Not only is the demand for security services and products increasing; it is also changing and becoming both specialised and differentiated.

10 years ago, security was managed as part of the compliance programme of a company and was measured on factors such as how many security officers were on duty during a certain period.

Today, security and risk management is a board room issue – it is a key element of a company’s reputation and is no longer taken for granted.

Reputations are global assets in themselves and companies are increasingly looking to the security industry to provide a consistent approach to managing aspects of their risks to protect their international reputations. As a result, company boards regularly discuss key security matters and the security market is at last, becoming truly global.

Security and risk management have to be an integral part of corporate strategy in today’s challenging climate. It should contribute to a company’s success and be a core element of their strategic planning. Security and risk management experts have to be at the boardroom table and not an afterthought bolted onto existing strategies.

Theme 4:

We want to add value to our customers’ business and security and risk management to be a key element of their strategy. Therefore we must understand their business objectives and requirements.

There is no single model for security these days – it must be tailored to suit the markets in which we operate, to add value to the existing business.

Whilst the security industry must demonstrate expertise in designing security solutions to meet customer needs, we must also expand our knowledge and understanding of their markets and their issues to make sure that the security approach deployed adds real value to the customer.

The combination of highly trained security consultants, security personnel, security technologies and more sophisticated systems integration will be required to pull together a comprehensive security and risk management approach.

Technology is an enabler to risk management & decision making and has a key role to play in creating safe and secure environments.

Theme 5:

To deliver high quality security solutions to our customers, we need to have the right level of expertise and commitment within our workforces.

The security industry must offer a career to those working within it and must invest in recruitment, training and development to meet ever-changing and more sophisticated customer needs.

This will ensure that the industry can continue to innovate and evolve into the future and live up to customer expectations in risk management and security provision.

The global security industry must act in harmony with all of its key stakeholders to achieve its goals and to provide a safe and secure environment for all.

The industry connects with many different groups which have the ability to influence or impact how the industry operates.

It is important that the industry takes a proactive approach to understanding the needs of its customers, employees, insurers, police, governments, regulators and the media and builds strong relationships with them.

Whilst the specifics will differ according to markets, services, customer sectors or geographies, the commitment to broaden stakeholder engagement must be embraced by the key industry players.

The LIGUE is the global voice of the security industry. The objective is to establish a supranational organisation which will initiate and broaden contacts and exchanges of experience and opinion, and therefore will deepen reciprocal understanding among its members and the countries they represent.

The end in view is the solution of common problems difficult or insoluble at a national level, and the development of techniques and organisational methods more effective than those possible to individual initiative and local resources; the animating idea throughout being to improve and increase the overall potential of private security activity in the world.

The LIGUE in exercising its activities shall always respect the position of individual members in relation to the legal obligations and the generally respected customs and practices as applicable to companies of good repute in the particular countries in which such members carry on business. It is not the policy of the LIGUE to inhibit free and fair competition between its members.