BESTLINK COLLEGE OF THE PHILIPPINES

BRGY. San Agustin Susano Road, Novaliches, Quezon City

VISION
Bestlink College of the Philippines is committed to provide and promote quality education with a
unique, modern and research-based curriculum with delivery systems geared towards
excellence.
MISSION
To produce self-motivated and self-directed individual who aims for academic excellence, God-
fearing, peaceful, healthy and productive successful citizens.
CRIMINOLOGY DEPARTMENT
SECOND SEMESTER: A.Y. 2021-2022
LEA 3 – INDUSTRIAL SECURITY
WEEK 13 - 17

XIII. Management and Planning

Management is the organizational process that includes strategic planning, setting; objectives,
managing resources, deploying the human and financial assets needed to achieve objectives, and
measuring results. Management also includes recording and storing facts and information for later use
or for others within the organization. Management functions are not limited to managers and
supervisors. Every member of the organization has some management and reporting functions as part of
their job.

Management in General and Planning Function

The security executive is no longer a private practitioner who impresses people with his
courageous deeds, skill in apprehending criminals or expertise in handling weapons, Rather, he is a
modern manager entrusted with the twin tasks of protecting corporate assets and ensuring that
business interruptions, if at all, are kept to the minimum. In fact, his most challenging role is to predict
the opportunities to manageable proportions. In this role, he is backed by his years and years of
technical expertise as well as the seasoning and sensitivity that come with long years of exposure in the
field.
In security as in other fields, the manager uses management techniques in getting things done
and is familiar with the following elements of management: planning, financing, organizing, staffing,
training and professional development and communication.

Security Management and Cost Effectiveness

Cost effectiveness means spending the least possible amount consistent with required results
and, at the same time, assuring that each item of expense is fully justified as the best available way to
commit the funds. Akin to profit - center orientation with which it is closely aligned; cost effectiveness in
security management definitely enhances the profitability of a business enterprise.

Functions of Management

 Planning – refers to the process of determining a proposed mode of actions based upon a full
understanding of the factors involved, and directed at specific objectives which take into
consideration the priorities described by management.

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 Organizing – an arrangement and relationships of jobs and position which are necessary to carry
out personnel programs as determined by top management. An organization is the orderly
arrangement of manpower and material resources to effectively carry out their intended
purposes. It molds the activities of many people into a smooth working team and could mean the
difference between the success and failure of a security department or company. A security
organization must be planned in such a way that it meets the needs of the enterprise it is
responsible to secure. It must be designed with the aim of helping a company fulfill its mission.
Each sub-unit must be able to carry out its assigned task at an acceptable level of efficiency. A
security organization must also be flexible in such a way that the structure must be able to adapt
to necessary changes without interfering with the major objective of the department or agency
 Staffing – it means recruiting the right people for the right job.
 Directing – the guidance of all efforts toward a stated objectives. It provides a means of putting
plans into action through effective supervision, work rules and procedures.
 Coordinating – a method of getting people in an organization to work together harmoniously to
gave a common goal with minimum expenditure of effort and materials. This provides the orderly
synchronization of efforts through correct timing and sequence of execution resulting in
harmonious and unified action in pursuit of common objectives.
 Budgeting – refers to the proper disposition of resources. A budget is usually a prepared annual
plan stated in financial terms. It is ordinarily finalized a few months before the start of the budget
period. It contains the different items for which costs are involved. No security organization can
operate nor have its program implemented without a budget.

Security Planning
A Security Plan provides for the overall scheme in securing the resources of the organization.
Planning is the key factor in the successful management of a security program. A management expert
defines planning as pre-determining a course of action. Another defines it as deciding in advance what
to do, how to do it and who should do it. It is necessary for a security executive to plan, the alternative is
obviously to react to events that have already occurred or try to solve problems that could have been
avoided in the first place.
The first requirement in planning is to identify the overall objective and purpose of the
organization. Afterwards, the executive may start his own planning which should be objective and
supports the organization’s goals.
One method of security planning is to create an overall blueprint for security program based on
the identified vulnerabilities or the result of vulnerability assessment. another method is to write the
several plans such as a comprehensive emergency plan covering various anticipated contingencies and
various operational plans, policies, standards and procedures. Still another way is the use of action plans
showing three columns: the first column identifies the planned activities, the second column identifies
the action officer involved, while the third column shows the time frame.

Development of Security Polices

A policy is abroad guide to management decision –making in situations of a repetitive nature. Its
purpose is to orient decision making towards the organization’s ultimate objectives. Hence, a policy
should reflect the objectives and be flexible and sufficiently broad enough to be applicable to changing
conditions.

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Nevertheless, security policies vary from organization to organization. Beyond moral standards
there seems to be little commonality among organizations among organizations as to suggest standard
policies applicable to all.

Operating Level Policies

Operating Level Policies Major policies and procedure covering various areas of security will
have to be developed. The need to draw up specific policies such as “Access Control”, “Key Control”,
“How to Handle a Bomb Threats”, etc., may be written as a possible as a basis for common
interpretation or may include specific procedures in implementation of a particular mandate from
management.

Organizational Relationship
The following are the basic forms of organizational relationship:
1. Line Authority- line authority is based in the relationship between a superior and a subordinate
level. It is formal managerial authority with the right and power to issue commands to exact
accountability, and to discipline for violations.
2. Staff Authority- It is based on relationship between managers of auxiliary and facilitating groups
and the line organization. It is limited by absence of the right to command beyond the staff
group itself.
3. Function Authority- Between the above mentioned authorities is the functional authority which
is the formal power to command, limited to a specified area of expertise which may be
organization-wide and directed across substructures as section, departments and divisions.

