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Case study 6: Securicor Kenya Limited

1. Introduction

1.1. Role player: Securicor Ltd


Securicor Ltd is a large multinational security corporation. The purpose of its inclusion in the case studies was to include some ideas from organisations which are in the crime reaction and prevention arena for basically commercial reasons. Securicor feels that it is the firm's employees and the public who are aware of the firm's functions as one of the role players involved in crime prevention in Nairobi.

1.1.1. Basis of crime prevention

This is based on the Laws of Kenya, Register of Companies Act.

1.1.2. Area of jurisdiction

The area of jurisdiction of the firm is Nairobi city and also the other parts of Kenya.

1.1.3. The image

Securicor has an assured self image. It feels it has an excellent image due to the minimal complaints received from its clients, an expanding client base and a staff that is highly motivated.

1.2. Crime prevention mandate

Securicor is registered under the Register of Companies Act which gives it the legal government mandate for its work. The mandate of the firm is the protection of life and property. The firm gets the authority to act on the mandate of its clients.

1.2.1. Links between national and local crime fighting

Securicor felt that although similar crimes may manifest themselves nationally and in Nairobi, there does not seem to be this national-local link in crime prevention.

1.3. Partnership

1.3.1. Structure of partnerships

The statement that the Kenya Police Force is a partner of the firm arises from two reasons. The first is that the Police Force is the government law enforcement arm. The two are also partners as they work hand in hand in bank premises and other commercial property.

1.3.2. Relationships with partners

Securicor and Kenya Police work in reciprocity. However, the firm has the following advantages: (a) a better communication infrastructure than the Kenya Police; (b) all manner of specialised security vehicles. In emergencies they often join efforts in fire fighting and robbery cases.

Securicor is also in partnership with the Nairobi City Council. The incidence of cooperation is minimal but it does take place, as in the following instances. The NCC often hires the firm's services to protect (a) Council property from which tenants have been evicted; (b) the property of an evicted person or that of a commercial firm; (c) repossessed Council property. Securicor is also in partnership with community crime prevention groups. Securicor's partnership with the community lies in its informal exchange of security information.

1.3.3. Functioning of partnerships

Securicor does not have any major complaints regarding its relationship with the Kenya Police. However there are minor problems in their relationship. (a) There is a feeling that the police are not really 'free'. In the case of robbery, there is a tendency for the police to use the firm's vehicles; police vehicles are notorious for their poor maintenance. (b) There is concern at the careless handling by the police of the firm's cases in the Courts.

1.3.4. Elements holding the partnerships together

The following hold Securicor Ltd and the Police Force together: (i) the positive effects of the presence or visibility of the company's guards working with the Kenya police at commercial premises; (ii) the high risks they take together, as in the escort of cash in transit; and (c) the cooperation with the police in criminal investigations. Partnerships with the community are held together because Securicor and communities fight for the same goal, principally crime prevention at or in their properties.

1.3.5. Frequency of meetings

Securicor meets with the police on a daily basis. At joint operations such as areas of high security risk, the police will normally watch from the outside and Securicor from within bank premises and other financial institutions. No specific frequency of meetings is set. Normally schedules of duties determine when Securicor meets the police. In case of public events, such as national days of celebration, where the KPF feels they need to communicate on general security issues, meetings with stakeholders are set up.

2. Crime prevention approaches

2.1. Types of crime prevention initiative

Securicor's broad objective is to satisfy the clients' security needs for which they are paid. Private companies, Securicor included, have a history of effective end result - the satisfaction of the clients' needs.

Securicor undertakes what would be considered 'normal' security means of crime prevention - foot patrols and dog patrols, but within the client's forecourt or property. Radio alarms are also used extensively to communicate with the nearest police facility. There is also use of patrol cars to alert the police. Securicor has powerful and up-to-date information communications technology with high frequencies.1

Another crime prevention initiative is a sense of self monitoring, in which supervisors check on a regular basis on the whereabouts of their employees.

2.2. Philosophy on crime and crime prevention

Securicor, like other private firms, holds to the ideal of cooperation between all stakeholder and the Police. Securicor felt that the public and government should recognise their contribution to crime prevention as the private sector. However, security guards are generally held in low esteem in the eyes of the public and the Kenya Police Force in particular.

2.2.1. Meaning of crime prevention

From a narrow perspective, crime prevention means not only safety for all but also growing business for the firm. The aim of crime prevention for a company like Securicor is to get more clients.

The approach of a private security company is to get hold of a client or clients and then determine their security needs. From that point the company then settles on the optimal mix of approaches to satisfy the new client's needs.

