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PHILIPPINE NATIONAL POLICE HANDBOOK PNPM-DO-DS-3-1-14

MALL SECURITY MANUAL

MARCH 2014

MALL SECURITY MANUAL

Directorate for Operations Camp Crame, Quezon City, Philippines 2014

Republic of the Philippines DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT DILG-NAPOLCOM Center Quezon Avenue corner EDSA, Quezon City

MESSAGE I commend the Philippine National Police as well as the editorial board and staff behind the publication of the PNP Revised Manual on Mall Security. For years, our police organization has been following a set of operational and procedural standards in our order to ensure public safety and security inside shopping mall in the country. But with the rise of armed robberies and high profile crimes in shopping malls at present, it is clear that there is a need to update our manual of operations to include security and safety procedures that will be more responsive to the current situation. With the newly-modified PNP Manual on Mall Security, security managers and owners will now be guided in taking appropriate responses to emergency situations in coordination with the PNP. Among the essential features of the revised manual is the mandatory installation of closed-circuit television (CCTV) cameras, as well as the conduct of rigid inspections to deter the commission of crimes inside shopping malls. Through these enhancements, I hope that this manual will serve its purpose of reassuring the public that our shopping centers in the country are safe and secure at all times. Once again, I would like laud all personnel who shared their time and knowledge in the production of this revised manual.

MAR ROXAS Secretary

i

Republic of the Philippines National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE OFFICE OF THE CHIEF, PNP Camp Crame, Quezon City

FOREWORD I commend the PNP Directorate for Operations, particularly the members of the Preparation Committee and the Technical Working Group, for the revision and publication of this Manual on Mall Security. Your hard work and dedication in completing this project manifest your deep commitment to the promotion of the ideals of competence, discipline, excellence and professionalism in the police service as embodied in our strategic focus “CODE-P:2013 and Beyond”. The original publication initiated by the Civil Security Group (CSG) and the Supervisory Office for Security and Investigation Agencies (SOSIA) was meant to serve as a ready reference for security practitioners. This revised edition seeks to further inform security managers and practitioners as well as law enforcers on how to handle specific situations in major places of public convergence. The unfortunate incidents that transpired recently in some shopping malls served as a wake-up call for everyone to fortify security measures in such areas. Moreover, it emphasized the need for the cooperation of every sector to ensure the safety and security of the public. With the publication of this Manual, we are moving many steps forward in the pursuance of this objective.



Ipagpatuloy natin ang pag-aalay ng serbisyong masigasig at makatotohanan sa sambayanan.

ALAN LA MADRID PURISIMA Police Director General Chief, Philippine National Police

“Serbisyong Makatotohanan” ii

Mall Security Managers Association of the Philippines, Inc. 3rd Level, EDSA Carpark, EDSA corner Ayala Avenue, Ayala Center, Makati City

MESSAGE

The challenges in Mall Security have continuously evolved through time and come in various forms. These challenges generate the much needed teamwork in order to sustain the vigilance among the front liners. The Mall Security Managers Association of the Philippines stands committed to the Plans and Programs of the Philippine National Police. These collaboration efforts between PNP and MSMAP produced results which provide significant contribution for the Retail Industry landscape and shopping community - providing our people a delightful shopping, dining and entertaining experiences. The Revised Manual on Mall Security is one great milestone in the history of Asset Protection and will stand proof to the never-ending pursuit of providing shoppers a safe, secured and pleasant environment at all times. It attests to the PNP’s commitment to serve and bias for improvement of which MSMAP warmly supports. In behalf of the officers and members of MSMAP, I generously extend my heartfelt gratitude to our partners in the PNP for their unselfish contribution for the welfare of the Mall Security and those in private security profession.

COL. VALENTINE T. HIZON (PN) M (RET) President

iii

 

  Republic of the Philippines NATIONAL POLICE COMMISSION NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE DIRECTORATE FOR OPERATIONS Camp Crame, Quezon City

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

RICARDO CORNEJO MARQUEZ Police Director The Director for Operations iv

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

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RICARDO CORNEJO MARQUEZ Police Director The Director for Operations

TABLE OF CONTENTS Messages Foreword Preface Acknowledgment Chapter 1 – General Principles of Mall Security .............1 Section 1 - Mall Security Section 2 - Stakeholders in Mall Security Section 3 - Standards of Mall Security Responsibility Section 4 - Common Lapses in Mall Security Chapter 2 – Target Hardening Measures .........................10 Section 1 - Information Gathering Section 2 - Security Survey Chapter 3 – Standard Response Procedures ..................21 Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Section 9 Section 10 -

Theft /Shoplifting Robbery Bank and Armored Car Robbery Hostage Taking Kidnapping Civil Disturbance Bomb Threat Assassination/Murder Carnapping Fire vi

Section 11 Section 12 Section 13 Section 14

-

Earthquake Typhoon Agaw Armas Observance of Human Rights

Chapter 4 – Best Practices in Mall Security.......................53 Section 1 - Eleven General Orders for Security Guards Section 2 - Best Practices Section 3 - Six (6) Fundamental Elements of Security Services Contract: Section 4 - Points to Consider in Selecting Security Provider Section 5 - Nine (9) Steps in Ensuring Quality-Based Contracting Process Chapter 5 – Recording and Reporting Formats and Other Security Documents .............................74 Section 1 Section 2 Section 3 Section 4 Section 5 Summary of Changes Glossary Appendices References

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Incident Report Security Journal Materials Logbook Threat and Vulnerability Analysis Security Plan

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CHAPTER 1 GENERAL PRINCIPLES OF MALL SECURITY Principles of security are tried and proven theories, standards or practices in preventing, appropriately responding and mitigating the effects of any damage, loss or injury to lives and properties. An existing principle may be fully adopted or partly adopted depending on the peculiarities of a given situation. As we take efforts to strongly fortify the establishment using the known principles, we might find out that certain innovations in the strategies or manner of implementation are needed. This is the time our own acumen as security managers would come in. For example, we all know this common security principle – “there is no impenetrable barrier” – therefore this should further amplify our efforts to do the necessary proactive measures through the conduct of regular threat and vulnerability analysis, emergency drills or rehearsals and updating of security plans. Even with these measures, we acknowledge that there are no impenetrable barriers thus the more that we should not lower our guards. Remember, the perfect breeding conditions of crime are opportunity, capability and motive. Use these principles as practical guides in improving the security coverage of your respective establishments. Make the necessary innovations that would suit any prevailing situation.

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Section 1 – Mall Security 1.1

What is Mall Security?

It is the degree of protection against danger, loss, and crime inside a mall. As a form of protection, it refers to “systems, structures and processes” that provide or improve mall security as a condition. 1.2

Principles of Mall Security a.