XIV. Management and Planning II

Activities of an organization is divided into two distinct types: Line Activities and Staff Activities. Line
activities are those who have the direct impact of the achievement of the organizational objective.
Examples are Sales and Production, while Staff activities are to help the line persons to work efficiently
and effectively. They do coaching, advising, providing resources to line people to reach the objective. For
example, trainings, human resource management, information system, product management etc.

The Agency Operator/Security Director

The security executive usually wears to hats. First is the perception that he is an expert in
security. Second is the awareness that he is the highest management guy in the hierarchy, thus, he
should be backed by a track record of success in handling people, problem solving and professional
competence.
1. Leader - His most basic role is to provide leadership, set the right climate, establishes the
directions to take, motivates his people and try to bring out the best in them.
2. Company Executive - He is accepted by his senior management and peers as part of the
management team. He is discerned as a modern day manager.
3. Executive with High Visibility – He is visibly recognized and participates in various company
activities and is a much sought after speaker in his area of expertise.
4. Innovator – He is expected to be always on the lookout for better and less expensive ways to do
a job. He is not fearful of trying new ways and take risks.
5. Counselor / Adviser – He is able to provide advice, suggests alternatives, and helps solve
problems.

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6. Trainer - He establishes professional development and keeps his people attuned with times and
various requirements,
7. Contemporary Professional – He keeps abreast with current development in the profession by
participating in meetings, conferences, and seminars, and subscribes to security magazines and
periodicals.
8. Goal-Setter – He establishes objectives and defines the goals to be achieved. It starts with the
setting up of goals and objectives for particular period, usually a year. Afterwards, budget
development follows. This involves an evaluation of current activities, identification of projected
new activities, and development alternatives and determination of costs. After these, an
evaluation and review follows

Staffing and Administration

Ranks and Positions
The security agency operator / owner must observe the required major ranks and position in the
organization of the agency, as prescribed by the implementing rules and regulation of RA 5487, as
amended.
a.Security Management Staff 1. Security Director (SD) – Agency Manager / Chief Security Officer 2.
Security Executive Director (SED) – Assistant Agency Manager / Assistant Chief Security Officer. 3.
Security Staff Director (SSD) – Staff Director for Operations and Staff Director for Administration. 4.
Security Staff Director for Training – Staff in-charge for training.
b.Line Leader Staff 1. Security Supervisor 3 – Detachment Commander 2. Security Supervisor 2 – Chief
Inspector 3. Security Supervisor 1 – Inspector
c. Security Guard 1. Security Guard 1 – Watchman / guard 2. Security Guard 2 – Shift-In-Charge 3.
Security Guard 3 – Post-in-charge
d.Security Consultant (Optional)

Staffing Pattern
All security agency owners / managers shall follow the required staffing pattern as prescribed under Rule
IX, Sec. 2, NIRR of RA 5487, as amended.
1. The agency manager is automatically the Security Director who shall be responsible for the
entire operation and administration / management of the security agency. He shall be the
authorized signatory to all duty detail orders and all other documents and communications
pertinent to the operation and management of a security agency. He may delegate certain
functions to a subordinate, provided the subordinate is qualified to discharge the given function
in accordance with law.
2. Security agency shall appoint a staff officer as Security Training Officer, who shall be responsible
for the training of the Agency’s security personnel in accordance with the requirements of RA
5487 and the IRR. The Training Officer shall be licensed as security officer likewise accredited as
such by the Training and Education Branch of SOSIA.
3. The Staff Director for Operations is the staff assistant of the security manager for the efficient
operation of the manager for the efficient operation of the agency. This position includes the
responsibility to canvass clientele and the implementation of contract and agreement. He is also
responsible for the conduct of investigation and the conduct of training.
4. The Staff Director for Administration is the staff assistant of the agency manager for the
effective and efficient administration and management of the agency. He is responsible for the
professionalism of the personal, procurement / recruitment, confirming of wards, mobility and

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issuance of FA’s
5. The Detachment commander is the field or area commander of the agency. The Detachment
shall consist of several posts.
6. The Chief Inspector shall be responsible for inspecting the entire area covered by the
detachment.
7. The Security Inspector is responsible for the area assigned by the Chief Inspector of the
Detachment Commander.
8. The Post –in –Charge is responsible for the entire detailed security office within a certain
establishment.
9. The Shift- in- Charge is responsible for the security officers who are scheduled in a certain shift
for a particular period.
10. The Security Guard is the one actually posted as watchman and or guard.

Position Standards
One of the major tasks of the corporate security executive which cannot be delegated is the
setting up of standards for key positions in his organization. Also, more often than not, he himself would
establish the standards for his own position especially if it is a newly created one. Among the areas
defined by the Job Description are: the job functions, reporting relationship, skills required, managerial
capabilities, education and training, years of experience and personal circumstance.

Hiring
This process involves sourcing of candidates through advertisements or referrals, interviewing,
short listing, background investigation, selection of the best candidates and finally preparing the job
offer.

Training and Professional Development

Although there have been state-of the-art developments in the field of security as far as
technologies and various literature are concerned, it is quite obvious that these will not immediately
take place in the country. The assurance of professional development that a junior security officer could
hope for is to do research of his own and associate him with and be an understudy of somebody with
recognized professional competence.

Discipline
Below are some of the basic rules of discipline:
1. Put rules in writing and ensure that employees understood them. Employees are entitled to
know what is expected of them.
2. Do the disciplining in the privacy of the office. Do not chastise one in the presence of others.
3. Be objective and consistent. Discipline condemns the act and not the person.
4. Educate and do not humiliate. The idea is to help, not to hurt.
5. Keep a file of all employees’ infractions. This can come handily later on.
6. Exercise discipline promptly. Delay raises questions.