2.3. Adoption of crime prevention approach

Crime prevention approaches in the private sector are based on tested best international practice in the parent company and similar firms elsewhere. These may include the following approaches: (i) installing of alarm systems; (ii) use of very high frequency radio calls; (iii) use of dog patrols; (iv) setting of guards on business premises; (v) monitoring of the whereabouts of all their employees; and (vi) use of foot patrols.

2.4. Jurisdiction

The City of Nairobi is the major territorial jurisdiction for Securicor Ltd in the eastern African region. With the headquarters at Embakasi North Airport Road, there are other branches at City Brach Mawa Court Chambers, Dagoretti Corner, Industrial Area Enterprise Road and Witu Road, Upper Kabete Shopping Centre, Karura 5th Parklands Avenue, Westlands ABC Place and the Hilton Hotel Arcade.

The firm targets the criminal activities that worry the commercial constituency, primarily attacks on banks and financial houses, cash in transit and secure mail. Also part of this is the enforcement of court orders for the eviction or seizure of property, private investigations and the installation of alarms.

2.4.1. Crimes overlooked by the approaches

Crimes which have no direct commercial value to the company fall in this category.

2.4.2. Crime prevention fit within the Metropolitan Council's vision

The company is not aware of a metropolitan Nairobi City Council crime prevention vision.

2.4.3. Beneficiaries of the approaches

The beneficiaries of Securicor's work in crime prevention are as follows: (i) banks that transport cash from one point to another; (ii) business premises that need guarding; (iii) residents who need guarding; and (iv) clients who prefer secure mail services.

2.4.4. Territorial jurisdiction

Securicor will provide security where clients can be found. As this is part of an international operation, the firm's territorial jurisdiction is theoretically anywhere within and outside of the City of Nairobi boundaries. However, the territorial coverage is not necessarily continuous, given the nature of competition between private firms.

2.5. Process

2.5.1. Origins of crime prevention approaches

Securicor's approaches arise from international best practice. As a large international security firm the company is able to borrow lessons from one part of the world and apply them elsewhere.

    2.5.1.1. The catalyst

    The catalyst for offering its range of services was the general recognition that the government could not adequately provide for the security needs of the public and in addition specifically tailored security needs.

    2.5.1.2. Involvement in the conceptualisation of crime prevention approaches

    The main people involved were (i) the firm's directors; (ii) the shareholders; (iii) government security argents through the Kenya Police; and (iv) the legal arm of government through the Attorney General's Chambers.

    2.5.1.3. Priority mediation

    Priorities in crime prevention were set out on the basis of the most prevalent crime being tackled first. Thus the priorities turned out to be in this order: (i) burglary in residential areas; (ii) theft of cash in transit; (iii) bank robberies; and (iv) shoplifting.

    2.5.1.4. Start of initiatives

    The initiatives started when the company was registered approximately 25 years ago.

    2.5.1.5. Origins of initiatives

    The initiators of crime prevention were on the whole the directors of the company and shareholders.
2.5.2. Strategy design and development
    2.5.2.1. Strategy development

    The steps Securicor takes in developing a strategy include the following: (i) investigating the nature of crime in a particular area; (ii) determining the attitude of the public towards suggested security and safety measures; (iii) ascertaining how the business community relates to security agents; and (iv) evaluating the effectiveness of the police.

    2.5.2.2. Local models informing the strategy development

    The models that were adopted by Securicor had evolved historically in the Kenyan security environment. The model was one where security had to be provided for European farmers in largely dispersed and isolated farming communities, far from any Kenya Police posts or stations. The model was also built on the need to provide 24-hour protection for the Asian population that lived in business-residential apartments in towns. These were the roots of the model strategy in which the protection of life and property is a prime objective.

    2.5.2.3. Role of the city and other role players in the process

    The NCC connects to Securicor through its nominal role as the provider of public utilities at the firm's locations and those of its clients. Otherwise the NCC plays no role in crime prevention strategizing with Securicor Ltd.
2.6. Description of strategy

2.6.1. Crime prevention strategies

Securicor deals almost exclusively with situational type crime prevention initiatives. It does not undertake any social engineering or law enforcement in the police sense of the word. Crime prevention strategies include: (i) guarding and patrolling residential and business premises; (ii) the escort of cash in transit; (iii) providing courier services; (iv) private investigations; (v) enforcing court orders; and (vi) installing alarm systems.

