just hang up as you
would normally do. [9]
13) If a bomb threat is received,

an evacuation plan should be
immediately implemented. No one
should attempt to search for a bomb.
Evacuation plans should not include
two way radios or cell phones as they
could trigger a device. [9]
PNPM-DO-DS-3-1-14
c. Where bombs are disguised and/or

contained
1) Gift wrapped packages
2) Fruit cocktail basket
3) Lunch boxes
4) Books
5) Letters
6) Garbage can
7) Car/Vehicles
8) Biscuit cans
9) Attaché Case/Suitcase
10) Ladies bag
11) Clutch bag
d. How to Recognize Mail or Package Bomb
1) Mail bombs may bear restricted

endorsement such as, “Personal” or
“Private” This factor is very important
when the addressee does not usually
receive personal mails.
2) Addressee name may be inaccurate.
3) Return address may be fictitious.
4) Mail bomb may have protruding

wires, aluminum foil, oil stain and
may emit a particular odor.
PNPM-DO-DS-3-1-14
5) Mail bombs may have distorted

handwriting or the name and address
may be prepared with homemade
labels or cut and paste lettering.
6) Cancellation or postmark may have

a different location than the return
address.
7) Mail bomb may have a buzzing noise

or slashing sound.
8) Pressure or resistance may be noted

when removing contents from an
envelope or parcel.
9) Remember that mail and package

bombs may explode while being
opened so look for the following: [9]
(a) The Postmark: Especially if

“foreign” and any name and
address of the sender. Do
you normally get letters from
there?
(b) The Writing: Which may be

in “uncommon” style. Do you
recognize it?
(c) The Balance: Is it evenly

balanced? If the letter or
parcel is lopsided, treat it as
a suspected mail/package
bomb.
(d) The Weight: If this seems to

be excessive for size, treat it
as suspect.
PNPM-DO-DS-3-1-14
(e) The Holes: Are there any

small holes or pin points
which could have been made
by wires?
(f) The Stains: Are there any

stain or grease marks which
could be caused by “sweating”
explosives?
(g) The Smell: Some explosives

have unusual aroma of
almonds, etc.
(h) The Feel: In the case of letters,

it will indicate whether there is
only folded paper inside the
envelope (which will show
that it is alright) or if there is
stiffener like a cardboard, or
the feel of metal, in which
case, treat it as suspect.
(i) The Outline: Can you see if

there are any unusual outlines
if you hold it up to the light?
(j) The Flap: Is the flap of

the envelope stuck down
completely? (There is usually
a small gap). If so, treat it as
suspect.
IF IN DOUBT, CALL FOR

HELP.
7.2 Guidelines during a Bomb Threat
a. Upon receipt of the information:
1) Treat all threats as serious until

proven otherwise.
PNPM-DO-DS-3-1-14
2) For the receiver of the call, take note

of the voice and intonation/accent of
the caller and the background noise/
sound, if any.
3) Determine the exact location of the

establishment under threat.
4) Assess or analyze the threat whether

it is a long term or a short term threat.
5) Report to the police.
6) Do not cause panic among mall

shoppers.
7) Consider an evacuation option, such

as:
Option 1 – Do nothing
Option 2 – Search with partial

evacuation
Option 3 – Search and evacuation
Option 4 – Evacuate immediately
8) Do not receive any package, bag,

box and parcel from strangers.
b. Upon Discovery
1) Do not panic.
2) Do not touch any suspected

incendiary device or bomb.
3) Do not move or attempt to open

suspicious or unattended packages.
PNPM-DO-DS-3-1-14
4) Immediately clear the area of all

persons.
5) Move at least 300 feet away from the

bomb.
6) Turn off electrical and gas units when

possible.
7) Report immediately to the building

administrator or chief security officer
or duty officer or the most ranking
senior officers.
8) Call for immediate assistance from

the nearest police unit.
9) In case of actual explosion, do not

tamper with the debris.
c. After a Bomb Explosion
1) Identify the exact location of the

incident.
2) Notify nearest PNP unit.
3) Assist PNP EOD team in proceeding

to the specific place of the incident.
4) Request assistance for medical

evacuation.
5) Cordon the area and determine if a

secondary device exists.
6) Conduct rescue operations.
7) Record the time of explosion and the

time when the call for bomb threat
was received.
PNPM-DO-DS-3-1-14
8) Submit an incident report to police

authorities.
9) Cooperate with the police regarding

investigation.
10) Avoid issuing “speculative” press

statements.
Section 8 - Assassination/Murder
a. Strictly implement policies on the prohibition

on the carrying of firearms and deadly
weapons inside malls.
b. Deploy roving patrol teams particularly in

isolated areas.
c. Deploy security personnel as undercover

operatives for easy spotting of would be
offenders. [9]
d. Install CCTV monitors in strategic areas.
8.2 Profiling Offenders[9]
a. Be aware of persons who always seclude

themselves in the crowd. Offenders see to it
that they can do their unscrupulous plan and
leave undetected.
b. Observe body language. Observing a

person’s body language can help perceive if
there is any uneasiness or discomfort in him.
Tense shoulders, restlessness and excessive
sweating are common to offenders.
PNPM-DO-DS-3-1-14
c. Pay attention to physical appearance. Look

at how a person is dressed up. Offenders
normally wear something that can conceal
their appearance such as dark sunglasses,
hooded jacket, baseball cap and the like.
8.3. Standard Response
a. Exert effort to subdue, arrest or neutralize

the offender.
b. Preserve the crime scene.
c. Identify witnesses.
d. Call the police.
e. Submit incident report.
Section 9 - Carnapping
a. Mall parking areas should be well lighted and

installed with CCTV cameras.
b. If a security alarm/device of a vehicle goes

off, conduct an inspection of the area and
check the vehicle.
c. Establish a vehicle control system at the

entry and exit area.
d. Deploy appropriate number of security

personnel in the parking area with roving
patrol teams.
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e. Train security personnel on the modus

operandi of carnappers.
a. Immediately report to police authorities

once a carnapping incident occurs.
b. Preserve the crime scene.
c. Identify witnesses.
d. Cooperate with the police regarding

investigation.
Section 10 - Fire
10.1 Guidelines
a. Confirm whether the alarm is real or false.
b. Calm the customers. Assure them that

proper action is being taken.
c. If the alarm is false, inform the customers

properly and return to your normal duties.
d. If confirmed, follow the prescribed

procedures.
10.2 During the Emergency:
a. If a fire breaks out, DON’T PANIC. KEEP

CALM. If you know how to use a fire
extinguisher, confine the fire until it is in its
incipient stage.
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b. If ordered to evacuate, stop whatever you

are doing, unplug all electrically operated
machines/equipment, and form a line by
twos.
c. Always stay low when encountered by

smoke. Remember that the air is usually
better near the floor.
If your clothing catches fire: STOP! DO

NOT RUN. Follow the “DROP AND ROLL”
procedures.
e. If burned in a fire, report for medical treatment

at once. Many burn or smoke inhalations,
which at first don’t seem serious, have fatal
results.
10.3 Evacuation
a. If you are a member of the Firefighting

Team, report to your respective area of
assignment. If you are not, observe the
following procedures:
1) Lock up all important documents

and materials and turn off electrical
equipment in your area.
2) Act in a calm and orderly manner in

proceeding to the nearest fire exit.
This can be your most valuable
contribution.
3) Proceed directly to the designated

assembly points and remain calm.
4) Do not attempt to re-enter the building

regardless of how important the item
you have forgotten may be in your
workplace unless directed by the
authorized officer.
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b. When you reach the evacuation area,

observe the following procedures:
1) Report to your superiors for proper
accounting of personnel.
2) Do not leave the assembly area for
kibitzing. For personal necessities,
seek permission from your superiors.
3) Do not give any statement to the press/
media or to any outsider instead refer
them to the duly designated Public
Information Team.
4) No one is allowed to return or go back

inside the premises upon reaching
the evacuation area.
c. After the emergency, observe the

following procedures:
1) Do not return to the building until

signal is given by the management.
2) Do not go home unless authorized by

your superior. [5]
Section 11 - Earthquake
11.1 Safety Procedures during the Earthquake
a. If inside the mall:
1) Watch for falling plaster, bricks, light

fixtures and other objects.
2) Watch out for high bookcases,

cabinets, shelves and other furniture
which might fall down or topple.
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3) Stay away from windows and mirrors.
4) If in danger, get under a table, desk or

bed in a corner away from windows
or in a strong doorway.
5) Encourage others to follow your

example.
6) Do not run outside.
b. If outside the mall:
1) Avoid buildings, walls, power poles

and other objects that might fall.
2) Do not run through streets.
3) If surrounded by buildings, take

shelter in the nearest strong one.
4) If possible, move to an open area

away from hazards.
5) If in an automobile, stop in the safest

place available preferably in an open
area.
11.2 Safety Procedures after the Earthquake
a. Check for injuries.
b. Check for fire.
c. Check utility lines and appliances for damage.
d. Clean up spilled medicines, chemicals, drugs

and others.
e. Check to see that sewage lines are intact before

flushing.
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f. Do not eat or drink anything from open containers

near shattered glasses.
g. Do not turn switches on and off.
h. Respond to requests for help. [5]
Section 12 - Typhoon
12.1 Safety Precautions
a. Before the Typhoon:
1) Tune in to a radio station for up to

date reports.
2) During super typhoons, it would

be safe to send female employees
home, and also male employees who
might not be needed for emergency
assistance work.
3) Security Department shall

immediately coordinate with
Engineering and Store Operations
Department for necessary emergency
actions.
4) Close all windows, skylights, doors

and other openings.
5) Remove all loose boards, cans and

other items which may be easily
blown away.
6) Tie down all yard equipment. This

might fly or move and might cause
harm to people.
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7) Move materials and equipment that

can be damaged by water to a safe
place.
b. During the Typhoon:
1) Check the protection apparatus and

all emergency equipment.
2) If necessary, shut off electrical power,

furnaces and boilers.
3) Provide materials for quick, temporary

repairs to protect equipment.
4) Activate only a number of exits as

this could be taken advantaged by
unscrupulous individuals.
c. After the Typhoon:
1) Check the premises thoroughly.
2) Check the fire protection equipment.
3) Provide one or more Security officers

to patrol the premises assisted by
any Engineering staff.
4) Check machineries and equipment.
5) Check stocks for water damage.
6) Note all weaknesses exposed by the

typhoon.
7) After making emergency repairs,

arrange for best and permanent
repairs.
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Section 13 - Agaw Armas
13.1 Guidelines:
a. Always remind security personnel to be alert

(especially the guard on single posting).
b. Ask for valid SOSIA Letter Order from

Inspecting Team.
c. Bear in mind that SOSIA Inspecting Teams

are always in proper PNP Uniform with
Identification Cards properly displayed when
conducting inspection.
d. Take note of physical and facial features of

the suspect/s.
e. Report the incident immediately to the

nearest police station.
Section 14 – Observance of Human Rights
14.1 Policies and Procedures in the Implementation

of Human Rights:
a. Maintain a high level of discipline and strictly

adhere to the Security Guards Code of
Honors and Ethics.
b. Exercise utmost restraint and caution in

the use of armed force to implement the
establishment’s policies. When the use of
armed force is inevitable, strict controls must
be exercised to ensure that only reasonable
force necessary for mission accomplishment
PNPM-DO-DS-3-1-14
shall be taken and shall be directed only

against hostile elements, not against civilians
or non-combatants.
c. Treat all suspects/violators humanely

and with respect and shall, at the earliest
time possible, turn them over the proper
authorities especially to the territorial police
units for proper disposition.
d. Inhibit themselves from unnecessary use

of force that could cause destruction to
private and public properties. If in the course
of legitimate security operations, private
properties are damaged, measures shall be
undertaken whenever practicable, utilizing
available unit’s manpower and equipment to
repair the damage caused as prescribed by
law.
e. Respect members of the PNP and the AFP,

and all persons and objects bearing the
emblem of the Philippine Flag, Red Cross
and emblems designating cultural property.
f. All human rights-related incidents

allegedly committed by security guards
in the performance of their duty shall be
immediately investigated and if evidence
warrants, charges shall be filed in the proper
courts. Reports of investigations as well as
actions taken shall be submitted to SOSIA,
Camp Crame or Regional FESAGS Offices
fifteen (15) days after receipt of information
about the alleged human rights violation.
PNPM-DO-DS-3-1-14
CHAPTER 4
BEST PRACTICES IN MALL SECURITY
Best practices in mall security feature the distinct

systems, policies and procedures implemented by the
different security managers of malls in the Philippines and
in other countries. These best practices have been proven
to be effective in securing mall premises owning to their
applicability in local settings and responsiveness to the
demands of a particular situation. Developing a distinct
security system or policy requires an in depth observation
and analysis of certain events and experiences in the field.
An adept mall security manager clearly sees the appropriate
response to a given situation by going beyond the boundaries
of existing policies or SOPs.
In this chapter, we collated the best practices being

implemented by various mall security managers here in
the Philippines and in other countries. The following best
practices aim to present the peculiarity, usefulness and
effectiveness of each model from which a mall security
manager may derive his own concept.
Pointers on how to select a security provider and

the attributes of a good security services contract are also
discussed in this chapter. This would serve as guide for mall
management in selecting a good security provider which
can satisfactorily provide the security requirements of the
establishment.
The best practices presented in this chapter pertain

to training, hiring, deployment of security personnel, security
contracting process, feedback mechanism, choosing a
security provider and installation of security equipment,
among others. These models have been proven to bring
positive results on the operations of a security provider in a
mall or industrial establishments.
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Section 1 - Eleven General Orders for Security

Guards
1. To take charge of the post and all company

properties in view and protect/preserve the
same with utmost diligence;
2. To walk in an alert manner during my tour

of duty and observing everything that takes
place within sight or hearing;
3. To report all violations of regulations and

orders I am instructed to enforce;
4. To relay all calls from posts more distant from

the security house where I am stationed;
5. To quit my post only when properly relieved;
6. To receive, obey and pass to the guards

on duty all orders from company officers or
officials, supervisors, posts in charge or shift
leaders;
7. To talk to no one except in line of duty;
8. To sound or call the alarm in case of fire and

disorder;
9. To call the superior officer in any case not

covered by instruction;
10. To salute all company officials, superiors

in the agency, ranking public officials and
officers of the Philippine National Police; and
11. To be especially watchful at night and during

the time of challenging, to challenge all
persons on or near my post and to allow no
one to pass or loiter without proper authority.
PNPM-DO-DS-3-1-14
Section 2 - Best Practices
2.1 “Layered Security Model”
Industrial control system security relies on layers of

security using multiple controls, methods and techniques that
work together to help protect a system’s asset, operations,
and those who depend on its safe and reliable operations.
Technical controls, including physical and

electronic mechanisms that compensate for risk should be
accompanied and balanced by non-technical controls such
as company policies, procedures and guidelines. Example
of this model is a layered security system composed of the
following:
a. Perimeter security (fence, protective

lightings, perimeter guards, traffic enforcers,
parking control, CCTVs)
b. Entrance/Exit Control (Security personnel,

metal detectors, Canine Team, CCTV, X-Ray
machines)
c. Inner Security (roving patrol, plainclothes

security personnel, CCTV, emergency
response team)
2.2 “Defense-in-Depth Strategy Model”. For

enhanced protection, a defense-in-depth security strategy
is applied to a system designed to complement the layered
security’s technical and non technical protective measures.
This security posture uses diverse measures that operate as
a deterrent and can slow and thwart unauthorized activities
against a control system. Such an approach enhances
the likelihood that threats are detected and prevented in
reaching their goal.
PNPM-DO-DS-3-1-14
The combination of a layered security model and the

defense-in-depth strategy are best practices which enhance
the security posture of a control system and help protect
against threats that can originate from inside or outside a
control system environment. Example of this model is the
security practice being implemented by Metro Gaisano
Mall wherein tenant business stalls/outlets are placed in a
separate building from main Gaisano Department Store
hence this facilitates an in- depth defense and control
by enhancing focus and attention to a particular area. On
the same vein, Ayala Land Incorporated (ALI) security best
practice provides maximum visibility of well armed security
personnel every time there is cash delivery in its malls or
banks. The security contingent is composed of roving and
motorcycle riding guards aside from the regularly posted
security personnel. [6]
2.3 “Quality-Based Security Contracting Model”.