Appraisal of Results
A performance appraisal should be done to measure and evaluate the performance of
subordinates on a regular basis. It can be done annually or semi-annually. This is the usual basis for

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administrative actions such as promotions or salary increase or o the extreme, the basis for separation
from the organization.

Promotions
Promoting deserving employees is one of the important functions of a security executive. If
there’s a vacancy, he has the option to fill it up by promoting a staff member based on his track record
and his expected performance in the higher position.

Morale and Welfare

In security, all things being equal, employee welfare should be given the utmost importance
along with morale. The security executive should be able to motivate his subordinates, make them
function as a team and instill pride in and identification with their organization.
The security executive should realize that the manpower is their “product” thus, the people’s
wellbeing, welfare and movable should be their principal considerations. These include the achiever’s
recognition, professional development, fairness and consistency.

Communication
Continuing communication within the security organization and with other subdivisions of the
company is major responsibility of the security executive. He should be able to communicate upward,
downward and laterally; as well as receive communications from above, below and laterally.

XV. Implementation, Problem-Solving and Audit/Inspection

Program Implementation
Top Management’s Responsibility
The top management should always be interested in the implementation of any security
program. They must extend complete support to program on a continuing basis. They must be willing to
take action to ensure that employees at the other levels comply with the requirements that have been
established for the protection of personnel and other assets. The responsibility and accountability from
the implementation are delegated to the security executive. Thus, he would function as a steward doing
the necessary management work for and on behalf of top management

Involvement of Others
Non-security can be of great assistance in the implementation of the security program and their
active participation can contribute to its success. Thus, it is important to keep other employees aware
and involved.

Setting Priorities and Meeting Schedules

The higher the criticality rating of the identified vulnerability, the higher is its priority in the
implementation of countermeasures. It is important also that the time frame established be met
otherwise it could affect the entire program.

Drills and Rehearsals

Some areas of the security program would need regular drills or rehearsal’s which stimulate
anticipated conditions, i.e. crisis management, fire drill, bomb threat handling, and response to a
robbery.

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Validation and Updating of Plans

During program implementation, opportunities to arise to improve countermeasures or
reinforce those found effective. If new conditions present themselves, necessary adjustment sometimes
need to be made in the security program.

Program Evaluation
At the end of timetable or drills, rehearsals, the security program or part of it need to be
evaluated. Issues such as relevance or adequacy of countermeasures, cost effectiveness, etc., need to be
addressed to check the existence of vulnerability which may trigger the need for a much responsive
security program.

Problem Solving and Decision-Making

Problem Solving Techniques
The successful security executive is a problem solver. He is able to solve most of the problem
through quick evaluation of the situation against experience and logic employing the following seven
steps of problem solving;
1. Clearly Defining Problem – he ensures he has the complete grasp of the problem at hand. He is
able define and clarify issues involved.
2. Gathering Information – he gathers information through research and interviews. It may
require putting the information gathered in document form, in tapes or indexes
3. Interpretation – the gathered information’s are put together to arrive at a clearer picture and
try to ascertain the meaning and related implications.
4. Developing Solutions – the security executive may come out with a solution and several
alternatives. In this step he should be guided by the principles and techniques of effective
management and company police.
5. Selecting the Best Solution – from several alternatives the security executive selects the best
practical solution considering the short and long term effect of each possible solution.
6. Putting the Solution into Operation – One of the most appropriate solution is chosen,
implementation is next. This is critical as it may involve change be difficult to accept. There
might be a need to sell the solution to others
7. Evaluating the Effectiveness – the plan or solution should be reviewed periodically for
effectiveness. A comparison between the ideal solution and the actual practice may be made.

Some Pitfalls in Decision Making

The appropriate decision and taking responsibility for it is a critical function of any executive,
much more security professional. The security executive should avoid the following:
1. Jumping into conclusion
2. Accepting the first choice
3. Accepting the easiest way out
4. Procrastinating
5. Letting prejudices or emotions influence
6. Failing to get the facts
7. Failing weigh, the alternatives
8. Falling to consider consequences
9. Fearing to take risks and assume responsibility

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Factors Affecting a Decision

1. Prior Experience – a tried and reliable course of action that worked before may very much work
again in similar situation.
2. Self Interest – one’s own interest may not be the best for others. The ideal situation here is to
balance one’s interest with those of the others.
3. Tradition – there are good traditions but there are those that limit the way of doing things and
become the basis for decision because they form the easiest way out.
4. Creativity – this is the opposite tradition. It has resulted in a lot of good in some areas but for
the sake of change is not healthy way to arrive at a decision.
5. Authority or expert Opinion – this should be given great consideration. However, the security
executive should make a certain that they are really experts rather than products of media hype.
6. Logically Thinking – the decision is based on sufficient facts and throughout analysis leading to
clear conclusion and good decision.
7. Emotional Prejudice- the decision should be free from bias and sentiments. It may lead to
favoritism and irrational decision making
8. Ease of Execution - all thing being equal, security executives confronted with problems would
like an easy way out, but easy the easy way out is not usually the best way out.

Security Audit/Inspection
Rationale for Security Audit
There a usually need for a formal audit or inspection to: check the degree of compliance with
the recommended countermeasures in effect.
Conduct of the Audit
A security audit has for its basis the security survey and the vulnerability assessment reports
prepared during the previous period. A checklist for the purpose ensures that all areas are covered. The
following questions should also be used:
1. Why are we doing it?
2. Must we do it all?
3. If we must. Is there a better way?
4. Is there a less expensive or more cost-effective way?