2.6.2. Components of the strategies

The following are Securicor's strategies, strategy objectives and desired outcomes:
  • The objective of guarding property is to ensure the safety of the guarded residents and
    commercial property from criminals. The outcome the company looks forward to is satisfied clients and assured revenue sources. The objectives of patrols are to keep an eye on their
    clients' properties and keep their employees alert by checking on them from time to time.
    The desired outcome is that their employees should be on the watch for any changes in
    the security environment at all times, as well as that risks to their clients should be reduced.
  • The objective of escorting cash in transit is its safe arrival at the intended destination. The
    desired outcome is the deterrence of any hijack plans that criminals may have laid for a
    specific transit vehicle.
  • Courier services are offered as a secure source of mail for the client. The preferred or desired
    outcome is the arrival of all mail safely without being tampered with.
  • The objective of private investigations is to carry out confidential intelligence gathering on
    behalf of a client or clients. A satisfied client is the desired outcome.
  • Enforcing court orders is probably the nearest the firm gets to law enforcement. The
    objective is to lend assistance and a hand to organisations like the Nairobi City Council
    Inspectorate, which may not have the manpower in place.
  • The objectives of the alarm systems are to inform the office when intrusions have occurred,
    and to act as a means to alert the larger public. The desired outcome is also to reduce the
    risks of crime all round.
2.6.3. The implementation of strategies

The implementation of a strategy depends entirely on the commercial viability of a proposition. In other words there has to be a client or clients who are desirous of a service and be able to pay the commercial rates.

 2.6.4. Emphasis within the strategy

As a commercial operation as well as a security concern, the emphasis falls on financial viability as well as securing the objectives of safety for client's person and property.

3. Implementation

3.1. The implementation of strategies

These are standard industry approaches and include the following:
  • Guarding properties is implemented via foot and vehicular patrols. A network of information communications technology is also used for monitoring properties.
  • Transit cash and courier services are monitored through escorts and use of the latest communications technology where possible.
  • Private investigations are a matter of signing a contract with the time schedule in place, plus the payments involved.
  • Enforcing court orders in most cases involves the placing of a security guard or sentry on the disputed property.
  • Radio alarms and panic buttons are monitored from various offices.
3.2. Responsibility for monitoring

Various officers and operational levels are responsible for handling the range of activities
involved in the security transactions outlined above. On these levels strategies are monitored,
responsibility taken and delivery ensured.
  • Company property guards escorting cash in transit are monitored through visitations by company vehicles and communication by radio. The successful eluding of the criminals and the safe arrival of persons, cash and mail and the protection of property is the way in which Securicor ensures it has been successful.
  • Private investigations are monitored through the progress of investigations by the relevant sets of security intelligence. The ultimate success and satisfaction of the client informs the company of the delivery of the strategy.
  • Enforcing court orders, as in specific properties, are monitored in the field through the placement of guards and checking them on radio and patrols.
  • Alarm systems are monitored from various offices. Delivery of the strategy is ensured by prompt arrival of the guards and apprehension of the suspect.
3.3. Time frames

Resources are set aside according to budgets that are determined beforehand. Otherwise most activities, such as providing guards at banks or other premises, the collection of mail, and patrols, have time schedules. The only unscheduled events that Securicor encounters from time to time are when criminals strike at one of their client's premises. Otherwise all operations are run on a continuous basis.

3.4. Sharing of resources

The firm's resources are budgeted for to be technically self sufficient. However, given the structure of the industry, resources are shared. These may include (i) the exchange of information with other firms; (ii) cooperation with rival firms in the field in terms of guards working together irrespective of whose property is under attack; and (iii) working together in certain localities where the Kenya Police is poorly represented.

3.5. Budgets and other resources

Budgets are planned in advance in accordance with the range of activities the company is engaged in. General and specialized training is often internal, as this is a large company with numbers of skilled and competent people. When in need of highly specialized training, the resource persons would be sourced from within the larger company.

3.6. Analysis of strategy implementation

All the above-mentioned crime prevention initiatives are presently operative.

3.7. Effective crime prevention approaches

The company believes that most strategies are effective, as they have had a long history of trail and error and have thus been more or less perfected. Credence can be given to this view, for instance in the case of bank robberies in Nairobi. The normal security arrangement is that the private security company employees are inside the bank halls whilst the Kenya Police are on the outside. Long gone are the daily bank robberies that characterised the Nairobi of the late 1960s and the 1970s. Most security observers would concede that this drop in the levels of bank robberies has occurred because the stakeholders have learnt how to effectively deal with the problem.