“There is no impenetrable barrier.” A good example is the robbery incident that transpired in a mall in Metro Manila wherein a good number of security guards were deployed, security cameras were installed, and access control was strictly implemented, the crime was still perpetrated. The moment a security manager starts thinking that there is nothing wrong with the security systems, structures and processes and starts becoming complacent, the vulnerability arises.

b.

“Confidentiality, Integrity and Availability”.[7] These three (3) security goals must be achieved. 1)

2

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Confidentiality means only the people with “need to know” should have access to the security information. The only people with “need to know” are the people whom the company trusts because of their proven credibility. In mall security, there are some critical information that only selected individuals can access.

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2)

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

3)

Availability means making sure that all the essential tools and equipment in ensuring the security of the building/installation are available like firefighting tools, first aid kits, and rescue equipment.

c.

“Defense-in-depth as strategy”. “Defense-in-depth” is security implemented in concentric or overlapping layers that provide the fundamentals needed to secure assets: prevention, detection, and response.”

d.

“When people are alone, they often make bad security decisions.”[7] Given this premise, when performing guard duty, security guards should conduct roving patrol in pairs. Any unusual situation should be reported immediately to the next higher officer.

e.

“Functionality and Assurance”.[7] Seeing to it that plans are still relevant to the given situation. A good example is the Security Plan which needs to be updated always to address the prevailing peace and order condition in the area. Keeping the Security Plan updated ensures the security of the mall.

f.

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

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g.

“Risk Management”. Risk management is when we determine what the risk will be and what can be done to mitigate the chances of injury, damage or loss.

h.

“Complexity is bad for security.”[7] For example, it would not be advisable to have an alarm system in your mall that is really hard to program or to activate because most of the time you might just get frustrated and decide not to use it.

i.

“Selling security using fear and indecision does not work.”[7] People understand more about security now and will not fall for spurious gimmicks.

j.

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

k.

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

l.

“Letting people know about security flaws is sometimes helpful for security.”[7] Security managers must constantly remind their subordinates to perform their respective tasks properly stressing the losses that may result from security lapses.

m.

“Each installation is different.” Installations have different security problems. Each system of barrier must conform to the required measures to protect the installation.

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Section 2 - Stakeholders in Mall Security 2.1 Philippine National Police (PNP). The PNP was created by Republic Act No. 6975 titled “An Act Establishing the Philippine National Police under a Reorganized Department of the Interior and Local Government and For Other Purposes” dated December 13, 1990. The PNP’s mission is to enforce the law, to prevent and control crimes, to maintain peace and order and to ensure public safety and internal security with the active support of the community. Mall security is among the concerns of the PNP in view of crime incidents that transpire inside such establishments. In ensuring the safety and security of the public inside malls, the PNP undertakes various public safety measures as follows: a.

Maintain a functional dedicated committee (e.g. Joint Anti-Bank Robbery Action Committee) to coordinate mall security and safety programs/operational procedures;

b.

Enhance current intelligence collection and sharing of information regarding threats in malls;

c.

Formulate guidelines covering the carrying of firearms inside malls;

d.

Conduct periodic security preparedness performance exercises in malls; and

e.

Initiate regular coordinating conferences/ meetings with other stakeholders to thresh out pressing concerns on mall security.

2.2 Mall Owners and Security Managers. Mall owners primarily seek positive returns from their business endeavors. Customers will patronize the products and

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services in shopping malls once they feel secure, hence, mall owners should consider putting a premium on mall security by investing in it. On the other hand, security managers must ensure that the security plan of the mall is adhered to by those involved in the security operations. Mall owners and security managers must work together in ensuring a safe and secure business establishment by developing the following appropriate measures: a. Acquire and install gadgets/equipment;

b.

functional

security

Develop a comprehensive security plan;

c. Conduct a continuing security and safety awareness program; d. Continuously improve access control or adopt best practices; e.

Coordinate with other mall security managers through the Mall Security Managers Association of the Philippines (MSAP) for exchange of information; and

f. Make the structural design of the mall in conformity with security procedures and policies. g.

Require all hard tools or equipment purchased inside the mall/establishment such as hammer, pipe wrenches, sports equipment and the like, to be claimed at a designated area outside the mall. Likewise, such objects shall not be allowed to be brought inside the mall/establishment.

2.3 Security Providers/Guards. Security providers/ guards are at the frontlines providing appropriate security inside malls. Security providers must ensure that security guards possess the basic skills, knowledge and character in order to effectively perform their tasks. Likewise, security

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providers should strictly adhere to the company policies and existing standard operating procedures as follows: a.

Implement the Security Plan;

b.

Recruit and deploy capable personnel;

c.

Conduct continuous background check on respective security personnel;

d.

Require security personnel to undergo/ participate in training;

e.

Participate in drills/rehearsals;

f.

Implement a crime reporting system; and

g. Acquire and equipment

install

functional

security

2.4 Tenants/Stall Owners. Tenants/stall owners provide goods and services to mall customers and need a secure environment to conduct their business. They are also part of the implementation of the overall security plan and are responsible for the following: a.

Comply with the security measures or policies necessary to protect their business;

b.

Report unusual observations or incidents that occur inside the mall; and

c. Be alert for circumstances.

suspicious

people

or

2.5 General Public. The general public’s role is indispensable to the success of the mall’s security plan. A cooperative public can help prevent the occurrence of crime inside the mall by observing the following:

a.

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Be alert and vigilant;

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b. Abide by the security policies inside malls and cooperate with security personnel; and c.

Report suspicious people or unusual incidents that occur inside the mall.

Section 3 - Standards of Mall Security Responsibility Malls must adhere to standards of security. These establishments must adopt the following standards: 3.1 Threats and Risk Assessment – Every shopping mall should determine the potent threats and risks to its security based on previous incidents, location, prevailing peace and order situation in the locality and vulnerabilities. 3.2 Emergency Response Plan – Comprehensive and detailed sets of actions shall be undertaken as response to a particular situation. The plan must anticipate possible scenarios which might occur inside the mall. 3.3 Hazard Mitigation Plan – Detailed actions shall be undertaken to mitigate the effects of an emergency situation. 3.4 Emergency Communication Protocols - Standards or systems in communication between responders (security personnel and the police) and the mall management shall be established during emergency situation. 3.5 Training/Rehearsals on Emergency Procedures – Drills, simulation exercises, actual demonstrations of possible scenarios/emergency situations shall be conducted periodically. 3.6 Agreements with Other Entities – Agreements with other agencies/organizations shall be fostered to broaden networks for sources of information regarding possible threats to preempt threats and untoward incidents.