Formal and Informal Security Audit

A formal security inspection is announcing and is communicated to the organization or unit in
advance. All documents needed are prepared beforehand. An informal audit is the result of an
entrenched and institutionalized system understood and accepted as part of the organizational life
conducted in the spirit of cooperation and understanding.

Structured and Unstructured Audit

A structured audit has a format or logical sequence to the process. The unstructured audit is
conducted in a random manner without any formal or logical sequencing.

Ascertaining compliance
The inspector should establish that the countermeasures are as they ought to be. It is possible
that the unit or people being audit do not do what is expected of them. Deficiencies note should always
be highlighted and follow through scheduled and implemented, otherwise, vulnerabilities will persist.

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XVI. Security Personnel

Definition
A private security guard is sometimes called a watchman. It is a person who offers or renders personal
service to watch or secure a residence, business establishment or building, compound, areas or
property. He is usually to tasked/monitor bodily check / search individuals and / or baggage. He also
does other forms of security inspection physically / manually or scientifically / electronically

Types of Security Units

A. Propriety
a. Company Guard Force
b. Government Guard Force
B. Contractual
a. Agency Guard Force

Types of Security Guard

1. Company Guard Force – This is the security guard requited and employed by the company. They
are in the company payroll and entitled to the same benefits received by other employees.
2. Security Agencies Service – A security guard belonging to privately licensed agency. Agency
guards are provided on a contractual basis. The agency supplies the number of guard needed to
carry out the security and duties and function required. This may include supervision as part of
the force, or if the force is small, supervision may be done by scheduled visits.
3. Government Guard Forces – A security guard requited and employed by the government. He is
assigned to guard government installation and governments assets. He is entitled benefits
received by other government employees, and under the control and supervision of civil service
commission (CSC).

Types of Security Unit based on size and shifts

1. Single Post Single Shift – this is a type of security post which only requires one guard. It is
applied to small businesses that do not operate 24 hours.
2. Single post Multiple Shifts – this a type of security unit where there is more than one
guard and more than one shift. This type of security unit is generally applied to
organization with twenty-four hours operations and who have no alternative security
measures outside of the office hours.
3. Multiple Posts-Single Shift – this is a type of security unit where there are more than one
guard needed to be assigned in different posts during single shift. This is applicable for
large facilities with wider areas to cover but, its operation is only as long as a single shift
that they have alternative physical security outside of the operating hours.
4. Multiple Post-Multiple Shifts-Single Location – this type of security guard unit is called
Security Detachment. It can be a small detachment, medium sized or large detachment; it
usually requires at least 9 guards.
5. Multiple Post-Multiple Shift-Multiple Location – this type of security unit is usually
applied in very large organization with facilities in different locations.

General Function of a Security Guard

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The duties security guards vary depending on the category of installations, facilities,
establishments, location, social conditions and some other factors. Nevertheless, duties assigned to
guards are outlined in the installation program which includes the following:
 Enforce family rules and regulations
 Operate and enforce the “personnel identification system”
 Patrol and observed designated areas, perimeter, structures, installations
 Take into custody a person attempting or giving unauthorized access in restricted, limited and
controlled areas
 Check room, building, storage rooms of security interest and after working hours, check proper
locking of doors and gates
 Perform escort duties when required
 Respond to protective alarm signals or other indications suspicious activities and emergencies
 Safeguard equipment and material against sabotage, unauthorized access, loss, theft or damage
 Act quickly in situations affecting the security of installation and personnel to fire accidents,
internal disorder, attempts to commit criminal acts
 Control and regulate vehicle and personnel traffic within the compound as well as parking of
vehicle
 Other duties that is necessary in the security guard’s function

Categories of Private Security Training

1) Pre-Licensing Training Programs - as a matter of license prerequisite, Pre-Licensing Training
Programs and curses whose objective is indoctrinating the individual with the basic skills and
educational backgrounds necessary in the effective exercise and performance of his/her
elected/would be security detective profession.
2) Refresher Training Programs - this shall refer to periodic and non-periodic training designed
with the objective of and reinvigorating and / or developing basic skills and knowledge gained
previously or gained while in the exercise of his / her profession as a matter of experience, to
enhance current in-service and future individual and / or collective of exercise profession.
3) Specialized Training Programs - this shall refer to training program and courses other than those
prescribed in the preceding.
It includes but is not limited to such courses as the Intelligence/ Investigator Training
Course, Basic Crises Management Course, Personal / VIP Protection Course, Bank and Armored
Training Course, Basic Aviation Security Course, Mall / Commercial Establishment Course

Powers and Duties of Security Guard

1. Territorial Power a security guard shall watch and secure the property of the person, firm or
establishment with whom he or his agency has contract for security services.
2. Arrest by Security Guard a security guard or private detective is not a police officer and is not,
therefore, clothed with police authority. Nevertheless, he may affect arrest under any of the
following circumstances.
a. When, in his presence, the person to be arrested has committed, is actually committing or
attempting to commit an offense;
b. When an offense has just been committed and he has probable cause to believed based on
personal knowledge of facts and circumstances that the person to be arrested has
committed it; and