[7]
This model is designed for malls that want to develop a
contracting process that will result in establishing the best
quality security services partnership with a security provider.
Choosing a security provider is a decision which will
significantly affect the security, image and profitability of a
shopping mall. Comprehensive application of concepts and
processes that create a successful business partnership
will ultimately result in quality security services. The key
to establishing a quality-based security personnel services
partnership is to define expectations about the prospective
partner’s capabilities, as well as the criteria for selecting the
right partner to meet those expectations.
2.4 “Retired Police and Military Hiring Recruitment

Policy Model”. Approximately, sixty (60) percent
of Private Security Agencies in the Philippines have hired
retired police and military personnel as guards, security
officers, training directors, consultants or security managers.
There are many benefits in hiring these personnel who
are formerly in active uniformed service e.g., discipline,
leadership qualities, training, network or linkages.
2.5 “Customer’s Feedback”. Customers

are encouraged to help in assessing and making
PNPM-DO-DS-3-1-14
recommendations on how to mitigate risks against the

established control systems while remaining vigilant against
potential security threats that may put people, property and
information in danger. Regular public consultations may
be conducted to get the real feedback from the public if they
feel secured inside the mall. Necessary security adjustments
may be conducted if the public feels apprehensive regarding
their security.
2.6 “Choose a Partner - Not a Commodity Model”.

Generally, satisfied customers define their service needs
[7]
and select a “partner” to deliver those services. Customers

who used a traditional bidding process to select a “vendor”
were really selecting a price and the service that happened
to come along with that price. If that service happened
to match their needs, they feel satisfied; if not, they are
discontented.
In a bidding method, the user prepares the

specifications, sends them to selected contractors, and
chooses a contractor based on the bids received to fulfill
those specifications. This process works, especially when
the objective is to get a service for a low price. This process
can be improved by specifying officer wages and benefits as
this can provide a basis for comparing contractors.
In the partnering method, the buyer and contractor

collectively define the job requirements and design a plan
to achieve the desired objectives. They continue to refine
and adjust the requirements as they measure results and
redefine the objectives. This is one effective model which
can be adopted by mall owners and security providers here
in the Philippines.
2.7 “Failsafe Stance”. [7] This model recognizes that the

best security plans come from those who expect the worse
and act to carefully secure the mall establishment. Some
security planning experts anticipate the worst situation or
scenario that might happen inside a mall. They think of a
particular emergency situation and the best possible security
plan to address such situation.
2.8 “Secure by Default”. [7] Turn off any and all features,
services and access that are not necessary. If you are not
PNPM-DO-DS-3-1-14
using it, do not activate it. Sometimes, there are entrance

or exit points in malls that are not so necessary because
people are not convenient or accustomed in using them. It
is better to close or condemn these facilities than giving the
criminal the opportunity to use them as a means of access.
2.9 “Simple in Design, Simple to Defend”. [7] Select

the simplest devices and usability designs that will do the
job. They will be easier to configure, audit and test. Even a
security plan should be simple at its best. It should be easy to
understand and implement. The concept of implementation
and the tasks/responsibilities should be clearly spelled out.
Section 3 - Six (6) Fundamental Elements of a

Security Services Contract: [7]
3.1 Clarity of role. A successful relationship with a

quality- based security provider starts with a clear definition
of the expectations for the role the contract officers will
play in delivering appropriate mall security. A good security
plan has many layers including people, technology, facility
design, and training. Start with a clear delineation of roles
and responsibilities and set expectations for the posts that
will be established.
3.2 Competence. Foremost, specify the general and

specialized skills required from the security officers and
guards. Set out expectations for the agency’s competency
in hiring, managing, compensating and training of its
security personnel. Likewise, require the security provider
to design and implement programs that will ensure that
their personnel have working knowledge on the regulatory
environment, culture and core values of the shopping mall.
3.3 Capacity. Security staffing requires that every

post is manned as required. Gaps in staffing may expose
the institutions to vulnerabilities. To mitigate this risk, mall
management should expect the security provider to have
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the capacity to hire, train, cross-train, and aggressively

manage enough officers to effectively fill its scheduled post
commitments and be prepared to support special events
or extraordinary incident requirements on a predicted and
unscheduled basis.
3.4 Communication. Contracting a security service may

relieve you of many day-to-day management issues, but it
still requires an institution to actively participate in security
policy and program decisions and monitor how quantifiable
objectives are achieved. The security landscape can
change momentarily and such communication enables both
parties to respond. A quality relationship should define how
and when the parties will meet to assess the changing risk
situations through on-call on-site management, periodically
scheduled status meetings and comprehensive business
reviews. Measuring how the security contractor’s program
makes a difference in actual and perceived feelings of safety
on malls requires monitoring key performance indicators and
taking the pulse of the mall tenants and customers through
satisfaction surveys.
3.5 Care. Perceptions from the customers begin with the

professional image and demeanor of security personnel who
are among the front line services of the mall. The quality of
services rendered by security providers reflects the services
of the shopping mall. The image your institution wants to
convey about the importance it places on mall security
needs to be clearly articulated, not assumed. Your brand
and values are continuously represented in the interactions
with the customers and cannot be compromised.
3.6 Cost. The final quality component is an honest

evaluation of the cost to deliver the desired level of security
service against the possible risks, the available budget and
the comparable costs to deliver a similar program using in-
house resources. With the backdrop of budget pressures
and cutbacks, allocating funds for an increased security
presence means that other competing needs will go unmet.
You can expect that mall stakeholders will demand a
thorough examination of options and assurance that a cost-
benefit analysis will demonstrate that a contracting decision
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makes sound fiscal sense. You should expect the security

provider to make a fair profit, but also to be honest in
revealing the elements of cost that are included in its billing
rates.
Section 4 - Points to Consider in Selecting

Security Provider
4.1 Presence in the Local City/Market. The security

industry operates in numerous cities/markets rather than
one homogenous market. The methods used to contract
for security services vary from city to city but are quite
standardized within each. Does your prospective partner
have a presence in the local market?
4.2 Suitability of Services. Knowledgeable security

service providers realize the term “contract security” is
as vague as the term “office furniture”. The challenges of
securing a shopping mall differ significantly from those of
mining areas. Yet some contractors offer a fixed operating
system for every situation. Does your prospective contractor
focus on providing suitable contract security services? Do
they have specific expertise in institutions of similar size and
character?
4.3 “The 8-Way Quality Test of Security Services” [7]

a. Reliability – Are the requested hours of
service delivered consistently?
b. Responsiveness – Does management

respond quickly and effectively?
c. Assurance – Do employees at all levels

convey trust and confidence?
d. Empathy – Is there evidence of considerate,

individualized attention?
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e. Value – Is the ratio of performance to cost

appropriate?
f. Service – Is customer service a true priority?
g. Integrity – Do both parties display mutual

trust?
h. Respect – Are services delivered in a

respectful manner?
Section 5 - Nine Steps in Ensuring Quality-Based

Contracting Process[7]
5.1 Step 1 - Define the Internal Process and Select

Your Team. Establish the internal process that will be used
to administer the contracting process. Key questions to
consider are:
a. Which departments/individuals will

participate and what role will each play in
the process? Generally, the decision-making
team should include individuals from all or
some of the following departments: Security,
Human Resources, Purchasing, Legal and
Finance. (Don’t make your team so large it
becomes counterproductive.)
b. Which individuals from these departments

will be involved?
c. Who will make the final contracting decision?
d. How much time should you allow for the

selection process?
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5.2 Step 2 - Evaluate Your Current Environment,

Establish Your Priorities. This step is critical. The potential
success of the entire contracting process hinges on the
evaluation of your institution’s current environment and
specific needs. To establish your true priorities, the team
must first assess whether or not you are satisfied with your
current situation.
Among the questions to consider are:
a. What do you like about your current security

service?
b. What do you dislike about your current

service?
c. Are you confident that security officers are

properly trained?
d. Are site supervisors competent and well

trained?
e. Are officers appropriately supervised?
f. Do officers exhibit professional attitude and

good customer relations skills?
g. When problems arise, are they solved to

your satisfaction quickly and efficiently?
h. What is the turnover rate?
i. Is compensation of security officers

appropriate for the tasks required?
j. Is the current contractor’s local management

proactive?
k. Does your current contractor utilize quality

principles and processes to improve your
partnership?
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l. Do you know your current total costs and

understand your contract?
5.3 Step 3 - Define Desired Improvements. After

evaluating your current status, as defined in Step 2, the
team should then list the desired improvements or attributes
to enhance the existing service, as appropriate. Be sure
the desired improvements or attributes are affordable and
within your budget.
5.4 Step 4 - Define Key Objectives. Combine the

elements of Steps 2 and 3 into a list of key objectives.
Review this list to ensure that it gives a good overview of
the service you are looking for.
If practical, we recommend that security experts

be consulted to identify security hardware and physical
security requirements based on the nature of the facility,
environmental issues, crime grids/clocks and other factors.
Do a budget reality check. Does the team believe

the broad objectives? If it is achieved, is it affordable and
within your potential budget? Does the team require budget
approval?
If possible, compare key objectives with other

institutions that have the type of service you need. Pay
particular attention to the environment these institutions
provide as well as related costs.
5.5 Step 5 - Select Potential Contractors to Include in

Your Process. This may be accomplished through general
knowledge of potential contractors or may require a pre-bid
questionnaire to help you select appropriate companies.
Invite potential contractors to visit sites where service is to
be provided.
The following checklist will help you select the

appropriate contractors to invite to participate in your
process:
PNPM-DO-DS-3-1-14
a. Ensure Basic Qualifications. Be sure to

ask:
1) Is the contractor licensed to provide

security services required?
2) Are the contractor’s security personnel

licensed and certified?
b. Be Certain that the Contractor is

Managerially and Financially Sound.

Obtain specifics regarding:
1) Years in business.
2) Financial position. (Financially strong

and profitable companies make the
best partners.)
3) Management stability. (The security

industry tends to have high turnover
at the senior management level; the
most successful companies have the
most stable management.)
5.6 Step 6 – Define Specific Needs and Expectations.

Prepare Security Project Study and it should combine your
key objectives from Step 4 with the Security Personnel
Requirements defined below.
a. Hours of Coverage
1) The hours of coverage should be

completely shown, including the
number of hours to be spent by each
rank at each post. Holiday coverage
requirements should also be included.
2) Supervisory hours should be clearly

defined.
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3) Special requirements must be

defined. For instance, you might
state:
(a) The same officer should be

assigned to the 8:00 a.m.
to 6:00 p.m. shift Monday
through Friday.
(b) Contractor personnel shall

not work in excess of x hours
per day, with a turnaround
of less than x hours, work in
excess of x hours per week.
(c) Officers shall not be assigned

to perform services at other
companies without approval.
b. Duties
1) Provide a brief statement of the duties

at each post.
2) State the availability and/or

preparation of post orders that
specifically define duties.
3) Positions requiring weapons should

be identified.
4) Areas of unusual risk should be

outlined.
c. Equipment
1) List the basic types of equipment

to be used by security guards. This
helps to define the training and
selection process for employees.
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2) Equipment to be supplied by the

contractor, such as radios, watch
tour systems, weapons, vehicles,
etc. should be listed and clearly
described.
d. Insurance Coverage
1) State your basic coverage

requirements.
2) Include copies of contracts that

cover insurance provision or ask
contractors to supply a copy of their
standard contract language covering
insurance areas.
e. General Terms of Contract
1) Include a sample contract or request

one from the contractor.
2) Ensure that the following areas are

covered:
(a) Length of contract
(b) Starting date
(c) Terms of payment
(d) Be sure to address officer

retention issues
(e) There should not be any

limitation on the retention
of security personnel upon
termination of the security
contract.
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f. Contractor History
1) Require contractors to provide

sufficient information to evaluate:
(a) Licensing documents

(b) Financial stability

(c) Security services history
2) Request references from companies

that received services similar to
yours.
g. Management
1) Require contractors to submit

biographical information on their
management.
2) Specify a requirement for vendor

management to view your locations
and meet with your management
prior to proposal submission.
h. Supervision
1) Define the frequency of unannounced

inspections.
2) Specify responsibilities for on-site

supervision, if any.
i. Employee Selection
1) State standards expected, including:
(a) Education level or related skill

requirements
(b) Health/physical capabilities
(c) Experience
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(d) Any security clearances
2) Outline special methods of screening

or review desired.(See Step 7)
3) State your prerogative to reject any

employee or request immediate
replacement.
j. Employee Training
1) Provide a breakdown of hours and

areas of training.
2) List areas where additional training

may be required, such as:
(a) First aid and CPR
(b) Customer relations service
(c) Mall security training
k. Wages and Benefits
1) Specify base wages by post and

rank. (It is desirable to offer higher
wages for experienced personnel.)
2) Outline overtime pay procedures.
3) Define vacation policy.
4) List holidays and state the policy for

employees to be paid for work missed
due to holidays and work performed
on holidays.
5) Specify any allocation for health

insurance and coverage levels.
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6) Clearly state any other benefits, such

as life insurance, pension contribution,
sick pay, awards programs, etc.
l. Billing Rates
1) Specify how billing rates are to be

quoted. (It is best to have a rate for
each experience level of each rank,
with a special rate for holidays. This
makes security provider comparisons
more accurate.)
2) Require a breakdown of the rate at

least these areas: wages, benefits,
overhead and profit.
3) Explain how rates for equipment

purchases such as vehicles are to
be quoted. (It is best if these areas
are separate from the hourly service
rate.)
m. Audit and Review
1) Clearly state your right to audit and

review all records of wages, benefits,
personnel selection, training, etc.
2) Contractor Selection Process.
3) Outline the time frame for proposal

receipt, bid review, successful bidder
notification, and starting date of the
contract.
4) Explain in general terms how the

successful bidder will be determined.
5) Include a requirement for a pre-award

conference, during which all terms of
the contract can be confirmed and
specific problem areas covered.
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5.7 Step 7 – Narrow the Field. Presentations and

meeting potential contractors/partners will typically respond
in the form of a written proposal. Your team needs to evaluate
these responses and select two or three contractors to meet
with to discuss in-depth your potential relationship. At these
presentations/meetings, the team should probe the security
providers for their understanding of your needs and their
ability to provide the service. Determine the contractor’s
understanding of working with a shopping mall of similar
size and character.
Ensure that a contractor has a clear understanding

of the unique issues they will face in providing services to
your institution. Be frank about their experience providing
services from the local office that will oversee your
relationship. Determine how they will incorporate best
practices gained from their experience in other malls.
Understand how the company scans the changing regulatory
environment affecting security in shopping malls and
delivers that knowledge to you. Evaluate how the contractor
takes a leadership position and participates in advancing
knowledge about quality security practices among various
stakeholders.
The best contractors use several tools and techniques

to assess integrity, reliability, suitability to perform as an
officer, and customer service oriented. Require contractors
to specify which methods they use for applicant screening
and selection (see below).
a. Determine Employee Retention Rates and

Morale. Turnover in the contract security
industry varies between 200% and 400%. A
good contractor will do all it can to minimize
turnover and foster loyalty and mutual
respect.
1) Request data on annual employee

retention rates at sites similar to
yours and at comparable wages and
working conditions.
PNPM-DO-DS-3-1-14
2) Determine the benefit package to be

provided.
3) Learn what incentive awards are

provided.
b. Ensure the contractor’s focus on

customer satisfaction and loyalty.
Specifically ask:
1) Do they conduct client surveys? If so,

request a copy.
2) What is their customer retention

rate? Contact former clients to learn
why the contract was terminated and
whether they would recommend the
contractor.
3) Do they have presence in your local

market?
4) Do they offer a fixed operating

system for every situation or focus on
providing suitable contract security
services?
5) Ask to see statistics on reliability

(for instance, missed coverage per
1,000 hours of service). Those who
have statistics clearly understand
this important, quantifiable service
dimension.
6) Check at least three references.
c. Transition Plan. Ask to see a detailed

proposed transition plan they would use if
awarded the contract.
PNPM-DO-DS-3-1-14
d. Screening and Selection Methods for

