Business Security Management

Capt Dr Shahrul Bahrin bin Zainal Abidin (Retired)

016-2188108
shahrulbahrin@gmail.com
 Learning Objectives
When you complete this module
you should be able to:

1. Define between Security and Safety

2. Understand the objective and
concept of Business Security
3. Develop strategy in managing
Security
 Learning Objectives
When you complete this module
you should be able to:

4. Develop comprehensive security

mitigation measures
5. Understand what is Management
What is the similarity between
Security & Safety
Enforcement

Compliance
What is the differences between
Security & Safety
DIFFERENCES
SIMILARITY SECURITY
CONDITION : something that secures: protection.
RISK : Modus operandi applicable to any organization.
: to secure or makes safe; protection; guard or defense.
INCIDENT : is most often a result of one person or a group’s of
people
CAUSES : often planned actions
LAW : related to Criminal Act, Panel Code etc
BEHAVIOUR : mainly deliberate acts with a wish of a wanted
output/consequence of the act.
: Mainly malicious acts
HAZARD : more diffi cult and subjective to identify
THREATS : more to External and Internal human threats.
: Threats are not always observable, tangible and
proximate.
LOSS : mainly related to physical assets and information
BOUNDARY : relevant for a wide range and borderless.
: Reflects the state of society through its structures,
economical situation, law abidingness and moral
SAFETY
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: of being safe from undergoing or causing hurt, injury, or
loss of life.
: May differ with different industry.
: freedom from unacceptable danger, risk or harm
: is most often a result of human behaviour in
combination with the environment
: often unplanned actions
: related to OSHA and other working environmental acts
: mainly deliberate acts without a wish of a wanted
output and accidental incidents.
: Seldom, if ever malicious
: hazard easily identified
: more to Internal human threats.
: Hazards are observable, tangible and proximate
: related to human injuries/death and reliability of
industrial assets
: more relevant in the working environment.
: Includes physical and environmental conditions – not
only humans and society
 CRIME FORMULA

CRIME
THREAT WEAKNESS RISK

• Crime will happen when there is an existence of Threat & Weakness

• To handle the crime, either one should eliminated
• Existence of threat may be temporary and may be changed to other threat
• More meaningful, to overcome the weakness rather than eliminate the threat
INTERNAL THEFT FORMULA

NEEDS
“I need to hit my monthly target”

JUSTIFICATION
“Everyone’s doing it”

INTERNAL THEFT /
EMPLOYEE THEFT

OPPORTUNITY
“nobody really checks”
 4D Concept in Security
D – Deny

D – Deter

D – Delay

D – Detect
Ultimate Aim is……

PEACE OF MIND
Introduction

Business Security
Management is critical to
business and operations
What Is Security?

 “The quality or state of being secure—to

be free from danger and crime”

 Security is achieved using several

strategies simultaneously
What Is Security?

Security is defined as the creation (and maintenance)

of a secure environment in which practicable, that its
people are safe, its assets and operations are
protected from theft, fraud, misappropriation and
wilful damage, and its sensitive and proprietary
information is kept private
Holistic Business Security Management
Business Security Management

Engagement with Stakeholders

Staffs Awareness and Training
Security Operational Procedures
Passive Security Mitigation
Active Security (SS, ESS, INFOSEC & OFSEC)

Theft
Pilferage

Sabotage
Losses to Business
and Disruptions to
Operations

Robbery
Security Objective

 Loss prevention to business and disruptions to operations

from:-
 Theft
 Sabotage
 Robbery
 Pilferages
Active Security

 Physical Security – Security Guard and Electronic

Surveillance & Monitoring System.

 Office Security (OFSEC)

 Office Security (OFSEC)
Protected with alarm system

CCTV is located at the cashier area, admin office and at the point of entry and exit

Access card to enter the office, cashier working area and admin office

Cashier workstation equip with panic button

Cash and cheques is keep in the safe box. Mandatory for cashier to comply
with Finance SOP on cash handling procedure

Cash in transit (CIT) services to minimize risk of keeping cash in the office after
working hours

Static security (if require) to manage visitor and office security

Operational Security 1
8

 Security Manual
 Standard Operating Procedure (SOP)
 Standard Operating Guideline (SOG)
 Working Instruction (WI)
Security Awareness & Training

 Internal

 External

 Online
Engagement with Stakeholder

 PDRM
 SPRM
 Local Enforcement Authority
 Security Association
 Networking
What Is
Management?
Management is…..