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c. When the person to be arrested is a prisoner who has escaped from a penal establishment
or place where he is serving final judgment or temporarily confined when his case is pending
or has escaped while being transferred from one confinement to another
3. Method of Arrest when making an arrest, the watchman, security guard or private detective,
shall inform the person to be arrested of the intention to arrest him and cause of the arrest,
unless the person to be arrested is then engaged in the in the committing of an offense or after
an escape or flees or forcibly resists before the person making the arrest has opportunity so to
inform him or when the giving of such information will imperil the arrest.
4. Duty of Security Guard Making Arrest any guard making arrest shall immediately turn over the
person arrested to the nearest peace officer, police outpost or headquarters for custody and/or
appropriate action, or he may without necessary delay and within the time prescribed in Article
125 of the Revised Penal Code, as amended, take the person arrested to the proper Court of
Law or judge for such action as they may deem proper to take.
5. Search without Warrant any security guard may, incident to the arrest, search the person so
arrested in the presence of at least two witnesses. He may search employees of the person, film
or establishment with which he is or his agency has a contract of private detective, watchman,
or security services, when such search is required by the very nature of the business of the
person, firm or establishment.
6. Duty to Assist the Law Enforces Spy security guard shall be duty bound to assist any piece officer
in the pursuit if his bounding duty, when requested, provided it is within the territorial
jurisdiction of his (security officer) area of his duty

Desirable Qualities of Security Guard

Many of the qualities of the guard are developed through training and experience. A good trait
learned and used over again and again becomes “instinctive” or habitual. Willingness to learn for self-
improvement is indeed a quality in self- much desired by any individual for any activity. Of the many
qualities the following are considered essential:
1. Alertness – This is desirable quality of security guard at it determines his effectiveness; it must be
therefore developed by everyone desiring to become a security guard security guard.
2. Judgment – Sound and good judgment is more than the use of common sense. It is the arriving at
wise and timely decision.
3. Confidence – It is the state of being sure, a state of mind free from doubt of misgivings. This
attribute includes faith in oneself and in his abilities, which is attained by job knowledge
4. Physical Fitness – Security guard work is tremendous and demanding. In the protection of plant
even the guard’s life may depend on his physical fitness.
5. Tactfulness – A security guard’s ability to deal with others successfully without offending is
tactfulness.
6. Self-Control – it is the ability to take holds oneself regardless of provoking situations. A security
guard must have sound judgment and tact, but without self-control, he become personal and the
situation will go out of hand. a security guard should be curt and not discuss with an offender

Desirable Qualities of Security Supervisor

The security supervisor must win the confidence of his men in rallying their abilities to execute
the plans and programs. Qualities that tend to influence leadership confidence are the following
1. Physical and Nervous Energy – it is impossible to be a supervisor unless one possesses an adequate
amount of physical and nervous energy to permit him to take an active interest in his work

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2. Sense of Purpose and Direction – any good supervisory leader will have in his mind a definite
purpose which he hopes to achieve; he will then direct all his energy toward reaching the goal.
3. Enthusiasm – no person can succeed without enthusiasm. A enthusiastic man loves his work and
enjoys performing it.
4. Friendliness and Affection – a supervisor must have these two qualities to successfully lead
subordinates. They will follow his example and the organization will be well on the way to success.
5. Integrity – every leader should have this quality. Without the leader’s integrity, the followers will
most likely falter and later desert their leader.
6. Decisiveness – a supervisor should be decisive. He should be responsible enough to make the
decision in the midst of pressure from both sides.
7. Technical Mastery – a capable supervisor is someone who has skills and knowledge that are
necessary for his job.
8. Intelligence – the supervisor as leader must have enough knowledge to do his job.
9. Teaching Skills – a leader should be able to teach his men what exactly that he wants to be done.
10. Faith – he must have faith with his capability. He must have faith with his superiors and the
capability of those under him.

Basis for disqualification

Below are the situations or behavior that would disqualify an individual to become a security
guard or private detective.
1. Dishonorable dismissal or discharge without honor from PNP. AFP, government entity or
government-owned or controlled corporation
2. Mental incompetence
3. Addiction to the use of narcotic drugs
4. Habitual drunkenness
5. Election or appointment in the government whose position maybe called upon to enforce or
implement the provision of RA 5487 as amended and the rules and regulations of the Philippine
National Police
6. Conviction of any crime involving moral turpitude

Private Security Agency Law (RA 5487 as amended)

Below are the specific amended provisions of Republic Act No. 5487 as amended
A. Organization
Qualifications of agency operator:
- Filipino citizens or corporation with 100% Filipino Capital
- At least 25 years of age
- College graduate and / or a commissioned officer of the AFP in the inactive service
- Of good moral character
Disqualifications:
- With record of conviction of any crime involving moral turpitude
- Dishonorably discharged or separated from the AFP
- Mentally competent
- Drug addict
- Habitual drunkard and alcoholic
- Elective or appointive government employees
- Dummy of any foreigner

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Organization Structure of Private Security Agency / Company Security Services, Government

Security Unit
- Initial requirements of 100 guards shall be contracted during the first year of operation
- The 200 guard’s minimum requirements shall be complied in the succeeding year of operation
- Company security forces shall substantially conform with the structure prescribed for private
security agencies
- Government Security Unit shall be organized to conform with the organization structure as
prescribed for government security units
B. Management
Licenses Required for Security Personnel (RA 5487, Sections 4 & 5 as a amended and
implemented in Sections 1,2,3 of Rule II and NIRR)

Private Security/Detective Agency

- License to operate by the Civil Security Group, PNP (section6, 7 & 9, RA 5487),
- Registration with the Security and Exchange Commissions (SEC)
- Registration with the bureau of Documents and Department of Trade and Industry (DTI)
- Mayor’s permit from the local government where the agency is operating or having business -
Barangay permit