Consideration
1) Comprehensive background checks.
2) Drug screening.
3) Pre-hiring psychological testing,

including indices of personality,
intelligence, emotional maturity,
honesty, reliability and propensity for
violence or drug abuse.
4) Physical exam, if required by the

duties.
5) Mental alertness test.
6) Investigation of employment history.
7) Personal interview.
8) Personal references.
9) Current in-state driver’s license.
10) Appearance standards, as related to

the essential function of the position.
11) Credit check.
12) Verification of high school diploma or

equivalent.
13) Literacy demonstration.
14) Compliance with applicable licensing

regulations, with documentation
available for client inspection.
PNPM-DO-DS-3-1-14
5.8 Step 8 – Finalize Selection of Partner, Price and

Service Elements. After weighing all of the issues, select
the contractor you want to partner with. Ensure agreement
on all terms of the contract. Conduct the pre-award
conference, at which time all terms of the contract can be
confirmed and specific issues worked out. Be sure you
understand the contract you will be signing. Pay particular
attention to your ability to cancel the contract and also the
ability of the security officers to remain at your site if you
change vendors.
5.9 Step 9 – Review the Transition Plan to Ensure a

Good Start. Allow sufficient time for the agency to prepare
to begin service. Provide adequate direction and support to
get them started on the right track. An effective transition
plan should detail:
a. The tasks to be accomplished and the parties

responsible for completing each task.
b. Any prerequisites.
c. Target completion dates.
d. Resources needed.
e. Any other relevant comments.
PNPM-DO-DS-3-1-14
CHAPTER 5
RECORDING AND REPORTING FORMATS

AND OTHER SECURITY DOCUMENTS
All incidents pertaining to the daily security operations

in commercial establishments should be properly recorded.
There are various recording and reporting documents
needed as provided for in the 2003 IRR of R.A. 5487 aside
from what are required by the mall management.
Having a systematic and well organized recording

system will strengthen the operational capability of a security
provider. It will serve as tool and reference in the conduct of
investigation, formulation of policies and operational plans.
In the same manner, Threat and Vulnerability

Analysis (TVA) and Security Plan are of paramount
importance. These security documents present in detail
the prevailing situation pertaining to the threats and the
appropriate countermeasures to be undertaken.
Clarity and comprehensiveness are the important

features of a good report and record document. The
document must contain the essential data which the security
manager will need in the exercise of his functions. Likewise,
a well maintained and accomplished recording journal
(e.g., materials logbook, security journal, vehicles’ logbook,
visitors’ logbook) would bring a great advantage to a posted
security personnel, supervisors and mall management in
terms of carrying out respective responsibilities.
A versatile security manager would always find ways

to improve the manner of recording and the formats to be
used. He shall always endeavor to improve the security
plan and regularly update the risk assessment or threat/
vulnerability analysis.
PNPM-DO-DS-3-1-14
Section 1 - Incident Report
An incident report is a written document prepared by

the operations officer to be submitted to SOSIA containing
the details pertaining to an unusual incident that transpired
in a certain post.
1.1 An incident report has the following purposes:
a. Narrates the significant details of an incident
b. Serves as basis in conducting formal

investigation to determine administrative and
operational lapses of security guards and
private security agencies.
c. Serves as communication tool or document

in conveying information from concerned
PSA to SOSIA
d. Proof of compliance of concerned PSAs

with the provision of 2003 IRR to R.A. 5487
pertaining to submission of reports.
1.2 Significant incidents involving security

personnel/agency should be reported immediately to
SOSIA, but not limited to the following:
a. Agaw-armas
b. Robbery
c. Shooting incident
d. Incidents involving high government officials,

celebrities, foreign nationals, and other high
profile personalities
PNPM-DO-DS-3-1-14
e. Hostage-Taking situation
f. Acts of heroism of Security Guards
g. Conflict of claim (in terms of property

ownership, administration, management)
h. Acts of terrorism
PNPM-DO-DS-3-1-14
(Sample Incident Report)
ABC Security Agency

#1234 Murphy Avenue, Quezon City
MEMORANDUM
FOR : C, SOSIA
FROM : Operations Officer
SUBJECT : Incident Report on Armored Car Robbery
DATE : June 15, 2012

============================================================
1. Reference: Incident report dated June 14, 2012 submitted by SO

Juan M. Reyes.
2. Please be informed that on or about 141300H June 2012 at XYZ

Shopping Mall located at EDSA, Quezon City, eight (8) fully-armed men staged a
robbery to an armored car owned by True Security and Armored Services while
delivering cash at Z Bank inside the said mall. The suspects shot to death the two
(2) security guards posted at the main entrance of the mall and the two (2) SG
escorts of the armored van. The suspects were armed with M-16 rifles and sub
machine guns. An estimated amount of two (2) million pesos was taken by the
suspects who used a white Toyota Grandia Van as getaway vehicle.
3. The fatalities were identified as SG Romeo Y. Reyes and SG Teodoro

H. Yacon (of ABC Security Agency posted at XYZ Shopping Mall) and SG Rico K.
Angeles and Juan B. Ramos (of Black Head Security posted as escorts of True
Security and Armored Services).
4. Proper coordination was conducted with the Quezon City Police

District for the possible identification and arrest of the suspects.
5. For information.
Pedro O. De La Cruz
Operations Officer
PNPM-DO-DS-3-1-14
Section 2 - Security Journal[10]
The security journal serves as an official document

which contains the details of the day-to-day performance of
duties of posted security guards to include the events and
incident that transpired during their tour of duty. It has the
following purposes:
a. It serves as a blotter book;
b. It records material facts pertaining to incidents,

instructions and policies implemented;
c. It provides the necessary information or data

concerning all activities performed by duty
security guards;
d. It serves as a tool for making future

management decisions;
e. It records instructions (verbal or written)

given by superior officers;
f. It records the significant information or data

that mall management may need to know
from the guards or from the agency;
g. It may serve as hard/material evidence in

any investigation or court litigation; and
h. May help the guard on duty in recounting the

details of an incident.
2.1 Security Journal has the following contents:

a. Cover page containing the name of client/
detachment/post;
b. Page numbers;
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c. Entry number;
d. Date and Time of Entry;
e. Guidelines in accomplishing the journal;

and
f. Narrative details of entry.
Section 3 - Materials Logbook[11]
The materials logbook is an important record book

particularly for Private Security Agency (PSA) providing
security to the warehouse of shopping malls. The following
are some of the uses of a material logbook:
a. A separate record book of Security Guard/

Private Security Agency for all items/
materials brought into/out of mall premises
particularly warehouse;
b. It serves as a ready and available record

pertaining to material movements;
c. It may serve as preventive tool against
material pilferage;
d. Serves as documentary evidence in case

of investigation.
3.1 Features of Materials Logbook:
a. Cover Page
b. Event and Page Numbers
c. Date and Time
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d. Quantity and unit of materials
e. Plate number/type of vehicle used
f. Name of vehicle driver including his other

personal details
g. Important information of supplier and vehicle

destination
h. Signatures of guard and supervisor on duty
i. Other data which may be required by the

client.
Section 4 - Threat and Vulnerability Analysis
Threat Assessment and Vulnerability Analysis (TVA)

is a very important prerequisite before making a Security
Plan. No plan of action can be put into place before a TVA
has been undertaken. The TVA provides a baseline for
implementing security plans to protect people (employees
and clients) assets against various threats. There are three
basic questions one needs to ask in order to improve the
security of a system:
a. What assets within the organization need

protection?
b. What are the risks to each of these assets?
c. How much time, effort, and money is the

organization willing to expend to upgrade
or obtain new and adequate protection
against these threats?
You cannot protect your assets if you do not know

what to protect them against. Malls and other commercial
PNPM-DO-DS-3-1-14
establishments need protection against risks, but what are

risks? In simple terms, a risk is realized when a threat takes
advantage of a vulnerability to cause harm to your system.
After you know your risks, you can then create policies and
plans to reduce those risks.
There are many ways to go about identifying all the

risks to mall assets. One way is to gather personnel from
within your organization and have a brainstorming session
where you list the various assets and the risks to those
assets. This will also help to increase security awareness
within your organization.
4.1 Threat can come from three (3) sources:
a. Natural Disaster Risks – Flood, Typhoons,

Earthquakes, Fire
b. Intentional Risks – Criminals
c. Unintentional Risks – Building/facility

designs, Accidents, Employees Omissions,
Reckless Imprudence
In Security Strategies, a paper in the Best Practices

for Enterprise Security white paper series, a methodology to
define security strategies is outlined in a flowchart. The first
step is analyzing threat and vulnerabilities.
4.2 The risk assessment step in the Security Strategy

flowchart can be divided further into the following
steps:
a. Identify the assets you want to protect and

the value of these assets.
b. Identify the risks to each asset.
c. Determine the category of the cause of the

risk (natural disaster risk, intentional risk, or
unintentional risk).
PNPM-DO-DS-3-1-14
d. Identify the methods, tools, or techniques

the threats use.
Once these steps have been completed, it

is possible to plan security policies and controls to
minimize the realization of risks. In this paper, we will
discuss primarily the first two steps.
Companies are dynamic, and your security

plan must be too. Update your TVA periodically.
In addition, redo the TVA whenever you have a
significant change in operation or structure. Thus,
if you reorganize, move to a new building, switch
vendors, or undergo other major changes, you
should reassess the risks and potential losses.
A good TVA will determine whether good

security policies and controls are implemented.
Vulnerabilities and weaknesses exist in security
policies because of poor security policies and
the human factor. Security policies that are too
stringent are often bypassed because people get
tired of adhering to them (the human factor),
which creates vulnerabilities for security breaches
and attacks.
PNPM-DO-DS-3-1-14
(Sample Format)
THREAT ASSESSMENT REPORT
Facility/Establishment :ABC Building

Location : Pasig City
Threat Factors High Medium Low Remarks

A. External
· Burglars/Thieves
· Shoplifters
· U n w a n t e d
Intruders
· Pickpockets
· Armed Criminals/
Holduppers
· Terrorists
· Swindlers
B. Internal
· D i s g r u n t l e d
Employees
C. Accidents/Man-made
Disasters
· Fire
· H a z a r d o u s
Materials
· Faulty Structures
Summary of Information:
PNPM-DO-DS-3-1-14
VULNERABILITY ANALYSIS REPORT
Specific Area Findings Recommendations

A. Lighting >No perimeter lights >Install perimeter
System >Hallway not well lights
lighted
>Not enough light in the
parking area during
nighttime
B. Doors >Single lock
>No reinforced bar
C. Windows >No steel grills
D. Emergency >Locks at emergency exit
Exit Door are defective
E. Lock and >Locks are of low quality
Key Control
F. Roof >There is access
from adjoining building
G. Alarm >No intruder alarm
System system
H. Access >No ID/Access control tags
Control for employees
I. Physical
Barriers
Prepared by: Noted by:
Security Officer Manager
Date: ______________
PNPM-DO-DS-3-1-14
Section 5 - Security Plan
A security plan is a comprehensive plan that specifies

the following important contents: threat and vulnerability
situation; the mission of the security unit; the security
concept of prevent- predict-react-assess methodology;
delineation of tasks; and coordinating instructions. It must
be crafted simple and easy to understand.
Every organization, be it a company with five

employees or a shopping mall with hundreds of employees,
needs to:
a. Identify the threats and vulnerabilities that it

faces;
b. Analyze and prioritize those threats/
vulnerabilities;
c. Devise plans and strategies to reduce the
likelihood of those threats occurring; and
d. Have contingency plans ready in case those
threats occur.
This is the purpose of the security plan — a realistic

examination of the non-commercial and non-financial threats
facing your company and the ways it will deal with them.
While a small company might be able to keep this

information within the head of a manager or the business
owner, an organization of any significant size needs to
put this information on paper where it can be discussed,
reviewed, and put into action.
5.1. Guidelines in Security Planning
a. The security plan should describe the

scope and the situation at hand. For a
small company, the security plan’s scope
might be the entire organization; for a larger
organization, it might be limited to just one
location or one department.
PNPM-DO-DS-3-1-14
The scope may also be limited by the types

of threats it covers. Often, a separate security
plan is written just for IT related threats
since these require specialized knowledge
to understand and address. The scope
may also be limited to certain operations
on a need-to-know basis: office staff does
not need to know about the security plan
for the movement of cash to and from bank
branches, for example.
b. The security plan should contain the TVA

which answers the question: Where are we
now?
The assessment needs to identify what we

need to defend (people, locations, facilities,
equipment, confidential information, service
availability). Unless we know what we are
defending, it’s not possible to determine
which threats we need to be concerned with.
Following this inventory of the things that

need to be defended, we need to determine
the threats we need to defend against. These
may include:
1) Physical threats (e.g. robbery, agaw-

armas, theft, arson, sabotage);
2) Insider threats (e.g. fraud, workplace

violence, information theft or
disclosure)
3) Natural threats (e.g. earthquake,

landslide, hurricane, tsunami, etc.)
4) Information threats (e.g. theft of trade

secrets, customer lists)
For each threat, we need to determine
PNPM-DO-DS-3-1-14
the risk and the level of vulnerability: the

combination of both, how likely it is to occur
and its impact on the organization.
We also need to determine what

precautions are already in place to either
reduce the likelihood of the threat or to
reduce its impact. This may include physical
measures (burglar alarms, fences, firewalls)
procedural controls, staff policies, and staff
training.
Finally, the assessment needs to

prioritize the risks. Which are we going to take
action on first, which can we safely ignore for
now, and which can we safely ignore for the
foreseeable future?
Note that rarer threats which may

significantly impact the organization (fire,
flood, earthquake, etc.) will often be excluded
from the plan’s scope and addressed in
a separate business continuity plan or a
disaster recovery plan, since these threats
and the actions which must be undertaken
to address them are further from the normal
day-to-day running of the organization.
c. The plan needs to identify the actions we

are going to take and when we are going
to do them. Without this step, we just have
a security assessment, not a security plan.
The actions may be of a one-off or of a
continuing nature. They might involve:
1) Purchase and installation of

equipment (e.g. security cameras,
firewalls);
2) Changes to procedures (e.g. ensure

all visitors have a visitor badge);
3) Additional staff training (e.g. handling
PNPM-DO-DS-3-1-14
of confidential material);
4) Exercises (e.g. fire drills, earthquake

drills, lockdown drills);
5) Curtailing of risky activities (e.g. no

more on-site storage of flammable
liquids); and
6) Creation of contingency plans for

specific threats.
Whatever the actions are, it is

important that specific individuals need to be
assigned the responsibility to carry out the
required actions. The individual chosen must
have the skills, time, budget and resources
to carry out the action.
There must also be a mechanism in

place to verify that the actions are carried out
and not forgotten. Typically, this will involve
review meetings by a steering committee to
ensure that action items are being pursued
and that feedback on the plan is being
addressed.
d. The plan needs to be updated regularly as

the mall assets change and the organization
learns more about the threats to its operations.
There should be a formal security plan review
once a year or whenever a significant change
in the organization’s operations occurs.
PNPM-DO-DS-3-1-14
(Sample Format)
ABC ENTERPRISES BUILDING SECURITY PLAN
I. REFERENCES:
a. ABC Enterprises Building Plan;
b. Threat Assessment and Vulnerability

Analysis;
c. Fire Safety Plan; and
d. Existing Physical Security Measures.

II. SCOPE:
This plan covers the detailed plan in order to secure

the ABC building and its employees from natural, intentional
and unintentional threats/risks.
III. SITUATION:
A. Description of Facility
The design of the building is rectangular with three

(3) stories above ground. The building is built of concrete
and steel frame. Each floor is approximately three hundred
(300) square meters. It has a small parking space in front of
the building.
B. Facility Operation
It showcases various items for sale such as plastic

wares, RTWs, electronic gadgets, school supplies and
appliances.