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Section 4 - Common Lapses in Mall Security 4.1 Loose Security – Crimes or unusual incidents will most likely occur in malls if security procedures and policies are not strictly implemented. Security managers must be resolute in implementing the security and emergency plan. Every detail of the security plan should be understood by all security personnel including the management and employees. 4.2 Inept Security Personnel - Recruitment standards should be established in order to maintain quality security services. Likewise, continuous counterintelligence (personnel security) measures should be conducted to ensure that the ranks of security personnel are not tainted with unscrupulous individuals. There have been reports that armed robbery incidents were perpetrated by criminals in cahoots with security guards. 4.3 Faulty Security Plan – A Security Plan must be responsive to the given situation and realities on the ground. It should be complete and comprehensive in such a way that preemptive, responsive and post incident actions must be included in detail. 4.4 Unresponsive Security Plan – The security plan must cover all possible scenarios, and periodic rehearsals must be conducted to test the effectiveness of the security plan and operational readiness of all security personnel. 4.5 Poor Coordination with Concerned Agencies/ Organizations - A well- coordinated network of mall security managers regularly exchanging information and collectively strengthening defensive positions against possible threats will have an advantage over those who have no networks. Also, security lapses occur when there is no system of coordination between the security manager or service provider and the police authorities.

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CHAPTER 2 TARGET HARDENING MEASURES Crimes or emergency situations arise when security arrangements become soft, so to speak. The term “target hardening” was used in the “Three-Tiered Defense System against Terrorism” wherein measures were implemented to strengthen the security of an installation against threats of attacks. In this chapter, common techniques used in enhancing the security of vital installations are presented. Physical security tools and equipment have been proven to strengthen the defense of establishments against intruders and criminal elements. However, security managers are given enough discretion to do the necessary and appropriate security arrangement for a particular establishment. Field experiences and actual observations on the ground will help in determining the access control system, physical barriers, alarm and monitoring system that should be installed. The results of a sound security survey and inspection will also serve as the necessary inputs in formulating a security plan. Methods of gathering information and counter intelligence measures are also presented in this chapter. A responsive security plan should be based on the real situation on the ground wherein the actual potent threats are validated or identified. Mall owners are encouraged to invest in strengthening the physical security of their buildings and facilities. The returns on investment truly outweigh the cost of expenses in laying out a well fortified mall security system. Once the public feels secure in a place where they can freely do their routine chores and activities, many opportunities will arise. Indeed, a safe environment is conducive to development.

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Section 1 - Information Gathering Information gathering concerning threats to the security of shopping malls is very crucial because it provides warnings or preemptive indicators that could be the basis for the formulation and implementation of courses of action to prevent the occurrence of unlikely mall incidents which may bring loss of lives and properties. 1.1 Information gathering. Information is collected through the conduct of surveillance, patrol, database and inter-agency coordination. 1.2 Information is disseminated in the following manner: a.

Personal contact through conferences, briefings, person to person meetings;

b.

Messages through couriers or through the use of secured communication equipment; and

c. Documents through intelligence reports and watchlists.

Section 2 - Security Survey Security survey is the process of conducting an exhaustive physical examination and thorough inspection of all security systems and procedures of a mall for purposes of determining the existing state of security, locating weaknesses in defenses, determining the degree of protection required and submitting recommendations thereby establishing a total security program. The survey should be conducted periodically by a qualified security specialist so that the adequacy of the security system of the entire store and properties can be evaluated regularly. Chapter 2

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2.1

Security survey covers the following: a.

Perimeter Security[5];



b.

Protective Lightings[5];



c.

Access Control[5];



d.

Safe and Lock System[5];



e.

Security of Building and Structure[5];



f.

Guarding System[5]; and



g.

Property and Materials Movement[5].

2.2

Objectives of Security Survey

12

a.

To determine existing vulnerabilities to injury, death, damage or destruction[5]

b.

To determine existing vulnerabilities of mall assets due to outside criminal activity, and within the organization[5]

c.

To determine the existing condition of physical security of mall property[5]

d.

To measure the effectiveness security force [5]

e.

To measure the compliance of employees to security instructions[5]

f.

To conduct internal audit to determine fraud[5]

g.

To inspect the overall condition within the building to determine the causes of security problems[5]

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2.3

Kinds of Security a.

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

b. Common Barriers. These consist of human, animal, structural and energy barriers. 1)

Human Barrier – Person (guard) who stands between the potential intruder and the material being protected.

2)

Animal Barrier – Usually a dog or canine trained for and used as detector or guard.

3)

Structural Barrier – Constructed feature, regardless of original intent that tends to delay intruder. Ex: door, wall partition, window.

4)

Energy Barrier – Usually electrical and electronics devices used to provide assistance to guards. Ex: protected lighting, CCTV, walkthrough machines and other antiintrusion devices.

These barriers delay the surreptitious entries of persons. They offer two important benefits to physical security: a) psychological; and b) direct impact on the number of security posts needed. Positive barriers should be

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established for controlling pedestrian traffic flow, checking, identification of personnel entering or departing and it defines restricted areas or zones for more highly classified areas.

14

c.

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

d.

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

e.

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

Chapter 2

1)

It should enable security force personnel to observe without being seen;

2)

Lighting should not be used alone – it should be an integral part of the whole security system;

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f.

3)

It serves as deterrent and tools for detection;

4)

Lightings at crime prone and vital areas must be of sufficient intensity to enable guards to patrol effectively;

5)

The stand-by power sources should be adequate to sustain the protective lightings of all vital areas and structures;

6)

Lighting should not be relied upon alone but should be used with other security measures such as installation of CCTV, alarm system, roving patrol, etc; and

7)

It may be continuous, on stand-by, movable or emergency lightings.

Safes and Vaults. Safes and vaults serve as storage areas of vital documents, cash, equipment and other materials of very significant value. Two measures of protection the safes/vaults can provide are protection against fire and protection against robbery/ burglary. Safe combination should be changed at least every twelve (12) months and at earliest, during loss or possible compromise e.g., discharge, suspension or re-assignment of any person having knowledge of the combination. In selecting combination numbers, multiple and simple ascending or descending arithmetical series should be avoided, and records containing combinations should be kept with appropriate security classification.

g.

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Locks and Key System. The commonly used security device is the lock. However, it

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will only delay entry into a secured premise. It does not guarantee total protection from intruders. Other physical security measures should be installed. The following are the general guidelines on the use of locks and keys system:

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1)

All keys should have duplicates and one duplicate should be stored inside the vault under the control of the security manager;

2)

A written record of all company padlocks should be maintained containing to whom they are issued, where they are installed and the name of the person who carries and has control of the keys for various locks;

3)

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

4)

The key cabinet should be fireproof and should be kept locked at all times when not in use[5];

5)

If keys are lost, an immediate investigation should be conducted, and effort to locate them should be exerted[5];

6)

If lost key is for an outside gate or if it permits access to an important building or area, steps should be taken to have the lock changed or

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replaced without delay and a notation to that effect should be made in the key record[5]; and 7)

In selecting locks to be used for gates, buildings and storage areas, consideration should be given to the amount of security desired[5].

h.