Private Security Consultants, Managers/ Operators, Security Officers, Private Detectives and Private
Security Guards
- License to Exercise Profession by PNP SOSIA, Civil Security Group, PNP
- Appropriate Mandatory clearances

Mandatory Requirements for Private Security/ Detective Agencies

- Business Office
- Firearms Vault
- Organizational Chart, to be displayed openly in the office
- PNP Civil Security Group/SOSIA license to operate, to be displayed openly displayed in the office
- Business permit from the local government, to be displayed openly in the office
- Filling cabinets
- Minimum of a least 30 new firearms for temporary license / 70 firearms for regular licensee
- List of a minimum of 200 and a maximum of 1000 posted guards
- SSS membership certificate
- Surety bond
- Submission of periodic reports to PNP SOSIA

Uniform, Equipment and Paraphernalia

- Uniform for male guards (Section 14, RA 5487 and Section 1, Rule VI, NIRR)
- Uniform for female guards (Section 14, RA 5487 and Section 2, Rule VI, NIRR)
- Ornaments and Patches (Section 3, Rule VI, NIRR)
- Special Set of Uniform (Section 4, Rule VI, NIRR

C. Operations

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 Supervisory powers of the Philippines National Police (Section 11, RA 5487 as amended by RA
6975)
 Emergency powers of the Chief PNP over private security / detective agencies (Sec. 11, RA
5487).
In case of emergency as in time of disaster or calamities, the chief PNP may deputize any
private detective, watchman or security guard as herein defined to assist the PNP in the
performance of public duties for the duration of such emergency or calamity.
 Emergency powers of city or Municipal mayors over the private security / detective agency
(Section 12, RA 5487).
In case of emergency or in times disaster which the need for the services of such
agencies arise, the city / municipal mayor as Director of Civil Defense, may master or
incorporate the services of the agency near the area where the emergency, disaster, or calamity
arises.

Duties of Security Personnel in Case of Impending Strikes in Relation to the Use of Firearms (Section 7,
Rule V, NIRR).
- To report to the chief PNP or to the nearest police agency such impending strike;
- To exercise diligence in the collection and safekeeping of firearm safety vaults provided thereof
in the furtherance of the strike;
- To ensure that all firearms and ammunition in the possessions of all striking security personnel
of the agency are immediately collected and secured in the safety vaults under the control of
the agency; and
- To assume responsibility in the proper handling og firearms in order to prevent misuse of the
same or that no non-member shall be allowed to hold said firearms issued or licensed in favor of
the agency

Limitation and Prohibitions

 Limitations Private security agencies shall not deploy / post more than one thousand security
guards to include its branches (Section I, rule XII, NIRR and section 16 of RA 5487 as amended by
section 8 of PD 100 and further by PD 1919)
 No person shall organize / operate or have interest in more than one security agency in any one
city or municipality (Section 2, Rule XII, NIRR and Section 4, RA 5487).

XVII. Code of Ethics and Conduct/Guard Force Administration

Private Security Agencies

Private Security Agency’s Creed
“As a security agency proprietor, my fundamental duty is to serve the interest of my clientele
and security guard; protect the interest of the government, adhere professionally in the conduct of my
business without prejudices and compromises to human rights, and uphold constantly the law and abide
by the rules and regulations set by the government in the conduct of my business”

Ethical Standards for Private Security Agencies

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As a licensed private security agency, it shall be its prime concern to share with other licensed
agencies and company security forces the burden of responsibility in upholding the integrity trust of the
private security profession at all times. In discharging this responsibility, its official shall
1. Endeavor to fulfill their professional duties in accordance with the highest moral principles,
always conforming to the precepts of truth fairness of justice
2. Contribute to the national welfare by securing and preserving industrial facilities of the country
through competent guarding services
3. Promote the well-being of security guard through adequate wages and other emoluments
4. With faith and diligence, perform their contractual obligations for the protection of life, limb and
property
5. Constantly endeavor to raise quality standards of private security services
6. Continuously work with and assist the law enforcement agencies in the preservation of peace
and order in the country

Code of Conduct for Private Security Agencies

1. They shall at all times adhere to the professional ethics and refrain from practices that negate
the best interest of the private security services industry
2. They shall always consider that unity in the profession is vital and paramount for the attainment
of common objectives
3. They shall not use deceitful means and/or misrepresentation in all their business transactions.
To this end, they shall avoid granting of rebates, or commissions incurring guarding contracts
4. They shall not indulge in cut-throat competition by undercutting the existing contract rates
between PSA and the client and/or the minimum contract rate prescribed under PADPAO
Memorandum Agreement in conformity With existing minimum wage laws.
5. They shall pay their guards in accordance with rates fixed by law. They shall not impose any
unauthorized deductions on the gurus to seek employment elsewhere as they choose, subject to
existing laws, nor accept a guard without clearance from the losing agency
6. When a prospective client with existing company security force call/bids for additional security
guard, all bidding security agencies shall observe the principle of “equal pay for equal work”
considering the rate of pay of the company security service their own guards
7. Anchored on the principle of securing property, of providing safety of persons and maintaining
peace and order within such property, when accepting contract with clients having existing
client of claims, management, ownership or administration of properties and/or establishments
where there exist or forthcoming another contracted/contracting agency, they should conduct
themselves and their deployed guard in a manner primarily not to be used against each other at
the same time without compromising their respective contracts.
8. They shall endeavor to raise the standard of service in the security profession thru incentive and
inservice training
9. They shall establish an adequate library of books, magazines and other publications on security
subject, materials, references, etc, in each PSA
10. They shall always be truthful and accurate in reports required by SAGSD and/or other
competent authorities and be prompt in the submission of the same
11. They shall not, under any circumstances, employ for guard duty any person without a
professional license as a security duly issued by the chief, PNP
12. They shall at all times exercise vigilance and be prepared to prevent the use of their guards or
the agency in activities inimical to the state or national security. When activities of this nature