The operational work schedule of the building is
normally from 0900H to 2000H from Monday to Saturday.
PNPM-DO-DS-3-1-14
During daily operations, there are more or less 1,000 to

1,500 shoppers/customers going to this building. There
are about seventy (70) employees (salesladies/salesmen/
errands including management personnel) working the
normal daily schedule of operations.
C. Existing Security Measures
a. Security Guards (SG) –

two (2) SGs are posted
at the main entrance (ground floor)
while three (3) SGs conduct roving
patrol from ground floor to the
third floor. They routinely check all
customers entering/going out of the
building. Likewise, they also monitor
employees’ compliance to existing
management policies.
b. Close Circuit Television (CCTV) –

CCTV cameras are installed inside
the building. It is being operated
on 24/7 basis by management
personnel.
D. Threats and Vulnerabilities – (Annex “A”)
E. Assumptions:
a. Shoplifters posing as customers may

attempt to carry out their nefarious
activities inside the ABC store;
b. Burglars may attempt to enter the

building during wee hours;
c. Criminal elements/disgruntled
employees may attempt to disrupt
daily business operations; and
d. Conflagration and other fortuitous

event may happen which could bring
PNPM-DO-DS-3-1-14
damage and injury to the people

inside the building.
IV. MISSION:
XYZ Security Agency, in close coordination with

the ABC Enterprises Management and the police authorities,
will provide appropriate security coverage in order to protect
vital assets/facilities, employees and customers of ABC
from any form of criminal acts and to provide assistance in
case of conflagration or fortuitous event.
V. EXECUTION:
A. Concept of Operation - XYZ Security Agency,

in coordination with ABC management, shall implement
“Three-Tiered Security Strategy”, to wit:
a. Information Gathering – continuous

collection of information regarding
possible and imminent threats
to security through the following
activities:
• Liaisoning with police

intelligence community
to know vital information
about criminal elements
such as modus operandi,
organization and identity;
• Deployment of covert security

personnel near the vicinity; and
• Regular conduct of security

survey and inspection.
b. Target Hardening Measures -

implementation of the following:
• Correction of the defects/

vulnerabilities noted.
PNPM-DO-DS-3-1-14
• Physical barriers –
strengthening of doors,
window grills and locks.
Perimeter/interior lightings
must be installed.
• Entry/egress control –
deployment of SGs at main
entrance/exit to detect/
apprehend unscrupulous
individuals. SGs shall be
equipped with necessary tools
such as metal detectors and
handheld radios. Customers
who are leaving the building
shall be asked to present the
receipts of items they bought.
• Roving patrol – SGs will

routinely patrol from ground
floor to the third floor to
preempt any attempt of an
individual to perpetrate crime
inside the building.
• Installation of Intruder
Detection System and CCTV.
• Access Control System.

Restricted area must be
secured properly. “Need
to know principle” be
emphasized/strictly followed
among employees.
• ID/Uniform system among

employees.
• SGs and ABC employees

should be properly informed
about their respective
roles in crime prevention/
PNPM-DO-DS-3-1-14
suppression. Periodic
simulation exercises (treating
different scenarios) must be
conducted.
c. Incident Response – If ever a crime

incident happens inside the building,
SGs shall undertake the following:
• Arrest/apprehend the offender

and turn over to police
authorities;
• Assist in the filing of

appropriate case;
• Conduct mitigation measures

to lessen the impact of the
incident to customers and
employees;
• Preserve crime scene and

physical evidences; and
• Conduct investigation/assist
police authorities in the
conduct of investigation.
B. Deployment Plan (Annex “B”)
VI. TASKS
A. XYZ Security Guards
• Maintain alertness and vigilance at all

times;
• Act as first responders to any

untoward incident;
• Maintain a record/logbook to record
PNPM-DO-DS-3-1-14
the incidents that transpired during

their TOD;
• Immediately coordinate/report to
the police any crime incident that
transpired inside the building; and
• Immediately inform the ABC

management and XYZ Agency
officials about said incident.
B. ABC Enterprises Management
• Undertake measures to strengthen

the vulnerable areas of the building as
stated in the vulnerability assessment
report.
C. ABC Enterprises Employees
• Be vigilant by reporting to the SGs

any untoward incident or unusual
situation witnessed by them; and
• Comply with the ABC administrative

policies.
VII. COORDINATING INSTRUCTIONS
a. Protection of lives and properties is the

paramount concern of the SGs.
b. Respect for human rights and rule of law

shall always be observed.
c. Regular dialogue among SGs, management

and employees shall be undertaken in order
to update this security plan.
d. This plan shall be thoroughly discussed with

the SGs, management and employees.
PNPM-DO-DS-3-1-14
e. This Plan shall take effect upon

approval.
Prepared by: Approved by:
Security Officer ABC Management
PNPM-DO-DS-3-1-14
SUMMARY OF CHANGES
The Revised Manual on Mall Security presents

reinforced security processes and procedures to be
undertaken inside the business establishments. Among the
updates and revisions in the manual are as follows:
a. Inclusion of safety precautions to be undertaken

by tenants/stall owners and mall patrons;
b. Actions to be taken by mall security personnel

when a bomb threat call is received;
c. Additional tips on how to recognize mail or

package bombs;
d. Preventive measures against assassination/

murder, and profiling offenders; and added
tips to prevent carnapping;
e. Inclusion of security and safety procedures

to be implemented before, during and after
calamities such as fires, earthquakes and
typhoons as response to cases of looting
and theft like those that transpired in
shopping malls in Tacloban City in the
aftermath of typhoon “Yolanda”;
f. The use closed-circuit television (CCTV)

cameras to assist in the prevention and
detection of crime;
g. The conduct of rigid inspections to deter

criminals from perpetrating lawless acts in
shopping malls; and
96 RESTRICTED
PNPM-DO-DS-3-1-14
h. Observance of human rights as part of

standard response procedures.
Sources and references were likewise cited to aid

security personnel and readers in conducting research.
The inputs were provided by concerned PNP units

and the OCPNP as solicited by the Directorate for Operations
to further enhance the Manual.
RESTRICTED 97
PNPM-DO-DS-3-1-14
GLOSSARY
Access Control System – practice of restricting entrance

to a room, property or building; it determines who is allowed
to enter or exit and where or when they are allowed to enter
or exit.
Armored Vehicle – a vehicle designed to withstand

shrapnel, bullet or shell thereby protecting the personnel or
cargo inside from criminal attack.
Arrest – act of depriving a person of his or her liberty usually

in relation to a purported investigation or prevention of crime
and presenting to a procedure as part of the criminal justice
system.
Bank – is a financial institution that accepts deposits and

channel those deposits into lending activities. Some banks
are located inside shopping malls for convenience to
customers.
Bank Robbery – crime perpetrated by a group of persons

by means of the use of force upon things and persons
with the intent of taking bank properties or valuable items
from bank customers.
Best Practices – is a method or technique that has

consistently shown results superior to those achieved
with other means, and that is used as a benchmark. It is a
process of developing and following a standard of way of
doing things that multiple organizations can use.
Canine Service Provider – an accredited canine security

provider.
Closed Circuit Television (CCTV) – gadgets used in

monitoring system. This system reduces the number of
guards conducting roving inspections or posted stationary.
98 RESTRICTED
PNPM-DO-DS-3-1-14
Customer Service – is a series of activities designed to

enhance the level of customer satisfaction – that is, the
feeling that the product or service has met the customer’s
satisfaction.
Crisis Management – is a process by which the

organization deals with a major event that threatens to harm
the organization, its stakeholders or the general public.
Detective – any person who does detective work for hire,

reward or commission, other than members of the Armed
Forces of the Philippines (AFP), guards of Bureau of Jail
Management and Penology (BJMP), municipal or city jail
guards, and members of the Philippine National Police (PNP)
or of any other law enforcement agency of the government.
Evacuation – is the immediate and rapid movement of

people away from the threat or actual occurrence of a
hazard.
Emergency Response – series of actions and precautions

to take if a disaster happens.
Fire Prevention – a proactive method of reducing

emergencies and disaster caused by fire.
Frisking – a “pat down” search of the outer garments of an

individual entering a mall to check for deadly weapons or
other illegal items.
Incident Report – is a written document containing the

details of an unusual occurrence which should be brought
to the attention of the management or the government
authorities.
Intelligence – is the end product resulting from the

processing of information.
Information Gathering – the process of gathering raw data

from sources which have significant intelligence value.
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Joint Anti-Bank Robbery Action Committee (JABRAC)

– JABRAC was created on September 11, 1995 to
address the problem of bank robberies, and is composed
of the PNP, Bankers Association of the Philippines (BAP),
Bangko Sentral ng Pilipinas (BSP), National Prosecution
Service (NPS), Bank Security Management Association
(BSMA), Chamber of Thrift Banks (CTB), Armored Services
Association of the Philippines (ASAP), Metropolitan
Manila Development Authority (MMDA), National Bureau
of Investigation (NBI), and the Rural Banks Association of
the Philippines. These agencies signed a Memorandum
of Agreement (MOA) adopting “Project Bantay Bangko”
which provides and optimizes security measures to prevent
bank robbery incidents and requires the banking sectors
to support law enforcement agencies in the identification,
apprehension, and prosecution of perpetrators.
Key Control – Point or place in mall where exit and egress

are strictly guarded to prevent intrusion or any breach of
security.
Need to Know – The term given to the requirement that

the dissemination of classified matters be limited strictly to
those persons whose official duty requires knowledge or
possession thereof.
Patrol – a security unit deployed to monitor a specific

area inside mall at regular interval in order to prevent the
occurrence of crime or to look out for any signs of problems
pertaining to peace, security and safety.
Personnel Security – includes security measures designed

to prevent unscrupulous individual from gaining access to
shopping malls and prevent the employment or retention of
employee with dubious character.
Physical Security – A system of barrier placed between the

potential intruder and the material being protected.
Mall – is one or more buildings forming a complex of shops
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representing merchandisers with interconnecting walkways

enabling visitors to easily walk, from unit to unit, along with a
parking area, - a modern version of traditional marketplace.
Mall Security Managers Association of the Philippines

(MSMAP) – association of mall security managers who are
among the stakeholders in mall security.
Material Control - Inventory control of materials or

merchandise inside shopping malls.
Memorandum of Understanding (MOU) – is a document

describing a bilateral or multilateral agreement between
parties. It expresses a convergence of will between the
parties, indicating an intended common line of action. It is
often used in cases where parties either do not imply a legal
commitment or in situations where the parties cannot create
a legally enforceable agreement.
Natural Disaster – is the effect of the Earth’s natural hazards

which can lead to financial, environmental or human losses.
Response Procedures – systematic strategies used to

increase the probability of correct responding to emergency
situations.
Security – is the degree of protection against danger,

damage or loss and crime.
Security Manager – is a person in charge of security

matters in shopping malls.
Security Plan – a comprehensive plan that specifies

the following important contents: threat and vulnerability
situation; the mission of the security unit; the security
concept of prevent- predict-react-assess methodology;
delineation of tasks; and coordinating instructions.
Security Provider – a licensed private security agency

providing security services in shopping malls.
Security Survey – the process of conducting an exhaustive
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physical examination and thorough inspection of all

operational system procedures for purposes of determining
existing state of security, locating weakness in defenses,
determining the degree of protection required and the
submission of recommendations establishing a total security
program.
Threat and Vulnerability Analysis (TVA) - a systematic

detection, identification and evaluation of areas or spots of
vulnerability of a facility, operation or system.
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APPENDICES

Department of the Interior and Local Government
PHILIPPINE NATIONAL POLICE
CIVIL SECURITY GROUP
MEMORANDUM
TO : All Licensees/Operators of
PSAs/CSFs GGUs; All Security
Personnel
FROM : D, CSG
SUBJECT : Security Services Operational

Procedures
DATE : June 10, 2009
I. REFERENCES:
a. RA 5487 as amended;
b. Sec 2 Rule X of the 2003 Revised Rules and
Regulations Implementing RA 5487.
II. PURPOSE:
This memorandum prescribed the Security Services

Operational Procedures (SSOP) to be strictly observed
and religiously followed by all Private Security Agencies,
Company Guard Forces and Government Guard Units and
all Security Personnel while rendering security services.
This will enable PSA, CGF, GGU and its personnel uniformly
and consistently implement the guidelines and prelude
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unnecessary and/or excessive use of force especially lethal

weapons like firearms in the performance of their functions,
duties and responsibilities.
Security personnel assigned to an active post may

find themselves in a situation where they are required to
take a criminal into custody or defend themselves. Security
personnel are often in a quandary on how much force is a
security personnel allowed to use in a tense and potentially
dangerous situation. The amount of force to be used will
depend on the situation and how they are equipped. They
must be well-versed on the proper operational procedures
for a particular situation and when to use his equipment
such as handgun, baton, teargas, stun gun and handcuffs.
Likewise, they should have to be properly licensed, be fully
trained, and only carry firearms.
III. GENERAL RULES:
a. Under all circumstances, the use of force,

or the uses of equipment such as firearms, baton, tear gas
spray or stun gun, and handcuffs by a Security Personnel is
justifiable only by virtue of the Doctrines of Self Defense and
Defense of Stranger. As stated by Supreme Court, nobody
is above the law, but subject of the law.
b. The law generally allows Security Personnel

to make arrest only under Rule 113 Revised Rules of Court
(Citizen’s Arrest) and must use reasonable force in doing
so. Reasonable force is simply not to be excessive, under
the circumstances and the arresting security personnel
must consider the seriousness of the crime, the risk of harm
for everyone, and the immediacy of the situation.
c. The use of deadly force, especially firearms

shall be applied only as a last resort, when all other
peaceful and non-violent means have been exhausted.
d. When a security personnel needs to take

someone into custody for a crime, he or she must use
reason and common sense. The preference always is to
get law enforcement response to effect the arrest of persons
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especially those armed and dangerous suspects.
e. Always consider the use of force as a

measured progression from no force to deadly force.
Choosing just the level of force necessary to overcome
the obstacle is usually judged as reasonable. The force
progression is broken down into six broad levels as follows.
Level One
Officer presence. The mere presence of highly

visible uniformed security personnel is often enough
to stop a crime in progress or prevent future crime.
Presence includes standing, walking, running and use of
vehicle lights, horn, or speaker. W ithout saying a word,
an alert security personnel can deter crime or direct
criminals away from a property by use of body language
and gestures. At this level, gestures should be non-
threatening and professional.
Level Two
Verbal Communication. Used in combination with a

visible presence, the use of voice can usually achieve the
desired results. Words can be whispered, used normally,
or shouted to be effective. The content of message is as
important is as important as security officer demeanor. It’s
always best to start out calm but firm and non-threatening.
Choice of words and intensity can be increased when
necessary or used in short commands in serious situation.
The right combination of words in combination with officer
presence can be de-escalate a tense situation and prevent
the need for a physical altercation.
Level Three
Control, Hold & Restraints. Certain situations may

arise where words alone does not reduce the aggression.
Sometimes security will need to involve offensive moves
such as punching, tackling, and choking an aggressive
suspect
A baton or night stick can only be used at this level
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as a self-defense mechanism to block blows or temporally

restrain a suspect. Handcuffs can be used as a restraint
devise only if the security personnel has been trained to
do so. Not every suspect needs to be handcuffed. They
should only be used to a person who exhibits aggression,
poses a real threat or where flight is a real possibility.
Handcuffs should not be applied too tightly and should
be double-locked when safe to do so. Once a suspect is
handcuffed, the security personnel is responsible that they
don’t trip or fall. It is also important not to pile on top or
place the handcuffed suspect face down on the ground to
avoid “positional asphyxiation”.
Level Four
Chemical Agent. Sometimes when the suspect

is violent or threatening, more extreme, but non-deadly
measures must be used in defense to bring the suspect
under control or affect an arrest. Before moving to level four,
it is assumed that other less physical measures had been
tried or was deemed inappropriate. When correctly used,
tear gas is an excellent distraction, allowing the security
personnel time to get away, call the police, or subdue the
suspect. An assailant can still grab you, punch you stab
you, or shoot you and will definitely be angrier after being
sprayed. Also, tear gas may not be effective on the insane
addicts, intoxicated or hysterics.
Level Five
Temporary Incapacitation. To use force under level
five means that the situation was so extreme, violent, and
immediate that it was necessary to temporarily incapacitate
a suspect prior to arrival of the police. This includes the use
of all methods of non-deadly force beginning with the empty
hand up through and including impact tools. At level five,
property used defensive and offensive moves are allowed
under the right circumstances.
Level Six
Deadly Force. When you are in immediate fear of
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death or great bodily injury at the hands of perpetrator or

adversary you are authorized to use deadly force. Deadly
force can be applied by your hands, impact tools, or with
firearm.
IV. SPECIFIC RULES:
In addition to the General Rules, Security Personnel

shall conform with and obey the guidelines and procedures
prescribed for every type of function of security services as
follows:
A. CONFLICT SITUATION
Security personnel are generally involved in accosting

people while performing security services because they
make a person stop an act or action, which that person
wishes to continue doing, but may endanger others or cause
serious damage to property e.g. smoking; shop lifting. Their
duty may result to conflict which is generally expressed
through anger and eventually aggression or assault,
both verbal and physical. Generally, aggression does not
happen instantly, it develops over a period of time. There
are some actions that can diffuse or trigger this aggression.
The security personnel shall therefore act with reason
and common sense and must be professional in dealing
with conflict situation which includes but not limited to the
following guidelines and procedures:
1. The security personnel must use his powers

of observation training, experience, positive
language, body language, assertiveness and
professionalism to achieve a positive result
and make the situation calm.
2. The security personnel must “Think before

Acting”.
3. The security personnel must, where

possible, avoid placing himself in danger.
4. The security personnel must be aware that
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there are some individuals who do not need

to become agitated prior to violence and
can become extremely violent without any
provocation.
5. The security personnel must be aware that

great caution must be used when dealing
with violent person. They are unpredictable
and may even enjoy the physical infliction
of violence or injury.
6. Great care must be taken on violent physical

or verbal confrontation/situations and the
security personnel must seek immediate
assistance from the local law enforcement
agency.
7. The security personnel must record in his

report book all such incidents and ensure
that his superiors are made aware of the
situation and the actions undertaken as soon
as practicable.
B. ARRESTS
1. All arrests shall be effected pursuant to Sec

6 Rule 113 of the Revised Rules of Court, as
amended (Citizen’s Arrest).
2. All security personnel shall apply reasonable

force in effecting an arrest in the immediate
vicinity of their assigned post.
3. All security personnel executing arrest shall

take custody of the suspect and immediately
inform their superior officer about the
incident.
4. Security personnel shall conduct initial

investigation as to the identity of the suspect,
victim, witnesses and informants.
5. After taking initial inquiry the security

personnel shall immediately turn over the
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suspect to the nearest PNP Station.