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

i.

Guards. The number of guards may increase or decrease depending on the applicable system and guarding requirements of the shopping mall. In providing 24-hour security, guard shifting may be divided into 2 or 3. Physical presence of uniformed guards is necessary for the enforcement of the company’s existing rules, regulations and policies. Guards may even serve as fire watch and conduct either vehicular or foot patrol within their areas of responsibility, control ingress and egress of employees, visitors, vendors, and suppliers, applicants and properties. Specific post orders and instructions must be clearly defined to determine responsibility and accountability.

j.

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Personnel Security. This includes security measures designed to prevent unscrupulous

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individual from employment or prevent the retention of security personnel and mall employees with dubious character. There are several motives that cause p eople to be disloyal such as material gain, jealousy, ideological tendency, blackmail, weakness in character, drug addiction and revenge. Human resource managers in charge of hiring security personnel must carefully conduct character assessments and background investigations of applicants. There are four types of personnel security investigation: Local Agency Check, National Agency Check, Partial Background Investigation, and Complete Background Investigation. The following are measures to enhance personnel security: 1)

Regularly conduct personnel security investigation on all security personnel and mall employees;

2)

Conduct regular random drug test;

3) Conduct regular personnel information and education to enhance loyalty; and 4) Apply rotation policy on the assignment of security personnel. k.

Canine (K-9) Services. As part of mall security system, a K-9 Team reinforces the physical security measures inside a shopping mall. In tapping the services of a K-9 service team, the following criteria should be observed[4]:

1)

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The K-9 Team should have at least undergone the training courses to which they were designed or

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intended for (e.g., perimeter patrol, building guard, locating bombs/ explosives, detecting contraband/ deadly weapons); 2)

The handler and dog should be registered and accredited by the PNP SOSIA as a team;

3)

As prerequisite for registration and accreditation, the dog should have an implanted/tag microchip for its identification;

4)

Must have passed the test for K-9 Protector and/or Detector Team Certification conducted by a Canine Training Institution accredited by SOSIA; and

5) The K-9 service provider and handler should have no pending administrative case. l.

Closed-circuit television (CCTV). Closedcircuit television (CCTV) is the use of video cameras  to monitor public areas such as shopping malls.   The CCTV scheme is designed to assist in prevention and detection of crime and aims to provide evidence to relevant enforcement agencies, maintain public order, prevent anti-social behavior and nuisance, provide reassurance, and promote economic well being. The cameras record images 24/7 and are monitored at strategic times in a local monitoring suite. In the event of criminal activity being observed on a camera, the CCTV operators can direct police response to the incident. CCTV can sometimes be used in court as evidence to prove someone

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was in a certain place or that they committed an offence. It can also help to improve community safety and prevent crime, by putting someone off committing a crime like robbery if they know their actions are being recorded.[12] CCTV monitors should be actually manned 24 hours so that in case an incident occurs or happens, immediate dissemination to all security personnel on duty at the subject establishment and in the nearest police unit can be done. m.

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Inspections. Inspections are usually conducted as preventive security measures in various places of convergence. It seeks to regulate entrance and exit points as well as determine the extent of compliance with security regulations and procedures. In the absence of electronic devices to aid in the inspection, rigid and thorough inspection should be done to the individual and his/her belongings to ensure the security of the area.

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CHAPTER 3 STANDARD RESPONSE PROCEDURES This chapter provides guidance to mall security managers on how to appropriately decide on particular emergency situation by setting a policy that security guards should adopt or follow. Every situation has a standard response or set of actions to do whether preemptive or reactive. Measures to mitigate the impact of the incident are also presented in this chapter. It is important to have standard actions to be undertaken on a given situation. Once these actions have been practiced and diligently carried out by security personnel, the occurrence of unlikely situation is minimized. Preventive actions are the most effective tools against crime. These actions may be carried out in the form of roving patrol, random inspections, entrance and exit control or other activities that would eliminate the opportunities in the commission of crime. The standard response procedures are a compilation of tested field operational experiences anchored on existing laws and policies. The primordial concern of each response is to protect lives and properties. A security practitioner confronted with such a situation should act faithfully and with due diligence in upholding the law and observing the code of conduct of the security profession. Some actions may not have been mentioned in this manual hence this should not restrict the sound discretion of capable and competent security personnel from doing what the situation demands. Always remember that the safety of the public is of paramount importance. Security services operational procedures and applicable laws should be strictly followed because these will provide the necessary mantle of legal protection for responders in case their actions are assailed.

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Section 1 - Theft /Shoplifting 1.1

Preventive Measures

a. b.

c.

Educate the employees on the modus operandi on thefts or of shoplifters. [5] Alert the supervisory personnel in order to closely monitor frontline employees (e.g., salesladies, security guards).[5] Screen job applicants carefully by conducting complete background check. [5]

d.

Improve guard force by conducting regular simulation exercises, drills and security rehearsals. [5]

e.

Encourage prompt reporting of theft and provide rewards and incentives. [5]

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f.

Conduct thorough and regular inspection of trash, scrap and garbage disposal since it may be used as means to hide the loot. [5]

g.

Institute a good lock and key control system. [5]

h.

Institute appropriate inspection system of all persons and vehicles entering and leaving the mall area.

i.

Improve the physical protection of the store by installing physical barriers or protective lightings. [5]

j.

Institute appropriate system of monitoring movements of employees in the store after office hours. [5]

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1.2

Standard Response a.

Effect the arrest of shoplifter following these guidelines: 1)

by

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

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

The item stolen was deliberately concealed in an effort to evade detection and there was obvious intent not to pay; [5] and

4)

A female suspect should be arrested by a female guard. Proper handling of suspect who is a minor should be observed. [5]

b.

Conduct thorough and proper investigation. Prepare and submit a report to the mall management and police. [5]

c.

Turn over the suspect to police. [5]

Section 2 - Robbery Robbery occurs due to problems in security policies/ procedures, building structure/design, cash-handling methods and the lack of a workable security plan. While it is impossible to completely eliminate robbery in a shopping mall, concerned stakeholders must work together to mitigate the occurrence of robbery incidents through sound operational practices. Chapter 3

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2.1

Preventive Measures a.

All security personnel should be alert for persons attempting to hide in the premises at closing time.

b. Conduct appropriate inspection and monitoring on persons and vehicles entering and exiting the mall.

2.2

c.

Conduct regular simulation exercise on access and egress control.

d.

The security supervisor or any of his men should call the police if a suspicious person is observed near the premises. If he/she is driving a car, get the license plate number.

e.

All security personnel should be familiar with the identities of the employees of the store.

f.

Maintain close contact with the nearest police station.

Standard Responses a.