3.8. Intra-agency and inter-agency crime prevention

There are various levels of cooperation between the stakeholders Securicor Ltd works with.
  • It is felt that the cooperation with the Kenya Police is adequate and that there are no major complaints. However, there is a strong feeling that the KPF should put its house in order. The police have frequent problems with their vehicles and hence need to, and do, utilise the security firm's vehicles. The KPF's communications equipment is generally obsolete by today's technology standards. Furthermore, seminars with crime prevention stakeholders on a regular basis with the aim of increasing efficiency in crime prevention would be most welcome. Finally, the level of professionalism of the Police Force leaves a lot to be desired.
  • Cooperation with the Nairobi City Council is virtually non existent, except for the hire by the NCC of Securicor's services, as already pointed out above.
  • The cooperation with local communities in crime prevention is claimed to be satisfactory
3.9. Tentative recommendations

Securicor's recommendation is that private firms, the Kenya Police Force, the Nairobi City Council and the public cooperate in crime prevention.

4. Best practice and lessons learnt

4.1. Best practice

4.1.1. Major achievements of the approaches

Some of the positive attributes of Securicor's approaches to crime prevention are what appear to be commitment by stakeholders. Securicor has proper uniforms, diversity of specialist security vehicles, and superior communications equipment. These make Securicor visible and effective. In localities where Securicor has held ground for some time, it is generally believed that crime has declined.2 The introduction of Community Policing by the police is going to be advantageous, bringing the private sector even closer to the society in question, and so there will be a general realisation that private security is part of the crime prevention picture.

4.1.2. Three best practices

There are certainly more than three `best practices' in the arsenal of Securicor. I restrict myself to four examples here.

  • Electric fencing and alarms. These restrict most prospective thieves to the periphery of the electrified compounds. Alarms going off have alerted whole neighbourhoods, which may set off other alarms for assistance. The latter occurrence has often contained criminals within compounds, resulting in subsequent arrests.
  • Transportation of secure courier goods both local and international. There is a high demand for this service, arising from the inefficiency of the government postal agency, Posta Kenya, whose delays and loss of mail are legendary. Securicor transports mail quickly and safely. A good reputation for not tampering with postal goods has resulted in its attracting a discriminating clientele. Tampering with people's valued goods has been drastically reduced.
  • The escort of money in transit is another valued service. This assists small firms who cannot afford to hire the protection services of the Kenya Police Force. In addition, KPF officers are not fast and are reputed to react slowly to risky situations. Because of their efficiency, banks and commercial establishments and factories use Securicor's services. Nevertheless, Securicor staff are subject to ambushes and hijackings, but they are well paid.
  • Securicor foot-guards and dog patrols have excelled in national parades on national occasions. This leaves a positive image and impression on the public, so when seen on the job in estates they are readily recognised.
4.2. Lessons learnt

4.2.1. Major disappointments or shortcomings of the approaches

Despite their proficient service, there are certain common failings in the Securicor and other private-sector security firms. There is a particular lack of 'proper' training of its employees. Employees are normally trained in only one or two directions. They may be trained in guard duties, parade or escort duties. They are not trained in the law or with firearms. They are not allowed to have guns. Such essential items of equipment are maintained and kept at their offices or the police armoury at police stations. Most of the security employees are primary school drop-outs, having less than eight years of basic education. There is no recognition given to private security by the police with regard to their role in crime prevention.3

4.3. Planning considerations

4.3.1. Crime prevention strategies within Nairobi's development plans

To the best of Securicor's knowledge a crime prevention strategy for Nairobi does not exist.

4.3.2. Lessons for planning departments

Securicor believes that the cooperation of stakeholders in crime prevention is the single most important lesson that can be taken to planning departments.

4.4. Benefits for local government

4.4.1. Local government benefits from this study

Securicor felt that this study could open up the outlook of security operatives and usher in an attitude of cooperation, especially by Nairobi City Inspectorate in crime prevention. This applies especially in non-cognisable offences (e.g. where security guards report late to enable the theft of property), as opposed to cognisable offences (an offence witnessed by a person or persons).

4.4.2. Local authority benefits from this study

The view was that the Nairobi City Council Inspectorate should cooperate with private security so that criminal intent could be communicated to Securicor. Securicor is proud of its guards, who undertake sentry duties at the NCC Chief Officer's residences in Nairobi.

4.4.3. Support the local authority needs for improved crime prevention

Securicor felt that crime prevention stakeholders should pool their resources together. Frequent meetings and communication are in order. The acquisition of the financial resources needed to undertake crime prevention and working relationships could be improved. For example, a complaint was aired that the NCCI has never supported the fuel needs of private security, say during a chase, whilst the NCC expects such help from the private sector without question! Furthermore, there was a need for far better cooperation and closer criminal intelligence information exchange.

Notes

The police confirmed that private security firms, including Securicor, were better equipped than the police in information communications technology.
I had no records to prove if this is a true trend.
It can be argued since members of private security firms are more widespread in Nairobi than police officers, recognition is due from the Kenya Police of their contribution to crime prevention.



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