6. Only reasonable force may be used except in
case of self defense or defense of strangers.
7. Security personnel are enjoined to use only

his whistle against a running suspect to
cause alarm in the area and for immediate
assistance
8. Laws and current regulations do not extend

the authority beyond the limits of security
personnel post. Unless circumstances are
of an extreme nature, the security personnel
shall not pursue a fleeing suspect and
abandon his post.
9. No security personnel shall use warning shot

in any circumstance in the performance of
their duty.
10. Security Personnel shall only obey legal

orders when ask for assistance by any Law
Enforcement Officer in effecting an arrest.
C. PRESERVATION OF THE CRIME SCENE
1. Security personnel near the area shall

immediately secure/cordon the crime scene
with whatever available materials like rope/
straws, etc. and shall not allow any person to
touch, impede and prevent any acts that may
destroy any physical evidence in the scene.
2. Assist the police in preserving the crime

scene and in cordoning the area from
onlookers, media and other persons who are
not involved in the investigation.
3. He shall take note of any persons entering

the crime scene.
4. The security guard shall immediately inform
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the nearest PNP Station about the incident.

5. Assist the PNP investigators in the
reconstruction of the crime.
6. In case there is an injured victim, he shall

render appropriate medical assistance and
assist medical personnel in the evacuation
to the nearest hospital.
7. In case the victim is conscious the security

personnel may ask the victim as to the
identity of the suspects and other details of
the incident
D. ROBBERY HOLDUP INCIDENT
1. Security personnel must be well-versed

and able to execute his role in emergency
response procedures during robbery holdup
incidents in accordance with the client’s
company policies rules and regulation.
2. Stay Calm at all times.
3. Note down the physical description of the

robbers, look-outs and the vehicles used in
the crime and the direction of their escape/
withdrawal route.
4. Activate any available alarm system if

possible or immediately alert the nearest
police station thru any fastest means of
communication.
5. Alert fellow security personnel within

the premises of property and adjacent
establishments.
6. Monitor observes and describes the action of

robbery holdup suspects including firearms
and vehicles.
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7. Assist the police in preserving the crime

scene and in cordoning the area from
onlookers, media and other persons who are
not involved in the investigation.
8. Provide the necessary assistance in the

conduct of investigation and the prosecution
of perpetrators.
E. ARMORED VAN ROBBERY HOLDUP
1. When an armored vehicle is under attack

the driver security personnel shall exert all
efforts to drive out of the scene.
2. Sound the van distress signal and, if

appropriate, return fire in response to
gunshots from attackers.
3. Observe and, if possible, note down the

physical description of the robbers, look-outs
and the vehicle (s) used in the crime, and the
direction of their escape/withdrawal route.
4. Transmit to appropriate authorities the report

on the incident including your exact location.
5. Utilize equipment in response to the situation

such as cameras, fire extinguishers and first
aid kits.
6. In case there are casualties, evacuate the

victims to the nearest hospital and secure
the vehicle until the arrival of the police.
7. In the absence of any casualty, cordon the

area, secure the vehicle and preserve the
evidences until the arrival of police.
F. CONFLICT OF CLAIMS
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1. Private Security personnel designated to

be deployed shall be in proper uniform
with visible nameplates and their license to
exercise profession (LTEP) lDs and shall not
carry high powered firearms.
2. Private security personnel/guard must

exercise maximum tolerance to avoid
jeopardizing the rights of other parties.
3. Private security personnel shall always

protect all lives and properties or
establishments they are assigned to do so,
presence and maintain peace and order
and assist local authorities in securing the
stability of the government.
4. Private security personnel shall not be used,

in any manner whatsoever, by their clients
as a tool for oppression, violence and any
other acts that are against public order and/
or inimical to national interest.
5. Private security personnel/guards should

refrain from abetting or assisting any ad of
the currently recognized client of his PSA that
is considered contrary to law, morals, good
customs, public order or public safety so as
to avoid possible confrontations between
the contending parties that could lead to
chaos, injuries, loss of lives and damage to
properties.
6. Private security guards/personnel should

not unilaterally exclude the complainant,
its employees/residents from access to
property/establishment because of a
conflict, but may initiate appropriate control
measures on their entry and exit.
7. Private security personnel /guard must fully

understand the need to balance the interests
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and responses to the requests of contending

parties for effective security management
of the property/establishment.
8. Security personnel/guards deployed

shall address significant peace and order
issues/concerns of the contending parties
without having to call, from time to time, for
police assistance/local authority but shall
always be in the lookout for suspicious
behavior, possible emergency cases or
traffic problems under current situation.
9. Security personnel/guards deployed must

alienate itself from the legal issue of the
case despite their client(s) interest in the
conflict. They shall participate as working
partners of the caretaker/management
committee/ interim administrator, in providing
equity of access in the use/employment/
enjoyment of the property/establishment
and the promotion of security in their common
environment.
10. No security personnel shall be actively

involved in demolition, removal, destruction
or recovery of the properties/establishments/
physical structures, they shall only ensure
that no property shall be stolen, looted or
taken from the premises.
G. BOMB THREAT AND BOMB INCIDENT
1. Upon receipt of the information, determine

the exact location of the reported suspected
bomb explosive devices through bomb
search.
2. Immediately alert the nearest police station

and report the discovery and exact location
of suspected/bomb explosive device.
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3. Notify the Security Officer/shift in charge/and

the manager/administrator/person-in-charge
of the establishment for proper action.
4. Isolate the suspected device.
5. Do not permit radio transmission within the

area.
6. Turn off all electricity and gas unit within the

premises building.
7. Secure the area and prevent people from

approaching.
8. Await the arrival of the bomb disposal team.
9. Assist in the conduct of investigation by

responding units when requested to do so.
10. In case of actual bomb incident security

personnel/guard must execute the
emergency response procedure in
accordance with their company policy.
V. COORDINATING INSTRUCTIONS:
1. The ramification and mechanics of

implementation of the foregoing rules shall
be thoroughly discussed to all concerned
and shall be included in the curriculum
of Pre-Licensing and Refresher training
courses of all SAGSD – accredited Private
Security Training Institutions.
2. This Operational Procedures must be

discussed to all security personnel by
security offices/supervisors particularly
before actual deployment.
3. Coordination with the nearest Police

Station(s) is a must.
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4. All subjects in a crime must be turned over

immediately to the police, including pieces of
evidence.
5. The licensee/President/General Manager/

Owner/Operator of PSA, CGF and GGU
must coordinate and cooperate with their
clients, client’s residents or administrators
of properties establishments during the
resolution of incidents.
6. Adhere to the guidelines and procedure

as called for in SOP Number 007 - 08 as
approved by CPNP.
IRENEO A BACOLOD, CEO VI

Police Chief Superintendent
Director, CSG
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Republic of thePhilippines
NATIONAL HEADQUARTERS
MEMORANDUM
TO : All Licensees/Operators of PSAa/COFs/

OOUs All Security Personnel
FROM : D, CSG
SUBJECT : Standard Operating Procedures on

the Prevention and Immediate Actions
during Robbery Hold-up and other Major
Crime Incidents in Malls/Business
Establishments
DATE : November 3, 2009
I. References:
A. RA 5487 as amended;
B. 2003 Revised Rules and Regulations
Implementing RA 5487; and
C. Security Service Operational
II. PURPOSE
This Memorandum prescribes the procedures for

all private security agencies/personnel deployed in malls
and commercial establishments in the prevention of,
and responding to robbery hold-ups or any other incident.
This is a unified response and integrated effort among the
Private Security Agencies deployed in malls/commercial
establishments, and all Mall Security Managers/Owners as
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primary responsible in security of the said establishments.

III. PROCEDURES
This Memorandum prescribes the procedures for

all private security agencies/personnel deployed in malls
and commercial establishments in the prevention of,
and responding to robbery hold-ups or any other incident.
This is a unified response and integrated effort among the
Private Security Agencies deployed in malls/commercial
establishments and all Mall Security Managers/Owners as
primary responsible in security of the said establishments.
Phase I - Preventive Phase

a. Conduct security survey and inspection.
b. Develop a responsive security plan taking

into consideration the following objectives:
1. Monitoring activities within malls/

commercial establishments and its
premises.
2. Enforcing access control and

identification system on malls/
commercial establishment and
premises.
3. Securing malls/commercial
establishments and premises.
4. Enforcing emergency response

procedures.
5. Preparing security reports.
c. Determine the number of security guards and

their deployment in consonance with the malls/commercial
establishment’s requirement.
d. Install and develop security devices such

as CCTV, Electronic Access door/Walk through, Electronic
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Metal Detector and controllable physical barriers (i.e.

traffic barrier, electronic access, door shutters and gates.)
e. Where feasible and in coordination with the

local police, provide alarm and communication system tie-
up with the PNP.
e.1 Conduct periodic and regular check

up of alarm/communication system.
e.2 Train security guard to activate

alarm when warranted during actual
incident.
e.3 Develop a communication SOP

specifically on robbery hold-up
incident in accordance with the
company policies.
e.4 List of emergency hotlines are

updated and regularly disseminated.
f. Strictly implement rules and regulations

prohibiting the carrying of firearms and other deadly weapons
inside malls/commercial establishment and properly inform
the customers/shoppers through posters or other medium,
regarding its implementation.
f.1 Security guards shall use metal
detectors, electronic scanners
and other such instruments at the
entrance. All persons noticed to be
carrying firearms and other deadly
weapons must be stopped from
entering the mall/establishment.
f.2 Check for the authority of the

person(s) to carry firearm(s) (i.e.
Firearm license & PTCFOR for
civilians; Mission Order/Letter
Order/Memorandum Receipt for
law enforcement officers) and
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identification card. If without authority,

the person(s) must be arrested, call
the police and turn-over the firearm(s)
and the arrested person(s).
f.3 Provide secured firearms box at the

entrance/door for safekeeping of
stored/surrendered firearms and/or
other deadly weapons from clients
with the proper authority except
for PSG personnel securing the
President and PNP PSPG personnel
and licensed Protection Agents
securing VIPs.
f.4 Only those persons who have

subscribed with the above
requirements must be allowed to
enter the mall/establishment.
f.5 Properly record the name, address

and unit assignment of persons who
have firearms particularly those who
insist in bringing their firearms inside
the malls/business establishment
especially members of the PNP and
AFP.
f.6 Request immediate Police Assistance

in case of persons not subscribing to
above requirements and using force
and intimidation to enter the mall/
establishment.
f.7 Assist responding policemen in

effecting arrest of above-cited
persons if necessary.
g. Security education/training of private security

guards deployed in malls/ commercial establishments.
g.1 If feasible deploy as mall/commercial
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security guard, only those guards

who have passed die Commercial
Security Specialized Training Course
conducted by SAGSD accredited
Private Security Training Institution
and ensure the continuing education
of deployed guards on malls/
commercial security.
g.2 Conduct briefings/dry runs on

security preparedness and
simulation exercise on incidents such
as robbery hold-up, bomb threat/
incident, hostage taking, shooting
incident and crisis management in
coordination with the PNP.
h. Make available layout/floor plan of malls/

business establishments to the responding police units as
the need arises.
i. Intensify intelligence to assist the PNP.
Phase II — During the Incident
1. Put in effect crisis situation measures and

enforce emergency response procedures.
2. Transmit to appropriate authorities (PNP, superior

officers and mall authorities) the report on the incident to
include their exact location.
3. Alert all other guards to take strategic defensive

positions (strongpoint) outside the establishment wherein
responding policemen and security guards could position
and be ready to engage the criminals in firefight, as situation
warrants. Return fire in response to gunshots from the
attackers in accordance with the Doctrine of Self Defense
and Defense of Strangers.
4. Activate the alarm system only if it is safe to do so

not to cause panic to civilians, shoppers and mall customers.
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5. Advise mall customers and employees to stay

calm and ensure their safely at all times.
6. Take note of the physical description of the

robbers, look-outs and the vehicle used in the crime, and
the direction of their escape/withdrawal route.
7. Be guided by Security Service Operational

Procedure and use force only as last resort by virtue of the
Doctrine of Self-Defense and Defense of Strangers.
8. Utilize equipment in response to the Hit tuition

such as cameras, fire extinguishers and first aid kits.
9. Safety of the shoppers/customers shall be of

paramount importance.
Phase III — Post Incident
1. Assist the Police in preserving the crime scene

and in cordoning the area from onlookers, media and other
persons who are not involved in the investigation.
2. Provide the necessary assistance to the police

in the conduct of investigation and the prosecution of the
perpetrators.
IV. COORDINATING INSTRUCTIONS:

a. The ramification and mechanics of implement-
ation of the foregoing procedures shall be thoroughly
discussed to all concerned and shall be included in the
curriculum of Pre-Licensing and Refresher training
courses of all SAGSD-accredited Private Security Training
Institutions.
b. This Operational Procedures must be discussed

to all security personnel by security officers/supervisors
particularly before actual deployment.
c. Coordination with the nearest Police Station(s)

is a must.
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d. All subjects in a crime must be turned over

immediately to the police, including pieces of evidence.
e. The licensee/President/General Manager/Owner/

Operator of PSA, CGF and GGU must coordinate and
cooperate with their clients or administrators of properties
establishments during the resolution of incident.
IRENEO A BACOLOD, CEO VI

Director, CSG
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SUPERVISORY OFFICE FOR SECURITY
AND INVESTIGATION AGENCIES
MEMORANDUM
TO : All PSA/CSF/GSU/PDA General

Managers & Operations Managers
FROM : Chief, SOSIA
SUBJECT : Submission of Significant Reports
DATE : May 20, 2011

===========================================
1. References:
a) Section 1b, rule XIV of the

2003 IRR of RA5487,as
amended; and
b) Significant incidents reported in the

tri media.
2. It has been observed that there are significant

incidents, terrorism, crime incidents, acts
of heroism, honesty, etc. involving security
personnel that are not immediately reported
to this office. These incidents usually
reported by the media which must have to be
immediately acted upon by this office.
3. ITCON, reports of significant incidents

must reach this office thru fastest means of
communication as follows:
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a) Within the first six (6) hours

– thru SMS/Text (Attention:
SOSIA CP – 09222995438; AC,
SOSIA– 09185098247 and C, EMD –
09192141194);
b) Within twenty four (24) hours – Spot

Report with available details;
c) Within forty eight (48) hours –

investigation reports with complete
details based on police investigation
reports.
4. Non compliance with the aforestated shall

be penalized pursuant to Sec 9.a.1, Rule
XVII IRR with penalty stated in Sec 10 (a)
same rule.
5. For widest dissemination and be guided

accordingly.
SAMUEL B DICIANO
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SUPERVISORY OFFICE FOR SECURITY AND
INVESTIGATION AGENCIES
MEMORANDUM
FOR : RDs, PRO 1-13, ARMM & PROCOR