 A process consisting of planning, organizing, actuating and controlling,

performed to determine and accomplish the objectives by the use of people
and resources - George R. Terry (1953)

 The process undertaken by one or more individuals to coordinate the

activities of others to achieve results not achievable by one individual
acting alone – Donelly(1987)
Differences Between Leadership and
Management

 Boss… “GO!!!!....”

 Leader… “Let’s go…”

Differences Between Leadership and
Management

 The leader influences employees so that they are

willing to accomplish objectives
 He or she is expected to lead by example and
demonstrate personal traits that instill a desire in
others to follow
 Leadership provides purpose, direction, and
motivation to those that follow
Characteristics of Management

 Two well-known approaches to management:

 Traditional management theory using principles of Planning, Organizing,

Staffing, Directing, and Controlling (POSDC)

 Popular management theory categorizes principles of management into

Planning, Organizing, Leading, and Controlling (POLC)
Management Functions
Planning
 Planning: process that develops, creates, and implements strategies for the
accomplishment of objectives

 Three levels of planning:

 Strategic – occurs at highest level of organization

 Tactical– focuses on production planning and integrates

organizational resources

 Operational – focuses on day-to-day operations of local

resources
Planning (Continued)

 In general, planning begins with the strategic plan for the

whole organization

 To do this successfully, organization must thoroughly define

its goals and objectives
Organizing

 Organizing: is a principle of management dedicated to

structuring of resources to support the accomplishment of
objectives
 Organizing tasks requires determining:
 What is to be done
 In what order
 By whom
 By which methods
 When
 Controlling

 Control:

 Monitoring progress toward completion

 Process where managers assure actual activities conform to plan

 Making necessary adjustments to achieve the desired objectives

 Controlling function determines what must be monitored as

well using specific control tools to gather and evaluate
information
Leading

 Encourages the implementation of the planning and

organizing functions, including supervising employee
behavior, performance, attendance, and attitude

 Leadership generally addresses the direction and motivation

of the human resource
Managerial Roles

 Informational role: Collecting, processing, and using information to

achieve the objective

 Interpersonal role: Monitor, Interacting with superiors, subordinates,

outside stakeholders, and others

 Decisional role: Selecting from alternative approaches and resolving

conflicts, dilemmas, or challenges
Solving Problems
 All managers face problems that must be solved.

 Step 1: Recognize and Define the Problem

 Step 2: Gather Facts and Make Assumptions

 Step 3: Develop Possible Solutions

 Step 4: Analyze and Compare the Possible Solutions

 Step 5: Select, Implement, and Evaluate a Solution

What Makes a Good Leader?

 Action plan for improvement of leadership abilities

1. Knows and seeks self-improvement
2. Be technically and tactically proficient
3. Seek responsibility and take responsibility for your actions
4. Make sound and timely decisions
5. Set the example
6. Knows [subordinates] and looks out for their well-being
What Makes a Good Leader? (Continued)

 Action plan for improvement of leadership abilities

7. Keeps subordinates informed
8. Develops a sense of responsibility in subordinates
9. Ensures the task is understood, supervised, and
accomplished
10. Builds the team
11. Employs a team in accordance with its capabilities
Characteristics of a Leader

1. Bearing 8. Integrity
2. Courage 9. Judgment
3. Decisiveness 10. Justice
4. Dependability 11. Knowledge
5. Endurance 12. Loyalty
6. Enthusiasm 13. Tact
7. Initiative 14. Unselfishness
Behavioral Types of Leaders

 Three basic behavioral types of leaders:

Autocratic - action-oriented, “Do as I say”

Democratic – action-oriented and likely to be less efficient

Laissez-faire – laid-back.
Don’t let your
trash become
someone else’s
treasure
 Dispose of it in the right
way
 THE END

Q & A Session