Security personnel should not take action that would put in danger the customer’s safety.

b. Observe the physical characteristics of the robber[2]: 1)

Age, height

2) Facial characteristics, and hair 3) Clothing 4)

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Physical profile

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5)

Marks, scars, deformities

6)

Suspect’s method of operation

c.

Identify accomplices. [2]

d.

Note method of escape. [2]

e. Describe the car used (model, year and plate number). [2] f.

Describe the type of weapon used. [2]

g.

If more than one robber is seen, observe the nearest to you. Do not try to observe all in detail. [2]

h.

If the situation or opportunity warrants that security personnel should engage the robber(s), without putting at risk their lives and the public, they may do so with extreme caution. [2]

i. j. 2.3

Comparing robbers with someone the victim knows aids in recalling details. [2] Activate the silent alarm. [2]

Standard Procedures after the Robbery: a.

Call the nearest local police. The caller should be prepared to give a brief but complete description of the robbers and the getaway car.

b.

The crime scene should be cordoned, marking exact spots where the suspects may have left prints. Do not touch any thing until the PNP investigators and SOCO personnel have searched the area for material evidence.

c.

Obtain names and addresses of all possible witnesses in the area and ask them to fill out a description card.

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d.

Cash count and inventory of materials should be conducted to determine the amount of loss.

e.

Assist/cooperate with the police in the conduct of investigation.

f.

Public relations: 1)

Press statements should be carefully crafted so as not to trigger fear and speculation from the public. PR officers of malls and PIO representative may work hand-inhand in this area.

2)

Designate specific area for the media during press briefing.

Section 3 - Bank and Armored Car Robbery Bank robberies inside shopping malls and armored car robberies in mall premises happen because of the following: a.

Poor gathering and exchange of information pertaining to active bank robbery groups their modus operandi and activities;

b. Faulty structural/building design which makes it difficult for security providers to establish an effective security set up; c. Lack of gadgets; d.

functional

security

equipment/

Loose security policies/practice;

e. Hiring of inept or improperly trained security personnel;

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f. Low self-esteem/morale personnel; and

of

security

g. Poor coordination among the police, security personnel of the mall, armored van and the bank management. 3.1

Preventive Measures a.

Counterintelligence measures (personnel security) should be enhanced.

b.

Conduct regular rehearsals.

c.

Constantly remind all security personnel to be alert for suspicious-looking persons going inside the mall.

security

plan

drills/

d. Have security cameras (CCTVs) installed in strategic areas. e.

Bank armored vehicle should be parked in a strategic place where appropriate number of security personnel can be deployed.

f.

Enhance coordination among the police, mall and armored vehicle security personnel.

g.

Actively participate in MSMAP activities and Joint Anti-Bank Robbery Action Committee (JABRAC) meetings.

h.

Existing SOPs on bank and armored car security should be strictly implemented.

i.

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Impose thorough checking of all vehicles entering the parking area.

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j.

Call the police if suspicious persons are observed near the bank premises. If they are driving a car, get the license plate number.

k. Maintain close contact with the nearest police station. 3.2

Standard Response a.

Security personnel must not take action that would endanger the security of the public.

b. Immediately call the nearest police units for assistance. c.

Security personnel must observe physical characteristics of the robbers:

the

1)

Age, height

2)

Facial characteristics, complexion, and hair

3) Clothing 4)

Physical profile

5)

Marks, scars, deformities

6)

Suspect’s method of operation

d.

Look for accomplices.

e.

Note the method of escape.

f. Describe the getaway car (model, year and plate number)

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g.

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Describe the type of weapon used

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h.

If more than one robber is seen, observe the nearest to you. Do not try to observe all in detail.

i.

If the situation or opportunity warrants that security personnel should engage the suspect(s) without putting at risk their lives and the public, they may do so with extreme caution.

j. k.

Comparison of robbers with someone the victim knows aids in recalling details. Activate the silent alarm. [2]

3.3 Standard Procedures Armored Car Robbery

after

the

Bank

and

a.

The security personnel should protect the area of the crime scene, marking exact spots where the suspects may have left prints. Do not touch any object that the suspects may have left.

b.

Obtain names and addresses of all possible witnesses in the area. Ask them to fill out a description card.

c.

The security personnel should ask each witness-employee to fill out a description card.

d. The security personnel should require a cash count and/or inventory of stolen articles to determine the amount of loss.

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Section 4 - Hostage Taking 4.1

Standard Response

a. A Crisis Management Team (CMT) shall be activated immediately. b.

Incident scene shall be secured and isolated from mall customers.

c.

The incident shall be reported immediately to the police authorities.

d.

Unauthorized persons should not be allowed entry and exit to the incident scene.

e.

Witnesses’ name, addresses, and other information should be recorded.

f. Witnesses should be directed to a safe location. [2]

Section 5 - Kidnapping 5.1

Preventive Measures

a.

All nooks, places, corners in shopping malls should be well lighted.

b. Security personnel should be strategically deployed. c.

d.

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Entry and exit in parking areas should be properly secured. Thorough check should be strictly conducted. CCTV cameras should be installed and manned by trained operators.

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e.

Train employees or sales persons to be keen observers of people and unusual incidents.



f.

Check vehicles parked in isolated areas.

5.2

Standard Response a.

Security personnel must not take action that would endanger the security of the public.

b. Immediately call the nearest police units for assistance. c.

Security personnel must observe the physical characteristics of the kidnappers: 1)

Age, height

2)

Facial characteristics, complexion and hair

3) Clothing

d.

5.3

4)

Physical profile

5)

Marks, scars, deformities

6)

Suspect’s method of operation

If the situation or opportunity warrants that security personnel should engage the suspect(s), without putting at risk their lives and the public, they may do so with extreme caution.

Standard Procedures after Kidnapping

a. Immediately report the incident to the police. b. Thoroughly review the CCTV recorded footage for some clues.

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c.

Extend utmost cooperation in the conduct of investigation and in the effective prosecution of the suspects. [2]

Section 6 - Civil Disturbance During civil disturbance, demonstrations or strikes that may interfere with the establishment’s normal operations, it is necessary to provide a continuity of protective plans and operations for employees and property of the facility. All planning will be directed towards keeping the mall open for business as usual, to afford physical protection measures against damage to the facility, and to protect the rights and properties of the mall and all employees by peaceful and lawful means. 6.1

32

Precautionary Measures a.

Establish and maintain call lists of the police, key management officials, security personnel, and the guard force.

b.

Develop plans for expansion of mall protection activities with additional post assignments, special duties and other related emergency functions.

c.

Maintain close relationships with local law enforcement agencies for intelligence purposes and assistance.

d.

Conduct special training programs on mall protection for auxiliary personnel.

e.

Conduct physical security inspections of the facility to assure maximum capabilities of fencing, lighting and other protection equipment.

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6.2.