(Attn: Chief, SAGSS)
All PSAs, CGFs, GSUs
All Private Security Personnel
All Malls/Commercial Business Establishments’

Managers
All Malls/Commercial Business Establishments’

Chief Security Officers
(October 14, 2011)
ENHANCED SECURITY MEASURES ON MALLS &

OTHER COMMERCIAL ESTABLISHMENTS
1. References:
a) High-profile cases of shooting

incidents which transpired in malls;
b) SOP on the Prevention and Immediate

Actions During Robbery Hold- up
and other Major Crime Incidents in
Malls/Business Establishments; and
c) Coordinating Conference with
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PNPM-DO-DS-3-1-14
Malls/Commercial Business
Establishments Security Managers
and Chief Security Officers held on
September 22, 2011 at CSG, Camp
Crame, Quezon City.
2. Above references pertains to the recent shooting

incidents in malls which resulted to unnecessary loss of
lives. Apart from this is the blame which befell on the
Private Security Personnel manning the entrance/access
points and the Private Security Provider.
3. During the coordinating conference, a general

consensus by the attendees was agreed upon to adopt the
following security measures:
a) Increase in the number of security

personnel posted in entrance/access
points and organize them into one (1)
cohesive team to perform as Profiler
(observe the situation), lady guard
searcher (for female) and security
guard searcher (for male) In an
ingress (entrance) area, a minimum
of three (3) security personnel should
be deployed, one (1) lady guard and
one (1) male guard for frisking of
females and males respectively and
one (1) guard to observe or conduct
profiling.
b) Every thirty (30) minutes, the Profiler

may exchange functions with the
guards to give them breather.
c) A cycle of three (3) hours on and three

hours off (relieved by another team)
may be employed for the team to
recover/recharge from the pressures
and vagaries of being posted in
entrance areas. The outgoing team
shall be posted in light duties for
three hours.
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d) Adoption of the security measures

provided in the SOP which were
broken down into three (3) phases;
Preventive, During the Incident and
Post Incident Phases. The SOP
shall be discussed and disseminated
to all security personnel in these
establishments before actual
deployment and for total coordination
with the nearest PNP unit/station.
e) A thorough security survey be

conducted to malls/establishments to
enable the owners/mall managers to
know the number of security guards
to be deployed and what kind of
security equipment be installed and
utilized.
f) An honest to goodness employment

of functioning electronic equipment
(metal detectors, scanners, CCTV,
walk-through, etc) and canine teams,
as the need demands.
g) Organization of Mall Security

Management Association for a
regular coordinating conference for
exchanging ideas and best practices
on access control particularly those
dealing with vehicle inspection, body
frisking, and baggage inspection.
h) Instant communication/linkages with

the nearest PNP unit.
4. All Mall/Commercial Business Establishments’

Managers and Chief Security Officers are enjoined to
adopt and implement the above-stated security measures.
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5. Enhance training in emergency response

procedures specifically shooting incidents, armed robbery,
hostage taking, fire incidents and calamities.
6. For your information, guidance and compliance.
BUENAVENTRA M VIRAY JR
Police Senior Superintendent
OIC, SOSIA
“Client Satisfaction Guaranteed”
C#2/MyDocs/memos1/mannyruiz/PSSUPT JUNE M JAMOLO
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722-29-39
MEMORANDUM
TO: Philippine Federation of Specialized Canine

Service Providers, Inc.;
All Private Security Agencies Private Canine
(K9) Service Providers
GUIDELINES ON THE EMPLOYMENT/DEPLOYMENT

OF K9 TEAMS BY PRIVATE SECURITY AGENCY WHO
UTILIZED THE SERVICES OF PRIVATE CANINE (K9)
SERVICE PROVIDER
(November 17, 2011)
1. References:
a. Section 9, Rule VIII, 2003 IRR of RA

5487, as amended; and
b. Canine Reference
Manual Volume 1,
series of 2008.
2. Effective immediately, all Private Security

Agencies utilizing the services of Private Canine (K9)
Service Provider in the deployment of K9 teams are directed
to comply with the following requirements:
a. Submission of the Memorandum of

Agreement (MOA) between Private
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Security Agency and Private Canine

(K9) Service Provider to SOSIA;
b. Canine (K9) Service Provider

Certificate of Accreditation issued by
SOSIA;
c. K9 Team (Handler and Dog) should

be registered and accredited by
SOSIA; and
d. K9 dog should have an implanted/tag

microchip for its identification.
3. All documentary requirements should be

submitted to SOSIA (Attn: Security Canine Management
Division) prior to employment/deployment of K9 teams.
4. For your information and strict compliance.
TOMAS G RENTOY III, CEO VI

Acting Chief, SOSIA
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NATIONAL HEADQUARTERS,
OFFICE OF THE CHIEF, PNP
January 25, 2012
STANDARD OPERATING PROCEDURES

NUMBER 0125 – S2012
GUIDELINES IN CASES OF VEHICULAR ACCIDENTS,

TRAFFIC INFRACTION AND DURING CHECKPOINTS
INVOLVING COMMERCIAL ARMORED VEHICLES
SERVICING BANKS AND OTHER FINANCIAL
INSTITUTIONS
1. REFERENCES:
a. Republic Act 5487, as amended and
its IRR;
b. PNP Integrated Plan Against Bank

Robbery/Armored Van Hold-up; and
c. Joint Anti Bank Robbery Action

Committee (JABRAC) Agreement.
2. BACKGROUND:
The Philippine National Police, through the Civil

Security Group (CSG)- Supervisory Office for Security
and Investigation Agencies (SOSIA), recognizes the
need to establish and adopt a plan to discourage and
prevent would-be robbers of banks and commercial
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armored vehicles from carrying out their sinister plans.

One of the target hardening measures recommended by
the Bank Security Management Association (BSMA) and
Armored Security Association of the Philippines (ASAP),
through the Joint Anti Bank Robbery Action Committee
(JABRAC), is to establish procedures in handling incidents
of traffic violations, accidents and/or checkpoints involving
commercial armored vehicles.
3. PURPOSE:
To implement the Standard Operating Procedures

in the handling of commercial armored vehicles in cases
of traffic violations, accidents and in checkpoints to avoid
traffic jams, to prioritize the safety of the public in cases of
accident/s involving commercial armored vehicles, establish
operational security and to ensure that commercial
armored vehicles are not exposed to risks during these
situations.
4. SCOPE OF APPLICATION:
This SOP shall apply to commercial armored vehicles

deployed by Private Security Agencies (PSAs), Company
Guard Forces (CGFs) and Government Guard Units
(GGUs) providing armored vehicle guard services to banks
and other financial institutions. This shall be implemented
by the Philippine National Police in coordination with local
government units.
5. GUIDELINES:
a. Licensee/Operators/Owners of
PSAs, CGFs and GGUs providing
Commercial armored guard vehicles
services shall ensure that the driver
has two sets of photocopies of the
following documents contained in
appropriate envelopes:
For Traffic Violations and Accidents:
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1) Certificate of Registration
(CR);
2) Official Receipt (OR);
3) Insurance Policy;
4) Calling Card of the

Agency or Appropriate
Officer; and
5) Driver’s License.
For Checkpoints:
1) Duty Detail Order (DDO);
2) Bank and Armored Guard

License; and
3) Firearm’s License.
b. For easy identification, Licensees/

Operators/Owners of PSAs, CGFs
and GGUs providing commercial
armored guard vehicles to include
Bangko Sentral ng Pilipinas (BSP)
shall post identification markers in
paint or sticker on the commercial
armored vehicles covered by this
regulation. All covered commercial
armored vehicles shall have an
identifiable marker with control
number and with the design, color
and location marking as approved by
both associations and concurred by
the PNP through CSG-SOSIA, to wit:
1) Control Numbers Series 001

– 999 shall be for BSMA;
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2) Control Numbers Series

1000-9999 shall be for ASAP;
3) Control Numbers Series

10000-10500 shall be for
BSP.
6. PROCEDURES:
a. Involvement in Traffic Accidents:
1) Accidents resulting in damage

to property
(a) When the commercial

armored vehicle is
loaded, the driver
shall immediately
stop the vehicle and
politely explain to
the other party the
urgency to proceed
to their destination
and hand-over the
documents required
under Section 5
hereof through
the gun port. The
commercial armored
vehicle shall proceed
to the Traffic Division/
Section in the area
and settle the matter
after the delivery of its
load; and
(b) If the commercial

armored vehicle is not
loaded, the driver shall
immediately stop the
vehicle and settle the
matter with the other
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party. The driver

shall hand-over the
required documents
and advise the other
party to contact the
commercial armored
vehicle service
company and/or bank.
2) Accidents Resulting in Death

or Physical Injuries:
When a loaded commercial armored vehicle is

involved in a collision resulting in death or serious physical
injuries, the original position, or the final rest, of the colliding
vehicles should not be disturbed as it is indispensable in
a traffic investigation. Considering that immediate medical
attention to victim/s is paramount, the crew should endeavor
to bring them to the nearest hospital using any available
means of transportation, other than the involved commercial
armored vehicle. The said vehicle should only be used to
transport the victim/s if there is no other available vehicle.
The driver shall immediately call for police back-up to ensure
the security of the loaded commercial armored vehicle
pending conduct of traffic investigation.
b. Involving Traffic Violation:
1) When the commercial

armored vehicle is loaded, the
driver shall immediately stop
and hand-over the required
documents to the traffic officer
through the gun port without
alighting/disembarking from
the commercial armored
vehicle and explain politely
the urgency to proceed to their
destination. After the delivery,
the driver shall immediately
settle the traffic violation;
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2)
When the commercial
armored vehicle is not loaded,
the driver shall immediately
stop and submit himself for
proper investigation; and
3) The police/traffic personnel

shall ensure the safety of
the crew and the commercial
armored vehicle during the
investigation.
c. Checkpoint/s:
When flagged at a PNP/AFP checkpoint, the driver

should pull-over and communicate through the commercial
armored vehicle’s gun port and hand over the required
documents provided under Section 5 hereof. After checking
the completeness of the documents, the officer in charge of
the checkpoint should return the documents and allow the
safe passage of the commercial armored vehicle.
7. SANCTIONS:
Without prejudice to the filing of applicable criminal

action, any PSA, CGF and GGU commercial armored
vehicle provider found violating any of the above provisions
shall be held liable in accordance with the provisions of RA
No. 5487, as amended and its Implementing Rules and
Regulations.
8. REPEALING CLAUSE:
All SOPs, circulars, memoranda and directives
which are no longer applicable or those which are in conflict
with this SOP are hereby rescinded.
9. EFFECTIVITY:
This SOP shall take effect fifteen (15) days from

filing a copy thereof at the University of the Philippines Law
Center in consonance with Sections 3 and 4, Chapter 2,
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Book VII of Executive Order No. 292, otherwise known as

“The Revised Administrative Code of 1987”.
NICANOR A BARTOLOME, CSEE

Police Director General
Chief, PNP
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National Headquarters Philippine National Police
Civil Security Group
MEMORANDUM
TO: All Private Security Training Institutions

(PSTIs); All Private Security Training
Directors;
All Private Security Agencies, Private
Detective Agencies, Company Guards Units
Additional Guidelines in the Conduct of Mall/

Commercial Security Course (February 9, 2012)
1. References:
a. Amendment to the 2003 Revised

Implementing Rules and Regulations,
RA No. 5487 dated May 17, 2011
signed by Chief, PNP;
b. Private Security Training Board

Resolution 05-2011;
c. Recent crime incidents inside Malls;
d. Memo from TDO with subject TW G

Report re First Responders in the SM
Pampanga Shooting Incident dated
December 07, 2011; and
e. Police First Responders Course

Reference 2011.
2. This pertains to the approved Technical
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Working Group (TWG) Report dated

December 7, 2011 re First Responders in the
SM Pampanga Shooting Incident wherein
CSG, SOSIA was directed to adopt the
module on Emergency Medical Response
(Basic Life Saving Support) of the DHRDD-
prepared Program of Instruction (POI) for
the training of private security personnel,
with the provision of periodic refresher as a
requirement for the renewal of their licenses
to exercise profession.
3. In compliance thereto, all Private Security

Training Institutions (PSTIs) are hereby
directed to comply with the guidelines on
the POI of Resolution No. 05-2011 re- Mall/
Commercial Security Training Course
specifically module V of Emergency Medical
Response (Basic Life Saving Support) that
comprises the following items/subjects:
SUBJECT ALLOTED
SUBJECTS SPECIFIC TOPICS
DESCRIPTION TIME
INTRODUCTION/
1. Legal Reference
IMPORTANCE OF To enhance the
FIRST AID IN PRIVATE knowledge of private
2. Definition of First 30 mins
SECURITY PERSONNEL security personnel
Aid & its role in private
ROLE AS FIRST about first aid.
security personnel duty.
RESPONDER
1. Stress Debriefing The participants will

be able to learn how
STRESS MANAGEMENT 30 mins
2. Coping with to overcome stressful
Traumatic experience. situation.
1. First Aider’s Safety

& Security. The participants are
expected to be aware
SCENE SIZE- UP/CHAIN 30 mins
2. Knowing the pattern of his/her personal
OF SURVIVAL/ BSNNR
of victim’s survival. safety before giving

first aid after the end
3. Personal Protection of the lecture.
and force multipliers
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SUBJECT ALLOTED
DESCRIPTION TIME
In this block the
1. Knowing the participant will learn
basic observation of the basic procedure
ABC/RAPID TRAUMA
Airway, Breathing and in checking the 30 mins
ASSESSMENT
Circulation victim’s level of

2. Assess the victim consciousness,
with injuries. condition, and extend
of injuries.
ARTIFICIAL 1. The proper The participants will

RESPIRATION WITH application of mouth to learn how to apply
2 hrs
RETURN mouth resuscitation to kiss of life, and ways
DEMONSTRATIONS child and adult. of protecting one self.
1. The proper way of

The participant will
checking prior to giving
CARDIO PULMONARY have the knowledge
of CPR.
RESUSCITATION and skill in providing 2 hrs
(CPR) WITH RETURN CPR to a victim, with
2. The easy way to
DEMONSTRATION method they can
give CPR for private
easily understood.
security personnel.
1. Kinds of wounds
In this block the
SOFT TISSUE INJURIES/ participants will learn
2. Chest wound 2 hrs
BLEEDING CONTROL/ to identify the different

TRAUMATIC CHEST wounds and other
3. First Aid
WOUND/OTHER emergencies, and

EMERGENCIES how to render first
4. Snake & dog bites
aid to such wounds/
emergencies.
5. Other Emergencies
The participants will

1. The role of private
MOTORCYCLE learn the proper care
security personnel in a
ACCIDENT and extrication of 2 hrs
motor vehicle accident,
MANAGEMENT victim from vehicles
especially motorcycle.
and motorcycle.
The participant
EMERGENCY
will able to learn
EXTRICATION 1. Different kinds of
the proper way of
(BASIC & TACTICAL) lift, carry, and drag with 2 hrs
extrication of victim,
W ITH RETURN tactical concept.
and also to perform
DEMONSTRATION
such extrication.
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SUBJECT ALLOTED
DESCRIPTION TIME
At the end of the

1. To learn the
lecture the participant
technique s of sorting
MASS CASUALTY will learn how to
victim, and prioritizing 2 hrs
INCIDENT/TRIAGE prioritize those who
them prior to treatment
need immediate
and evacuation.
medical attention.

FIRST GRADED be able to practice
Vehicular accident 2 hrs
SCENARIO what they learned in a
simulated scenario.

SECOND GRADED be able to practice
Bombing Incident 2 hrs
SCENARIO what they learned in a
simulated scenario.
4. This Memo-Directive shall take effect March

1, 2012.
5. For widest dissemination and strict

compliance.