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come to their attention, they shall as a matter of duty render an appropriate report to the PNP
authorities

Security Guards
Security Guard’s Creed
“As a security guard, my fundamental duty is to protect lives and properties and maintain the
vicinity/my place of duty, protect the interest of my employer and our clients and the security and
stability of our government and country without compromise and prejudice, honest in my action, words
and thought, and do my best to uphold the principle “MAKADIYOS, MAKABAYAN, MAKATAO at
MAKAKALIKASAN”
The 11 General Orders for Security Guards
All security personnel shall memorize and strictly observe the following general orders
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 a military manner during tour of duty and keeping always on the alert, observing
everything that takes place within sight or hearing
3. To report all the violations regulations and order I am instructed to enforce
4. To relay all call from post more distant from the security house where I am stationed.
5. To quit my post only when properly relived
6. To received, obey and pass on to relieving guard all orders from company officers or official,
supervisors, post-in—charge or shift leader
7. To talk to no one except in line in duty
8. To sound the alarm or call in case of fire or disorder
9. To call the superior officer in any case not covered by instructions
10. To salute all company officials, superiors in the agency, ranking public official, commissioned officers
of the Armed Forces of the Philippines and commissioned officers of the Philippines National Police
11. To be especially watchful at night and during the time of challenging all persons on or near my post,
and to allow no one to pass without proper authority

Code of Ethics for Security Guards

1. As security agent, his fundamental duty is to serve the interest or mission of his agency in
compliance with the contract entered into with the clients or customers of the agency.
2. He shall be honest in thoughts and deed both in his personal and official actuations, obeying the
laws of the land and the regulations prescribed by his agency and those established by the
company he I supposed to protect.
3. He shall not reveal any confidential matter that is confided to him as a security guard and such
other matters imposed upon him by law
4. He shall act at all times with decorum and shall not permit personal feelings, prejudices and
undue friendship to influence his actuation in the performance of his official functions.
5. He shall not compromise with criminal and other lawless elements to the prejudices of the
customer of the customer of his client but to assist the government in its relentless drive against
lawlessness and other forms of criminality.
6. He must carry his assigned duties as security guard or watchman as required by law to the best
of his ability and to safeguard life and property of the establishment.
7. He shall wear his uniform, badge, patches and insignia properly as a symbol of public trust and
confidence as an honest and trustworthy security personnel and private detective.

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8. He must keep his allegiance first to the government, to the agency he is employed and to the
establishment he is assigned to serve with loyalty and dedicated service.
9. He shall diligently and progressively familiarize himself with the rules and regulations laid down
by his agency and that of the customers and clients.
10. He shall at times be courteous and respectful; and he shall salute to his superior officers,
government officials and company officials of the establishment where he is assigned or the
company he is supposed to serve.
11. He shall report to his duty always in proper uniform and neat in appearance.
12. He shall learn at hear or memorize, and strictly observe the laws and regulations governing the
use of firearms.

Code of Conduct for Security Guards

1. He shall carry with him at all times during his tour of duty is license and identification card and
duty detail order with an authority to carry firearms.
2. He shall not use his licenses and other privileges, if any to the prejudice of the public, the client,
the customer or his agency.
3. He shall not engage in any unnecessary conversation with anybody except in discharge of his
duties; or sit down unless required by nature of his work, and shall at times keep himself alert
during his tour of duty.
4. He shall refrain from reading newspapers, magazine, books etc. while actually performing his
duties.
5. He shall not drink any intoxicating liquor immediately before and during his tour of duty.
6. He shall know how to operate any fire extinguisher at his post.
7. He shall know the location of fire alarm box near his post and sound the alarm in case of fire or
disorders.
8. He shall know the location of the telephone and/or telephone numbers of the police precincts
as well as the telephone numbers of the fire stations in locality.
9. He shall immediately notify the police in case of any sign of disorder, strike, and riot or any
serious violations of the law.
10. He or his group of guards shall not participate or integrate with any disorder, strike, riot or any
serious violations of the law.
11. He shall assist the police in the preservation and maintenance of peace and order an in the
protection of life and property, having in mind that the nature of his responsibilities is similar to
that of that of the latter.
12. He shall familiarize himself by heart with the Private Security Agency Law (RA 5487 as amended)
and its implementing rules and regulations.
13. When issued a firearm, he should not tend his firearm to anybody.
14. He shall always be in proper uniform and shall always carry with him his basic requirements and
equipment such as writing notebook, ball pen, nightstick (baton) and/or radio

Any private security agency operator or guard who violates the creeds, ethical standards and codes
as set forth in the preceding sections, shall be subject to the penalties provided in the IRR of RA 5487

GUARD FORCE ADMINISTRATION

The success of a security officer rests heavily on his keen knowledge in his units, strengths and
weakness, as well as his role and functions as an administrator, supervisor or manager. It is important

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that he is aware of his functions in general and the responsibilities attached to each. Hence, it is critical
that the security administrator realizes that he has two specific purposes of existence:
1. The accomplishment of the mission, and
2. Looking for the welfare of his men

To accomplish these role and responsibilities, his job is divided into four (4) functional areas:
1. Leadership and Command

Effective leadership is demonstrated by one’s ability to command respect and

confidence of his men. The indications are: morale discipline, esprit d’ corps, proficiency and
effective unit.
Leadership is developed by the ability of a person to influence others in such a way to
obtain their loyalty, cooperation and willing obedience in order to accomplish the goal.
Leadership and command involve the planning, leading organizing, and controlling the
manpower and resources, making things happen through other people.
Leadership defined as an art of influencing and directing men in such a way as to obtain
their willing obedience, confidence, respect, and loyal cooperation in order to accomplish the
mission.