6.3

Standard Procedures a.

The security in charge should inform the top management regularly about the development of the situation.

b.

In case of necessity, the security supervisor should call the local law enforcement (PNP or Fire Department) for any needed assistance. All criminal acts should be properly documented and reported to the police authorities.

c.

The security shall maintain a log on all observable events. The security supervisor shall submit periodic reports to top management.

d.

The security supervisor shall establish a special procedure on the control of entry of personnel and vehicles.

e.

The security supervisor shall maintain communication with key management officials (also with the nearest local police station).

f.

The management should provide material assistance as required.

Policies (pursuant to Section 1, Rule XVIII, 2003 IRR of RA 5487) a.

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

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confrontation with the strikers may carry in the usual prescribed manner their issued firearms.

34

b.

Private security personnel shall avoid direct contact, either physically or otherwise, with the strikers.

c.

Private security personnel shall stay only within the perimeter of the installation which they are protecting at all times.

d.

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

e.

Private security personnel shall refrain from abetting or assisting the acts of management which may lead to physical clash of forces between the labor and the management. These hostile acts include breaking of the strike, smuggling in of scabs and preventing strikers from conducting peaceful pickets.

f.

Private security personnel shall not enforce the provisions of the Revised Labor Code pertaining to strikers/lockouts. [1]

g.

Private security personnel on duty must at all times be in complete uniform with their names and agency’s name shown on their shirts above the breast pockets. [1]

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Section 7 - Bomb Threat Bomb threat is either a written or verbal threat communicated through electronic means, oral, or other means that threatens to place or use an Improvised Explosive Device (IED) at a certain time, date, or place against any specific person or place. 7.1

A security guard on duty must remember the following: a.

Facts on bomb threats

1)

A threat is considered only a threat until something visible is found.

2) Determined bombers do not frequently give warning of a possible explosion/incendiary attack.

b.

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3)

Threats are an excellent way to disrupt productivity without actually risking life, limb and/ or property.

4)

The consequences of conviction for ‘threatening” are not necessarily as serious as those that could result from actual placement/initiation of a bomb.

In case of threat calls received [9] 1)

The caller must be kept talking if possible.

2)

Try to identify the voice by sex, age, accent, etc.

3)

Assess the mental state of the caller if possible.

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4)

The caller may provide clues as to the intention of the specific threat.

5) Immediately write down the details you have noted during the conversation. (a) Date and time the threat was receive

6)

7)

36

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(b)

Exact time of call

(c)

Exact words of the caller

Ask the caller the following information and write down the details: (a)

What is your name?

(b)

Is there a telephone number where you can be contacted?

(c)

What is your address?

(d)

Why do you want to (whatever threat)?

Make special note of the following: (a)

Caller’s voice (calm, excited, disguised, accent, etc.)

(b)

Caller’s sex

(c)

Caller’s approximate (determined by voice)

(d)

Was the voice familiar to you?

(e)

Have you received similar calls?

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(f)

Was there any background noise?

(g)

Any reason that you think the threat was made (labor dispute, etc.)

(h)

Public telephone or private telephone?

8)

Listen for background noise which may provide valuable information (vehicles, people, machines etc.) [9]

9)

Have a caller ID installed. Record the conversation if possible. Upon termination of the telephone call, inform the police if the call was threatening. [9]

10)

Do not talk back to the caller. [9]

11)

Hang up if the caller does not say anything, upon saying the first obscene word, or if the caller does not provide identification to your satisfaction. [9]

12) Do not slam down the receiver or otherwise indicate that the call bothers you, just hang up as you would normally do. [9] 13) If a bomb threat is received, an evacuation plan should be immediately implemented. No one should attempt to search for a bomb. Evacuation plans should not include two way radios or cell phones as they could trigger a device. [9]

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c.

Where bombs contained

are

disguised

1)

Gift wrapped packages

2)

Fruit cocktail basket

3)

Lunch boxes

and/or

4) Books 5) Letters 6)

Garbage can

7) Car/Vehicles

d.

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8)

Biscuit cans

9)

Attaché Case/Suitcase

10)

Ladies bag

11)

Clutch bag

How to Recognize Mail or Package Bomb 1)

Mail bombs may bear restricted endorsement such as, “Personal” or “Private” This factor is very important when the addressee does not usually receive personal mails.

2)

Addressee name may be inaccurate.

3)

Return address may be fictitious.

4)

Mail bomb may have protruding wires, aluminum foil, oil stain and may emit a particular odor.

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5)

Mail bombs may have distorted handwriting or the name and address may be prepared with homemade labels or cut and paste lettering.

6)

Cancellation or postmark may have a different location than the return address.

7)

Mail bomb may have a buzzing noise or slashing sound.

8)

Pressure or resistance may be noted when removing contents from an envelope or parcel.

9)

Remember that mail and package bombs may explode while being opened so look for the following: [9] (a)

The Postmark: Especially if “foreign” and any name and address of the sender. Do you normally get letters from there?

(b)

The Writing: Which may be in “uncommon” style. Do you recognize it?

(c)

The Balance: Is it evenly balanced? If the letter or parcel is lopsided, treat it as a suspected mail/package bomb.

(d)

The Weight: If this seems to be excessive for size, treat it as suspect.

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(e)

The Holes: Are there any small holes or pin points which could have been made by wires?

(f)

The Stains: Are there any stain or grease marks which could be caused by “sweating” explosives?

(g)

The Smell: Some explosives have unusual aroma of almonds, etc.

(h)

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

(i)

The Outline: Can you see if there are any unusual outlines if you hold it up to the light?

(j)

The Flap: Is the flap of the envelope stuck down completely? (There is usually a small gap). If so, treat it as suspect.

IF IN DOUBT, CALL FOR HELP. 7.2

Guidelines during a Bomb Threat a.

Upon receipt of the information: 1)

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Treat all threats as serious until proven otherwise.

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2)

For the receiver of the call, take note of the voice and intonation/accent of the caller and the background noise/ sound, if any.

3)

Determine the exact location of the establishment under threat.

4)

Assess or analyze the threat whether it is a long term or a short term threat.

5)

Report to the police.

6)

Do not cause panic among mall shoppers.

7)

Consider an evacuation option, such as: Option 1 – Do nothing

Option 2 – Search with partial evacuation Option

3 – Search and evacuation

Option 4 – Evacuate immediately 8) b.

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Do not receive any package, bag, box and parcel from strangers.

Upon Discovery 1)

Do not panic.

2)

Do not touch any suspected incendiary device or bomb.

3)

Do not move or attempt to open suspicious or unattended packages.

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c.

4)

Immediately clear the area of all persons.

5)

Move at least 300 feet away from the bomb.

6)

Turn off electrical and gas units when possible.

7)

Report immediately to the building administrator or chief security officer or duty officer or the most ranking senior officers.