Acting Chief, SOSIA
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SUPERVISORY OFFICE FOR SECURITY AND
INVESTIGATION AGENCIES
MEMORANDUM
TO : National & Regional PADPAO Offices

All PSAs, CGFs, GSUs
All Private Security Personnel
TARGET HARDENING AND SECURITY

MEASURES FOR IMPLEMENTATION IN MALLS,
COMMERCIAL ESTABLISHMENTS AND CRITICAL
INFRASTRUCTURES
(February 22, 2012)
1. References:
a) HEBSAIII guidance during the

February 13, 2012 meeting with the
PNP;
b) LOI SIYASAT/AGI-ORSITE
Inspection on PSAs/CGFs/GGUs
and security personnel; and
c) SOSIA Memoranda pertaining to the

above subject.
2. It is the desire of HE President BENIGNO

S AQUINO III which he stated during his
meeting with the PNP to ensure target
hardening and institute stringent security
measures to vulnerable targets such as
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malls, commercial establishments and critical

infrastructures (i.e. power generating plants,
water system, transport systems, etc). Other
possible targets are places frequented by
foreigners such as airports, seaports, hotels,
embassies, places of worship and other
places of convergence.
3. To ensure that the probability of terrorist/

criminal attacks is minimized if not totally
eradicated, SOSIA shall continue conducting
operational readiness inspections to posted
security personnel and inspect/review their
security plans being implemented and other
security measures suitable to their respective
establishments.
Likewise, SOSIA will initiate

the organization of Mall/Commercial
Security Managers Association with all
concerned enjoined to become members
of the association to unite their efforts and
harmonize security measures which will
include the following:
a) All private security

stakeholders/personnel are
directed to take necessary
counter-measures by
ensuring the safety and
security from possible terrorist
attacks.
b) Security personnel shall
monitor movement of people
and conduct thorough
inspection of bags, baggage
and the likes which can
contain bomb/bomb
ingredients. The use of metal
detectors/scanners, canine
units and other state of the
art/electronic gadgets to
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PNPM-DO-DS-3-1-14
strengthen the security of

these establishments is highly
encouraged.
c) Security personnel must be

alert of the movement of
suspicious looking persons
and vehicles especially those
observed to have parked
for a long period of time in
establishments they are
securing as same maybe
look outs of robbers or
robbers themselves casing
their would-be victims. Those
posted at car parks or parking
areas of establishments must
see to it not to allow drivers/
occupants to stay inside
vehicles especially while the
engine is running. Additionally,
security service providers
must coordinate with the
establishments’ management
in the enforcement of these
security measures.
d) Above all, security personnel

shall always observe
utmost courtesy. Further, all
private security personnel
are enjoined to coordinate/
contact the nearest police
unit for assistance should
the situation warrants and all
incidents should be reported
to this Office immediately
using the available fastest
means of communication or
through the following SOSIA
Contact Numbers:
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a. Tel Nr – 723-0401
(loc 4528/4318) / 722-
2939

b. CP Nr 0922-3981242

c. SOSIA Website:
www.sosia.org.ph
4. For your information, guidance and

compliance.

Acting Chief, SOSIA
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PRIVATE SECURITY TRAINING BOARD

RESOLUTION NO. 05-2011
PROVIDING THE PRESCRIBED PROGRAM OF

INSTRUCTIONS FOR MALL/COMMERCIAL
SECURITY TRAINING COURSE FOR SECURITY
PERSONNEL ASSIGNED IN MALLS COMMERCIAL
ESTABLISHMENTS
WHEREAS, the Private Security Training Board was

created to continuously enhance, upgrade, evaluate and
prescribe Program of Instructions and subjects; for security
training courses;
WHEREAS, the Board is composed of the uniformed

personnel and Police Non-Commissioned Officers of the
Private Security Training Division, SOSIA, representatives
from PARSTS, FISOP, PADPAO with the Chief, SOSIA as
the chairman;
WHEREAS, the Specialized Training Programs and

Courses other than those described in other categories
designed at developing at previously gained skills and
knowledge and/or designed at developing current skills and
knowledge to suit identified future applications as pursuant
to Section 5c, Part I, Rule XI, IRR of RA 5487;
WHEREAS, the Board agreed that there is a

need to formulate the Program of Instruction (POI) for
Commercial Security Training pursuant to Sec (1) item (3)
of Memorandum Circular 2009-02 re-Policy Guidelines and
Procedures on Specialized Security Courses it has included
the Mall/Commercial Security Services;
NOW THEREFORE, the Board in the exercise of its

functions under Part (4) Section 21 Rule XII of the 2003
IRR of RA 5487 has resolved to adopt and promulgate the
following guidelines:
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Section 1. The Board designed the nature

of this POI to be proactive rather than
reactive to improve the Commercial Security
Services and will be one of the requirements
in applying an accreditation to conduct the
said course;
Section 2. The Board convened that this

Commercial Security Training Course shall
be a prerequisite among others, for the
category of mall/commercial guard license;
Section 3. The Board recommends the

Program of Instructions for Commercial
Security Training Course for implementation
to all Private Security Training Institute
accredited to conduct this course.
PROGRAM OF INSTRUCTIONS
SPECIALIZED COURSE
MALL/COMMERCIAL SECURITY OPERATIONS
NUMBER
MODULE SUBJECT SCOPE OF INSTRUCTION OF HOURS
• What is a Mall and Other

Commercial Places,
definition of terms
• Nature of the mall
Overview of the services
Mall and Other • Philosophy of mall 4 Hours
MODULE I Commercial Place as security (guards/
a Vital Installation detectives)
• Mall security
enforcement procedures
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NUMBER
• Introduction to
hospitality, customer
service/relation/ values
formation
• Who are the customers
of mall security
personnel
Mall Security • Mall customers
Courtesy and expectation from the
MODULE II security personnel 12 Hours
Discipline
• Proper handling of
difficult and angry
guests/customers and
the manner on catering
to their complaints
• Mall security disciplinary
action/procedural
standards
• Personal hygiene and
sanitation
MODULE Character • Grooming/appearance
8 Hours
III Development • Proper decorum
• Ethical standard of a
mall security personnel
• Introduction on Flow
Chart of Mall Security
Procedures from Entry
of Customers to the Exit 12 Hours
and its description and (lecture)
rationale
MODULE Flow Chart on Mall • Manner on proper
IV Security Procedures frisking and search on
the person and their 10 Hours
belongings (practical
• Practical and Field exercises)
Exercises to the malls
and other commercial
places
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NUMBER
• Fire Incidents
• Bomb threats
(lecture)
• Medical emergency
• Death related incidents
procedures
Emergency • Civil disturbance
Preparedness/
MODULE V • Handling unruly persons
Response guests or customers
Procedures
• Shooting Incident
• Earth Quake 10 Hours
(practical
• Flood exercises)
• Armed Robbery Incident
• Hostage Situation
TOTAL NUMBER OF HOURS 66 Hours
Section 4. Penalty Clause: Any violation

of this resolution shall be classified as less
grave offense pursuant to sections 9 and 10
Rule XVII, IRR of RA 5487 2003 as amended
and;
Section 5. Separability Clause: If any

provision of this resolution or the application
of such provision to any circumstance is held
invalid, the remainder of these rules shall not
be effected thereby.
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Section 6.Effectivity Clause: These rules

shall take effect immediately after publication
in the official gazette or in a newspaper of
general circulation as provided by the Civil
Code, as amended by EO No. 200.
ADOPTED THIS _______ day of

____________, 2011 at Camp Crame, Quezon City.
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JOINT DOLE-PNP-PEZA GUIDELINES

IN THE CONDUCT OF PNP PERSONNEL, ECONOMIC
ZONE POLICE AND SECURITY GUARDS, COMPANY
SECURITY GUARDS AND SIMILAR PERSONNEL
DURING LABOR DISPUTES
In order to promote public interest and safety,

industrial peace and stability, and to ensure that the right
to peaceful picketing, strikes and concerted activities
by workers and lockout by employers Is respected at all
times, this Guidelines is hereby prescribed to govern the
official conduct or all members of the Philippine National
Police (PNP), Economic Zone Police and security guards,
company security guards and similar personnel during labor
disputes, including the necessary coordination with other
concerned relevant government agencies.
GENERAL POLICY
It is the understanding by the parties that labor

disputes are within the sole jurisdiction of the Department
of Labor and Employment (DOLE) and/or through its
appropriate agencies pursuant to the Labor Code, as
amended, while matters involving peace and order are under
the exclusive Jurisdiction of the Department of Interior and
Local Government (DILG) through the Philippine National
Police (PNP) pursuant to Republic Act No. 8551, or the
“Philippine National Police Reform and Reorganization
Act of 1998”, and within the economic zones, the mandate
to ensure peace and order is lodged with the Philippine
Economic Zone Authority (PEZA) through the PEZA Police
and Security Guards as provided in Republic Act No. 7916,
or the “Special Economic Zone Act of 1995”.
Further, it is understood that all labor and employment

cases shall be governed by the Single Entry Approach
prescribing a 30-day mandatory conciliation-mediation
services pursuant to DOLE Department Order 107-10,
Series of 2010, issued by virtue of Section 3, Article XIII of
the 1987 Constitution on the preferential use of voluntary
modes of dispute settlement. Article 211 of the Labor Code,
as amended, the Alternative Dispute Resolution (ADR)
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Act of 2004 and Executive Order No. 523 instituting the

use of ADR for speedy resolution of all disputes before all
administrative bodies of the Executive Department, and
TIPC Resolution No. 3, Series of 2010.
It is also a generally accepted principle that labor

disputes have peace and order implications; therefore, there
should be close coordination between and among DOLE,
PNP, and PEZA as prescribed in the following Guidelines:
DEFINITION OF TERMS
The terms used in these Guidelines shall mean:
a. “Company Security Guard” refers to

company security guard posted or assigned
by a licensed company security force of the
client-company or locator in the economic
zone.
b. “Economic Zone Police” refers to employee

of PEZA clothed with police authority and
in charge of the peace and order and the
enforcement of laws, rules and regulations
inside the PEZA economic zone.
c. “PEZA Security Guard” refers to security

guard of the private security agency
contracted by PEZA and deployed to the
PEZA economic zone.
d. “Private Security Guard” refers to any person

posted by a licensed private security agency
to client-company or locator in the economic
zone.
e. “Similar Personnel” used herein in relation to

security guards, refers to an employee of the
private security agency entrusted to oversee,
supervise or exercise similar functions
performed by security guards to the client-
employer or locator in the economic zone.
152 RESTRICTED
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f. “Strike area” refers to the establishment,

warehouse, depots, plants or offices,
including the sites or premises used as
runaway shops of the employer struck
against, as well as the immediate vicinity
actually used by picketing strikers in moving
to and from before all points of entrance to
and exit from said establishment.
g. “Labor Dispute” refers to any controversy

or matter concerning terms or conditions
of employment or the association or
representation of persons in negotiating,
fixing, maintaining, changing or arranging
the terms and conditions of employment,
regardless of whether the disputants stand
in the proximate relation of employer and
employee.
REQUEST FOR PNP/ECONOMIC ZONE POLICE/

PEZA SECURITY GUARDS ASSISTANCE DURING
LABOR DISPUTES
Any request for PNP/Economic Zone Police/PEZA

Security Guards assistance made by DOLE and/or its
appropriate agencies shall be in writing, specifying the
acts to be performed or conducted by PNP/Economic Zone
Police/PEZA Security Guards, and shall be addressed to:
a. For PNP Assistance - PNP Regional Director

or the City Police Director in the case of highly
urbanized cities, or the Provincial Director in
the case of municipalities and component
cities.
b. An Economic Zone Police/PEZA Security

Guards Assistance – Head/ Responsible
Officer of the concerned Economic Zone
Office. The PEZA Security Guards referred
to in these Guidelines shall act as agents of
persons in authority in the enforcement of the
Labor Code inside the zones during strikes,
RESTRICTED 153
PNPM-DO-DS-3-1-14
lockouts or labor disputes in the economic

zone.
Any request for PNP assistance by the parties to

the labor dispute, including those within the economic zone,
shall likewise be in writing and shall be coursed through
the DOLE and/or its appropriate agencies or through PEZA.
In case of actual violence, the PNP or PEZA can

respond during strike, lockout or labor disputes even without
the written request from DOLE.
In economic zones, labor or management may

request in writing the Economic Zone Office for zone police
assistance. The Economic Zone Office shall coordinate with
the DOLE and/or its appropriate agencies of such request.
SERVICE OF LAWFUL ORDERS/WRITS

ISSUED BY DOLE, COURTS OR DULY CONSTITUTED
AUTHORITIES
The service of lawful Order/Writ issued by the DOLE

is the primary concern of the DOLE’s duly authorized
representative and/or sheriff. Before service of the Order/
Writ, the DOLE representative and/or sheriff shall:
Coordinate and dialogue with the leaders of the

workers and the representatives of management and
explain the nature and content of the Order/Writ to be
enforced including possible consequences of any defiance
thereto;
Coordinate with PNP when violence is imminent;
In economic zones, coordinate with the concerned

Economic Zone Office for the orderly and peaceful
Implementation of the Order/Writ.
Where PNP assistance is sought in the service of

the Order/Writ issued by courts or other duly constituted
authorities in relation to or arising out of labor disputes, it
shall be the duty of the PNP to observe this Guidelines and
154 RESTRICTED
PNPM-DO-DS-3-1-14
to coordinate with the DOLE and/or its appropriate agencies

of the service of the Order/Writ.
PEACE-KEEPING ASSISTANCE
The involvement of PNP personnel during strikes,

lockouts and labor disputes in general shall be limited to
the maintenance of peace and order, enforcement of laws,
and implementation of legal orders of the duly constituted
authorities.
A PNP peace-keeping team shall be assigned in a

picket/strike/lockout area when requested in writing by the
DOLE or PEZA, and subject to the following conditions:
a. The Peace Keeping Team shall stay at least

50 – meter radius away from the picket,
strike, lockout area. In case the 50 – meter
radius includes a public thoroughfare, traffic
police shall ensure the free flow of traffic.
b. In the exercise of their peace-keeping

functions, members of the team shall at all
times be in proper uniform, without lethal
weapons and firearms, and with properly
displayed nameplate. They shall:
Exercise maximum tolerance and

when called for by the situation or when all
other peaceful and non-violent means have
been exhausted, may employ as a last resort
only such means as may be necessary
and reasonable to prevent or repeal an
aggression;
Observe courtesy and strict neutrality,

bearing in mind that the parties to the labor
dispute are not their adversaries but their
partners in the quest for industrial peace and
human dignity;
RESTRICTED 155
PNPM-DO-DS-3-1-14
Not deliberately inflict any physical

harm upon strikers and/or picketers or any
person involved in the strike/lockout;
Not fraternize with any of the parties

involved in the controversy, and shall not
accept any invitation from management
personnel or union officials/personnel
involved in the controversy;
Ensure that the strike-bound area is

a gun-free zone, to include civilians and
police personnel; and;
In the economic zones, Zone Police and PEZA

Security Guards peace-keeping team may be formed to
ensure peace and order during strikes, lockouts or labor
disputes. They shall likewise observe the above conditions
governing the engagement of PNP peace-keeping team,
except the provision on maintaining the 50-meter distance
from the picket/strike/lock-out area.
TECHNICAL WORKING COMMITTEE
A Technical Working Committee (TWC) composed

of the DOLE, PEZA and PNP shall be created to ensure
compliance with this Guidelines. The TWC shall be headed
by the DOLE Undersecretary for Labor Relations with the
following as members: National Conciliation and Mediation
Board (NCMB), National Labor Relations Commission
(NLRC), PEZA, and PNP. The Department of Interior and
Local Government Peace and Order Unit shall be invited
as member. The NCMB, NLRC and the Bureau of Labor
Relations (BLR) shall act as the Secretariat of the TWC. The
TWC shall meet regularly to monitor, coordinate, assess,
and address concerns/issues/problems arising from the
implementation of this Guidelines. In the exercise of its
functions, the TWC shall promote full respect for workers’
right to freedom of association and, in economic zones,
shall ensure that the Industrial Relations Office’s proactive
mechanisms and processes are operational.
156 RESTRICTED
PNPM-DO-DS-3-1-14
DOLE INTERAGENCY COORDINATING AND