Leadership: the Concept

Leadership is ART and being so; it can be learned, acquired and developed as any other
arts or activities. In the definite sense, leadership is based upon the development of traits of
the individual personality and upon the understanding and application of sound leadership
principles and techniques.
A leader in a private security organization could be the supervisor of the commander.
He therefore, expected to possess inherent authority to meet his diverse responsibilities. In
practice, his authority may be delegated in pursuance of tasks but never his responsibilities
Whether a guard force is proprietary or contractual, it is essential that a full time
member is assigned to manage and lead the Security Force. This is to provide focus to the
mission of the security team. This mission should be aligned with the organization’s
objectives.
This officer must be equipped with the broad knowledge and understanding of the
organizational structure and operations. He must have entrepreneurial aptitude. He must
have intensive education and extensive experience in organizational management as well as
in the security field. Hemst be competent and proficient in the application of the basic tools
of the profession. He must also have a wide network of contacts in the government, in his
own field of expertise and the other fields that support the organization.
The Guard Force itself must be lead by a Specialist Security Supervisor who would
provide the operational supervision of the guards. The supervisor must also have extensive
education and training in security and guard force management

Goal of a Leader
There are two main purposes why a leader exists:
1. To accomplish the mission, and
2. To look for the welfare of his men

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Types of Leadership
1. Authoritative/Dogmatic. A type of leader who gains obedience by asserting
authority and authority and superiority, or by instilling fear or punishment.
2. Persuasive/Considerate. A type of leader who attains obedience or leads by
compassion and persuasion, and considers the “human factor”.

Leadership Traits
The following are the qualities that leader should possess in in order win the willing
obedience, confidence, respect and loyal cooperation of his men toward the accomplishment
of his goals.
1. Integrity - The uprightness of character, soundness of moral principles and
truthfulness.
2. Knowledge – Acquired facts and skills of the job.
3. Courage –This is the mental control of fear. Acting calmly and decidedly in stressful
situations. Standing up for what is right regardless of opposition of others. He accepts
personal responsibility for mistakes and does spot correction of men who need
correcting, anywhere.
4. Initiative – He sees what needs to be done and doing it even in the absence of
direction from superiors.
5. Decisiveness – He has the ability to make a sound and timely decision. Studying the
alternatives and carefully selecting the best course of action when time and
circumstances permit. He announces decisions authoritatively, concisely and clearly.
6. Tact – He has the ability to deal with subordinates and superiors in an appropriate
manner. Speaking to others with the same kind of respect he expects from others.
7. Justice – He gives every man his due by being equal, impartial and consistent in
application of rewards and punishments. He listens to all sides of the issue before
making a decision.
8. Dependability – He performs his duty loyalty. Being at places he expected to be at
certain time. He is a man of his word. He does what promised to do and promptly on
time.
9. Bearing – He knows how to carry himself setting high standards of appearance and
conduct. He avoids excessive profanity, controls voice and gestures so that extremes of
emotions do not show in actions. He avoids mannerisms.
10. Endurance – It is a mental and physical stamina even under extreme pressure.
11. Enthusiasm- He has intense interest in the task at hand. He never complains in front of
his men about “they ‘or the system.
12. Loyalty – This is the quality of faithfulness to the organization, superior, subordinates
and associates. Passing on and carrying out tough orders of superiors, without
expressing personal criticism. He defends his men against unfair treatment.
13. Unselfishness - This quality ensures that the needs of his men are met before attending
to his own needs. He shares the hardship, danger, and discomfort of his men.
14. Judgment – This is the ability to logically weigh facts and possible solutions on which to
base sound decisions. He considers are possible consequence of his decision.

Leadership Principles

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Below are the fundamentals guidelines for the selection of appropriate action and
orders in the proper exercise of authority.
1. Know oneself and seek selfimprovement.
2. Be technically and tactically proficient.
3. Seek responsibility and take responsibility for actions.
4. Make sound and timely decisions.
5. Set the example.
6. Be acquainted with subordinates and look after their welfare.
7. Make a certain that the subordinates are properly informed of the situation.
8. Develop a sense of responsibility in subordinates.
9. Ensure that the task is clearly understood, supervised, and accomplish.
10. Train staff to work as a team.
11. Employ men in accordance with their capabilities

Leadership Indicators
1. Morale – The state of mind of an individual with respect to his confidence, cheerfulness,
discipline, ect.
2. Discipline – The state of order based upon submission to rules and authority.
3. Esprit d’ Corps – Loyalty to, pride in, and enthusiasm for the unit/organization displayed
by its members.
4. Proficiency – The physical, technical and tactical ability of the individual.
5. Effective Unit - The one that accomplishes assigned mission, for which it was equipped,
trained and organized in the shortest possible time, with the least expenditure of
resources and least confusion

2. Operations

This has direct impact on the mission of the security unit normally affecting life,
property and proprietary rights. Under this function, the security officer performs the
following:

1. The deployment of men and resources consistent with threat and need of the
organization.
2. Defining the basic role and functions of the individuals in the total organization, his unit
and on post assignment.
3. Conduct of patrols, search, apprehension and recovery.
4. Provide VIP security and related protective services
5. Enforce rules and regulations
6. Control persons, vehicles and property

3. Administration
4. Technical Services

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