8)

Call for immediate assistance from the nearest police unit.

9)

In case of actual explosion, do not tamper with the debris.

After a Bomb Explosion

1) Identify the exact location of the incident. 2) 3)

Notify nearest PNP unit. Assist PNP EOD team in proceeding to the specific place of the incident.

4) Request assistance evacuation.

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medical

5)

Cordon the area and determine if a secondary device exists.

6)

Conduct rescue operations.

7)

Record the time of explosion and the time when the call for bomb threat was received.

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8)

Submit an incident report to police authorities.

9) Cooperate with the police regarding investigation. 10) Avoid issuing “speculative” press statements.

Section 8 - Assassination/Murder

8.1

8.2

Preventive Measures a.

Strictly implement policies on the prohibition on the carrying of firearms and deadly weapons inside malls.

b.

Deploy roving patrol teams particularly in isolated areas.

c.

Deploy security personnel as undercover operatives for easy spotting of would be offenders. [9]

d.

Install CCTV monitors in strategic areas.

Profiling Offenders[9] a.

Be aware of persons who always seclude themselves in the crowd. Offenders see to it that they can do their unscrupulous plan and leave undetected.

b.

Observe body language. Observing a person’s body language can help perceive if there is any uneasiness or discomfort in him. Tense shoulders, restlessness and excessive sweating are common to offenders.

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c.

8.3.

Pay attention to physical appearance. Look at how a person is dressed up. Offenders normally wear something that can conceal their appearance such as dark sunglasses, hooded jacket, baseball cap and the like.

Standard Response

a. Exert effort to subdue, arrest or neutralize the offender.

b.

Preserve the crime scene.

c.

Identify witnesses.



d.

Call the police.



e.

Submit incident report.

Section 9 - Carnapping 9.1

44

Preventive Measures a.

Mall parking areas should be well lighted and installed with CCTV cameras.

b.

If a security alarm/device of a vehicle goes off, conduct an inspection of the area and check the vehicle.

c.

Establish a vehicle control system at the entry and exit area.

d.

Deploy appropriate number of security personnel in the parking area with roving patrol teams.

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e. 9.2

Train security personnel on the modus operandi of carnappers.

Standard Response

a.

Immediately report to police authorities once a carnapping incident occurs.



b.

Preserve the crime scene.

c.

Identify witnesses.

d. Cooperate with investigation.

the

police

regarding

Section 10 - Fire 10.1 Guidelines a. b. c.

Confirm whether the alarm is real or false. Calm the customers. Assure them that proper action is being taken. If the alarm is false, inform the customers properly and return to your normal duties.

d. If confirmed, procedures.

follow

the

prescribed

10.2 During the Emergency: a.

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If a fire breaks out, DON’T PANIC. KEEP CALM. If you know how to use a fire extinguisher, confine the fire until it is in its incipient stage.

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b.

If ordered to evacuate, stop whatever you are doing, unplug all electrically operated machines/equipment, and form a line by twos.

c.

Always stay low when encountered by smoke. Remember that the air is usually better near the floor. If your clothing catches fire: STOP! DO NOT RUN. Follow the “DROP AND ROLL” procedures.

e.

If burned in a fire, report for medical treatment at once. Many burn or smoke inhalations, which at first don’t seem serious, have fatal results.

10.3 Evacuation a.

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If you are a member of the Firefighting Team, report to your respective area of assignment. If you are not, observe the following procedures: 1)

Lock up all important documents and materials and turn off electrical equipment in your area.

2)

Act in a calm and orderly manner in proceeding to the nearest fire exit. This can be your most valuable contribution.

3)

Proceed directly to the designated assembly points and remain calm.

4)

Do not attempt to re-enter the building regardless of how important the item you have forgotten may be in your workplace unless directed by the authorized officer.

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When you reach the evacuation area, observe the following procedures:

b.

1)

Report to your superiors for proper accounting of personnel.

2)

Do not leave the assembly area for kibitzing. For personal necessities, seek permission from your superiors.

3)

Do not give any statement to the press/ media or to any outsider instead refer them to the duly designated Public Information Team.

4)

No one is allowed to return or go back inside the premises upon reaching the evacuation area.

After the emergency, following procedures:

c.

observe

the

1)

Do not return to the building until signal is given by the management.

2)

Do not go home unless authorized by your superior. [5]

Section 11 - Earthquake 11.1 Safety Procedures during the Earthquake

a.

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If inside the mall: 1)

Watch for falling plaster, bricks, light fixtures and other objects.

2)

Watch out for high bookcases, cabinets, shelves and other furniture which might fall down or topple.

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b.

11.2

3)

Stay away from windows and mirrors.

4)

If in danger, get under a table, desk or bed in a corner away from windows or in a strong doorway.

5)

Encourage others to follow your example.

6)

Do not run outside.

If outside the mall: 1)

Avoid buildings, walls, power poles and other objects that might fall.

2)

Do not run through streets.

3)

If surrounded by buildings, take shelter in the nearest strong one.

4)

If possible, move to an open area away from hazards.

5)

If in an automobile, stop in the safest place available preferably in an open area.

Safety Procedures after the Earthquake a. Check for injuries. b. Check for fire. c. Check utility lines and appliances for damage.



d. Clean up spilled medicines, chemicals, drugs and others. e. Check to see that sewage lines are intact before flushing.

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f. Do not eat or drink anything from open containers near shattered glasses. g. Do not turn switches on and off. h. Respond to requests for help. [5]

Section 12 - Typhoon 12.1 Safety Precautions a.

Before the Typhoon: 1)

Tune in to a radio station for up to date reports.

2)

During super typhoons, it would be safe to send female employees home, and also male employees who might not be needed for emergency assistance work.

3) Security Department shall immediately coordinate with Engineering and Store Operations Department for necessary emergency actions.

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4)

Close all windows, skylights, doors and other openings.

5)

Remove all loose boards, cans and other items which may be easily blown away.

6)

Tie down all yard equipment. This might fly or move and might cause harm to people.

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7)

b.

c.

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Move materials and equipment that can be damaged by water to a safe place.

During the Typhoon: 1)

Check the protection apparatus and all emergency equipment.

2)

If necessary, shut off electrical power, furnaces and boilers.

3)

Provide materials for quick, temporary repairs to protect equipment.

4)

Activate only a number of exits as this could be taken advantaged by unscrupulous individuals.

After the Typhoon: 1)

Check the premises thoroughly.

2)

Check the fire protection equipment.

3)

Provide one or more Security officers to patrol the premises assisted by any Engineering staff.

4)

Check machineries and equipment.

5)

Check stocks for water damage.

6)

Note all weaknesses exposed by the typhoon.

7)

After making emergency repairs, arrange for best and permanent repairs.

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Section 13 - Agaw Armas 13.1 Guidelines: a.