MONITORING COMMITTEE
The DOLE Secretary may set up an Inter-agency

Coordinating and Monitoring Committee (ICMC) at the
national and local levels, composed of the DOLE, NCMB,
NLRC and were feasible, PEZA/Ecozone, Regional
Tripartite Industrial Peace Council/Industry Tripartite
Council representatives, the local government unit and the
PNP, whenever there is a potential or actual strike or lockout
to ensure coordination between and among concerned
agencies, and maintain an open line of communication with
the representatives of management and the union or
workers to ensure observance of laws and regulations.
The ICMC may develop a tripartite social accord

to govern the conduct of all parties involved in the labor
disputes, which may contain the following:
a. Enforcement of non-entry of scabs or

individuals to replace strikers;
b. Enforcement of free ingress from and egress

to employer’s premises;
c. Where the company involved in a strike

or lockout is located inside a mall, hotel or
premises of a business enterprise, a decent
and reasonable space for peaceful picketing
and for strike/picket paraphernalia shall be
designated. Such space shall be respected
by the owner/s of the establishment, tenant/s;
clients/costumers and the security guards/
personnel of the establishment/ tenant/s;
d. The strike/picket paraphernalia are safe from

any undue destruction; and/or
e. The duty/responsibility of the union to lift

the picket/strike after a lawful order, and
dismantle and remove the picket/strike
paraphernalia from the area.
RESTRICTED 157
PNPM-DO-DS-3-1-14
ARREST, SEARCHES and SEIZURES
Pursuant to the Constitutional guarantee on the right

of the people to be secured from unreasonable searches
and seizures, no search or arrest arising from labor dispute
shall be made except through a valid court warrant. Further,
Circular No. 15, Series of 1982 and Circular No. 9, Series of
1986, issued by the Department of Justice require fiscals
and other government prosecutors to first secure clearance
from the DOLE and/or the Office of the President “before
taking cognizance of complaints for preliminary investigation
and the filing in court of the corresponding information
of cases arising out of or related to a labor dispute,”
including cases with “allegations of violence, coercion,
physical injuries, assault upon a person in authority
and other similar acts of intimidation, obstructing the free
ingress to and egress from a factory or place of operation of
the machines of such factory, or the employer’s premises”.
In case of arrests made without a warrant by a

public officer or private person on the basis of his/her
knowledge that a crime or offense shall be committed. Is
being committed, or be committed, as provided in Section
5, Rule 113 of the Rules of Court, or in case of obstruction
to public thoroughfares or ingress to and egress from
employer’s premises, or possession of deadly weapons
(such as knives, bolos, blunt or pointed instruments) in
violation of Batas Pambansa Bilang 6, or possession of
firearms or explosives in violation of Presidential Decree
No. 1866, as amended by Republic Act No. 8294, the
person arrested shall be delivered to the nearest police
station and accordingly be charged in court.
The arresting officer shall notify the DOLE within

twenty-four hours after the arrest was made.
Any person who is not a worker of the company/

business establishment on strike but has joined the striking
workers in their picket or strike shall be treated by the law
enforcers in the same manner as the strikers/picketers.
158 RESTRICTED
PNPM-DO-DS-3-1-14
ROLE OF COMPANY SECURITY GUARDS AND

SIMILAR PERSONNEL
Pursuant to Sections 1, 2 and 3 of Rule XVIII of the

2003 Implementing Rules and Regulations of Republic Act
No. 5487 or the “Private Security Agency Law”, the following
shall be observed by company security guards and similar
personnel of the private security agency during picket/
strike/lockout:
Private Security Personnel
a. All private security personnel in direct

confrontation with strikers, marchers, or
demonstrators shall not carry firearms. They
may, at best, carry only night sticks [batuta]
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.
b. Private security personnel shall avoid direct

contact, either physically or otherwise, with
the strikers.
c. Private security personnel shall stay only

within the perimeter of the installation which
they are protecting at all times.
d. Private security personnel, in protecting

and securing the assets and persons of
their clients, shall use only sufficient and
reasonable force necessary to overcome
the risk or danger posed by strikers or hostile
crowds.
e. Private security personnel shall refrain from

abetting or assisting acts of management
leading to physical clash of forces between
labor and management. These hostile acts
RESTRICTED 159
PNPM-DO-DS-3-1-14
include breaking of the strike; smuggling

in of scabs and preventing strikers from
conducting peaceful pickets.
f. Private security personnel shall not enforce

the provisions of the Labor Code, as
amended, pertaining to strikes/lockouts.
Private Security Agencies/Company Security Force

Chief Security Officers
a. Upon declaration of a strike, or upon the

establishment of a picket line or mass
action at the vicinity of a firm/establishment,
the Detachment Commander or the Chief
Security Officer of the company guard force,
shall immediately collect all firearms of the
guards in direct or about to have a direct
confrontation with the crowd and deposit
these firearms in their vault; or reissue these
firearms to other private security personnel
not issued firearms but assigned to and
performing guard duties away from and not
visible to strikers or the crowd as may be
required by the circumstances.
b. The Detachment Commander or Security

Director shall account for all the firearms in a
logbook.
c. In instances where there Is no Detachment

Commander or Security Director, as in a
compound where there are only a few guards,
the agency operator or Security Officer in
the case of company security forces, shall
immediately be informed by the guards of the
declaration of strike or about the approach of
strikers or a crowd; whereupon the agency
operator/security officer shall immediately
assess the situation and take appropriate
action to forestall violence, but at the same
time insuring security of the premises.
160 RESTRICTED
PNPM-DO-DS-3-1-14
d. The Detachment Commander or Security

Director shall maintain constant contact
with the management and If he notices or
observes the strikers or the crowd to be
up to something unlawful, or are clearly
violating the provisions of the Labor Code,
as amended; the Revised Penal Code and/
or local ordinances, this information shall be
reported to the Commander of the Peace
Keeping Force for his appropriate action.
e. If it becomes unavoidable for private security

personnel to talk to strikers or member of the
crowd, only the Detachment Commander
or Security Director shall talk to the leader
or leaders of the strikers or crowd. What
transpires in this dialogue shall be reported
to the management immediately. At no
instances shall private security personnel
negotiate with the strikers or unfriendly crowd
in relation to the labor-management dispute.
This is a function of management.
f. If the situation worsen or becomes untenable

for the private security personnel to cope with,
the Detachment Commander or Security
Director, the guard on post, shall immediately
advise the management to request for PNP
security assistance.
g. The Detachment Commander and Security

Director shall publish emergency telephone
numbers (Police, Fire, Hospital) at all guards
posts and detachments.
Inter-relationship between Private Security

Personnel and members of the PNP
Private security personnel are always subordinate
to members of the PNP on matters pertaining to law
enforcement and crime prevention. They cannot enforce
any provision of the law except in executing citizen’s arrest
RESTRICTED 161
PNPM-DO-DS-3-1-14
and/or conducting initial investigation or a commission of a

crime. In such case, any arrested person shall be turned
over immediately to the nearest PNP unit/station.
Criminal investigation is the responsibility of the

PNP. All results of initial investigation conducted by private
security personnel and all evidence gathered by them
shall be turned over to the PNP unit/station concerned as a
matter of course without delay.
Responsibilities of Private Security Personnel:

i. 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.
ii. Private security personnel are authorized

and empowered by law to act as such and
in the manner prescribed by the Chief PNP
on within their specifically assigned areas to
be secured, as provided for in the contract
between the client and the private security
agency, and, in the case of company security
services, as specifically stated in their
private security firm licenses.
Acts or omissions of private security personnel

arising out of or in connection with the implementation of
this Guidelines shall be proceeded in accordance with the
2003 Implementing Rules and Regulations of Republic Act
5187, as amended, and PNP Memorandum-Circular 2008-
001 “Revised Rules in the Investigation in the Administrative
Cases Involving Security and Training Personnel, Security
Agencies and Training Institutions”:
Any complaint may be filed with the Complaint and

Investigation Section, Supervisory Office and Security
Investigation Agencies (SOSCIA), PNP-Civil Security Group
(CSG), for acts or omission committed in the National Capital
Region. In all other cases, the complaint shall be filed with
the PNP-Regional Firearms, Explosives, Security Agencies
162 RESTRICTED
PNPM-DO-DS-3-1-14
and Guards Section (FESAGS) where the complainants’

workplace or the respondents’ principal office is located.
The filing of any administrative action shall be

without prejudice to the filing of civil and criminal complaints
when appropriate.
ADMINISTRATIVE REMEDIES
Any violation/s of this Guidelines shall be dealt with

as follows:
a. PNP - Acts or omission arising out of or in

connection with their participation in the
implementation of this Guidelines shall be
processed and resolved in accordance with
the provisions of Republic Act No. 8551, or
the “Philippine National Police Reform and
Reorganization Act of 1998”. Accordingly, all
complaints/reports of violation/s against any
personnel of the PNP shall be filed before the
PNP- Internal Affairs Service for investigation
and conduct of summary hearings.
The filing of the complaint or report is

without prejudice to the power or authorities
of me PNP – IAS, MOTU PROPIO conduct
investigation on the following cases:
Incidents where a police personnel

discharges a firearm;

Incidents where evidence was
compromised, tampered with, obliterated, or
lost while in the custody of police personnel;
Incidents where a suspect in the

custody of the police was seriously injured;
and;
Incidents where the established rules

of engagement have been violated.
RESTRICTED 163
PNPM-DO-DS-3-1-14
Any complaint by a natural or juridical person

against any member of the PNP may also be brought before
the National Police Commission (NAPOLCOM), Chief of
Police, Mayors, Women’s and Children’s Protection Desks
in all police stations, the People’s Law Enforcement Boards
(PLEBs).
Any government official or supervisor, or officer

of the Philippine National Police or that of any other law
enforcement agency shall be held accountable for “neglect
of duty” under the doctrine of “command responsibility”
if he/she has knowledge that a crime or offense shall be
committed, is being committed, or has been committed by
his/her subordinates, or by others within his/her area of
responsibility and, despite such knowledge, he/she did not
take preventive or corrective action either before, during or
Immediately after its commission.
Economic Zone Police/Personnel - Complaints

against economic zone police/personnel shall be acted
upon in accordance with the PEZA Law and Civil Service
Rules.
DOLE Personnel - Complaints shall be processed

in accordance with the DOLE Manual on the Disposition of
Administrative Cases and Uniform Rules on Administrative
Cases in the Civil Service.
The foregoing shall be without prejudice to the

filing of civil or criminal actions, which could be separately,
alternately, simultaneously or successively initiated before
the appropriate courts for violation of the provisions of the
Revised Penal Code, specifically Titles 2 and 7, on Crimes
Against the Fundamental Laws of the State and Crimes
Committed by Public Officers, respectively; or for violation
of Republic Act No. 3019, or the “Anti-Graft and Corrupt
Practices Act”; or under Republic Act No. 6713, or the
“Code of Conduct and Ethical Standards for Public Officials
and Employees”.
164 RESTRICTED
PNPM-DO-DS-3-1-14
REPEALING CLAUSE
The provisions of the 26 August 1997 Guidelines In the

Conduct of PNP Personnel, Private Security Guards and Company
Guard Forces During Strikes, Lockouts and Labor Disputes in
General, and all guidelines, rules and regulations inconsistent
herewith are hereby superseded.
EFFECTIVITY
This Guideline shall take effect immediately upon

publication in a newspaper of general circulation.
For the Philippine Economic Zone Authority
RESTRICTED 165
PNPM-DO-DS-3-1-14
REFERENCES
1. 2003 Revised Rules and Regulations Implementing

Republic Act No. 5487 “AN ACT TO REGULATE THE
ORGANIZATION AND OPERATION OF PRIVATE
DETECTIVES, WATCHMEN OR SECURITY GUARD
AGENCIES”
2. Philippine National Police Manual (PNP Operational

Procedures) series of March 2010;
3. Philippine National Police Manual on Mall Security by the

Civil Security Group (CSG) and the Supervisory Office for
Security and Investigation Agencies (SOSIA)
4. Canine Reference Manual Volume 1, series of 2008;
5. Metro Gaisano Security Standard and Operations

Procedures;
6. Ayala Land, Inc Security Policies and Procedures;
7. Allied Barton Security Services Manual;
8. Security Best Practices for Industrial and Medical Devices

by Marc Brown, Vice President Tools and Marketing
Operations, Wind River;
9. Philippine National Police Handbook PNPM-DO-DS-3-13,

Handbook on Personal Security for Candidates of Elective
Positions, January 2013
10. Security Journal by Capt. Joel Jesus M. Supan, PN (Ret)
11. Materials Logbook by Capt. Joel Jesus M. Supan, PN (Ret)

12. http://www.nidirect.gov.uk/how-cctv-is-used-in-the-
community
166 RESTRICTED
PREPARATION COMMITTEE

PDIR RICARDO C MARQUEZ The Director for Operations
PCSUPT MIGUEL C ANTONIO JR Deputy Director for Operations
PCSUPT CORNELIO N BARRIOS Executive Officer
PCSUPT JONATHAN FERDINAND G MIANO Chief, NOC

PSSUPT WILBEN M MAYOR Spokesperson of the CPNP
PSSUPT ERIC S REYES Assistant Chief, NOC
PSSUPT BENIGNO B DURANA JR Chief, Law Enforcement Div
PSSUPT EUGENIO B PAGUIRIGAN Chief, Public Safety Div
PSSUPT DENNIS L BASNGI Chief, Internal Security
Operations Div
PSSUPT NESTOR M BERGONIA Chief, Special Operations Div
Secretariat
PSSUPT VALERIANO T DE LEON
Chief, Statistics and Reports Division / Head Secretariat
NUP Gina D Graza NUP Mary Ann L Tiukinhoy
NUP Annalyn B Cruz NUP Katrina C Mabingnay
NUP Hericka Joy T Delfin NUP Corazon G Buere
NUP Shirley DL Besande NUP Jeannevive C Carag
NUP Simonette DR Ramirez NUP Norberto C Ferrer
NUP Melloraine R Madayag NUP Ariel DG Amit
Resource Persons
PDIR GIL C MENESES
Civil Security Group (CSG)
PCSUPT TOMAS G RENTOY III
Supervisory Office for Security and Investigation Agencies (SOSIA)
PCSUPT TOM T BAÑAS
Human Rights Affairs Office (HRAO)
PSUPT LUIS MARIA T PASCUAL
OCPNP
Published by:
Philippine National Police
2014

Mall Security Manual: Philippine National Police Handbook PNPM-DO-DS-3-1-14

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PHILIPPINE NATIONAL POLICE HANDBOOK

Directorate for Operations

I commend the Philippine National Police as well as the editorial

For years, our police organization has been following a set of

With the newly-modified PNP Manual on Mall Security, security

Among the essential features of the revised manual is the mandatory

The original publication initiated by the Civil Security Group (CSG)

The unfortunate incidents that transpired recently in some shopping

Ipagpatuloy natin ang pag-aalay ng serbisyong masigasig at

ALAN LA MADRID PURISIMA

The challenges in Mall Security have continuously evolved

COL. VALENTINE T. HIZON (PN) M (RET)

RICARDO CORNEJO MARQUEZ

RICARDO CORNEJO MARQUEZ

Chapter 1 – General Principles of Mall Security .............1

Section 1 - Mall Security

Chapter 2 – Target Hardening Measures .........................10

Section 1 - Information Gathering

Chapter 3 – Standard Response Procedures ..................21

Section 1 - Theft /Shoplifting

Chapter 4 – Best Practices in Mall Security.......................53

Section 1 - Eleven General Orders for

Chapter 5 – Recording and Reporting Formats and

Section 1 - Incident Report

GENERAL PRINCIPLES OF MALL

Principles of security are tried and proven theories,

This is the time our own acumen as security

Even with these measures, we acknowledge that

Use these principles as practical guides in improving

Section 1 – Mall Security

1.1 What is Mall Security?

It is the degree of protection against danger, loss,

1.2 Principles of Mall Security

a. “There is no impenetrable barrier.” A

The moment a security manager

b. “Confidentiality, Integrity and

1) Confidentiality means only the people

2) Integrity means making sure that the

3) Availability means making sure that

d. “When people are alone, they often

f. “Keeping the security of something a

g. “Risk Management”. Risk management is

h. “Complexity is bad for security.”[7] For

i. “Selling security using fear and

j. “We need people, process and technology

k. “Putting the right people for the right

l. “Letting people know about security

m. “Each installation is different.” Installations

Section 2 - Stakeholders in Mall Security

2.1 Philippine National Police (PNP). The PNP was

Mall security is among the concerns of the PNP

a. Maintain a functional dedicated committee

b. Enhance current intelligence collection and

c. Formulate guidelines covering the carrying

d. Conduct periodic security preparedness

e. Initiate regular coordinating conferences/

services in shopping malls once they feel secure, hence,

a. Acquire and install functional security

b. Develop a comprehensive security plan;

c. Conduct a continuing security and safety

d. Continuously improve access control or

e. Coordinate with other mall security managers

f. Make the structural design of the mall in