Always remind security personnel to be alert (especially the guard on single posting).

b.

Ask for valid SOSIA Letter Order from Inspecting Team.

c.

Bear in mind that SOSIA Inspecting Teams are always in proper PNP Uniform with Identification Cards properly displayed when conducting inspection.

d. Take note of physical and facial features of the suspect/s. e.

Report the incident immediately to the nearest police station.

Section 14 – Observance of Human Rights 14.1 Policies and Procedures in the Implementation of Human Rights: a.

Maintain a high level of discipline and strictly adhere to the Security Guards Code of Honors and Ethics.

b.

Exercise utmost restraint and caution in the use of armed force to implement the establishment’s policies. When the use of armed force is inevitable, strict controls must be exercised to ensure that only reasonable force necessary for mission accomplishment

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shall be taken and shall be directed only against hostile elements, not against civilians or non-combatants. c. Treat all suspects/violators humanely and with respect and shall, at the earliest time possible, turn them over the proper authorities especially to the territorial police units for proper disposition. d.

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

e.

Respect members of the PNP and the AFP, and all persons and objects bearing the emblem of the Philippine Flag, Red Cross and emblems designating cultural property.

f. All human rights-related incidents allegedly committed by security guards in the performance of their duty shall be immediately investigated and if evidence warrants, charges shall be filed in the proper courts. Reports of investigations as well as actions taken shall be submitted to SOSIA, Camp Crame or Regional FESAGS Offices fifteen (15) days after receipt of information about the alleged human rights violation.

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CHAPTER 4 BEST PRACTICES IN MALL SECURITY Best practices in mall security feature the distinct systems, policies and procedures implemented by the different security managers of malls in the Philippines and in other countries. These best practices have been proven to be effective in securing mall premises owning to their applicability in local settings and responsiveness to the demands of a particular situation. Developing a distinct security system or policy requires an in depth observation and analysis of certain events and experiences in the field. An adept mall security manager clearly sees the appropriate response to a given situation by going beyond the boundaries of existing policies or SOPs. In this chapter, we collated the best practices being implemented by various mall security managers here in the Philippines and in other countries. The following best practices aim to present the peculiarity, usefulness and effectiveness of each model from which a mall security manager may derive his own concept. Pointers on how to select a security provider and the attributes of a good security services contract are also discussed in this chapter. This would serve as guide for mall management in selecting a good security provider which can satisfactorily provide the security requirements of the establishment. The best practices presented in this chapter pertain to training, hiring, deployment of security personnel, security contracting process, feedback mechanism, choosing a security provider and installation of security equipment, among others. These models have been proven to bring positive results on the operations of a security provider in a mall or industrial establishments.

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Section 1 - Eleven General Orders for Security Guards

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1.

To take charge of the post and all company properties in view and protect/preserve the same with utmost diligence;

2.

To walk in an alert manner during my tour of duty and observing everything that takes place within sight or hearing;

3.

To report all violations of regulations and orders I am instructed to enforce;

4.

To relay all calls from posts more distant from the security house where I am stationed;

5.

To quit my post only when properly relieved;

6.

To receive, obey and pass to the guards on duty all orders from company officers or officials, supervisors, posts in charge or shift leaders;

7.

To talk to no one except in line of duty;

8.

To sound or call the alarm in case of fire and disorder;

9.

To call the superior officer in any case not covered by instruction;

10.

To salute all company officials, superiors in the agency, ranking public officials and officers of the Philippine National Police; and

11.

To be especially watchful at night and during the time of challenging, to challenge all persons on or near my post and to allow no one to pass or loiter without proper authority.

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Section 2 - Best Practices 2.1

“Layered Security Model”

Industrial control system security relies on layers of security using multiple controls, methods and techniques that work together to help protect a system’s asset, operations, and those who depend on its safe and reliable operations. Technical controls, including physical and electronic mechanisms that compensate for risk should be accompanied and balanced by non-technical controls such as company policies, procedures and guidelines. Example of this model is a layered security system composed of the following: a. Perimeter security (fence, protective lightings, perimeter guards, traffic enforcers, parking control, CCTVs) b.

Entrance/Exit Control (Security personnel, metal detectors, Canine Team, CCTV, X-Ray machines)

c.

Inner Security (roving patrol, plainclothes security personnel, CCTV, emergency response team)

2.2 “Defense-in-Depth Strategy Model”. For enhanced protection, a defense-in-depth security strategy is applied to a system designed to complement the layered security’s technical and non technical protective measures. This security posture uses diverse measures that operate as a deterrent and can slow and thwart unauthorized activities against a control system. Such an approach enhances the likelihood that threats are detected and prevented in reaching their goal.

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The combination of a layered security model and the defense-in-depth strategy are best practices which enhance the security posture of a control system and help protect against threats that can originate from inside or outside a control system environment. Example of this model is the security practice being implemented by Metro Gaisano Mall wherein tenant business stalls/outlets are placed in a separate building from main Gaisano Department Store hence this facilitates an in- depth defense and control by enhancing focus and attention to a particular area. On the same vein, Ayala Land Incorporated (ALI) security best practice provides maximum visibility of well armed security personnel every time there is cash delivery in its malls or banks. The security contingent is composed of roving and motorcycle riding guards aside from the regularly posted security personnel. [6] 2.3 “Quality-Based Security Contracting Model”. This model is designed for malls that want to develop a contracting process that will result in establishing the best quality security services partnership with a security provider. Choosing a security provider is a decision which will significantly affect the security, image and profitability of a shopping mall. Comprehensive application of concepts and processes that create a successful business partnership will ultimately result in quality security services. The key to establishing a quality-based security personnel services partnership is to define expectations about the prospective partner’s capabilities, as well as the criteria for selecting the right partner to meet those expectations. [7]

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

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recommendations on how to mitigate risks against the established control systems while remaining vigilant against potential security threats that may put people, property and information in danger. Regular public consultations may be conducted to get the real feedback from the public if they feel secured inside the mall. Necessary security adjustments may be conducted if the public feels apprehensive regarding their security. 2.6 “Choose a Partner - Not a Commodity Model”. Generally, satisfied customers define their service needs and select a “partner” to deliver those services. Customers who used a traditional bidding process to select a “vendor” were really selecting a price and the service that happened to come along with that price. If that service happened to match their needs, they feel satisfied; if not, they are discontented. [7]

In a bidding method, the user prepares the specifications, sends them to selected contractors, and chooses a contractor based on the bids received to fulfill those specifications. This process works, especially when the objective is to get a service for a low price. This process can be improved by specifying officer wages and benefits as this can provide a basis for comparing contractors. In the partnering method, the buyer and contractor collectively define the job requirements and design a plan to achieve the desired objectives. They continue to refine and adjust the requirements as they measure results and redefine the objectives. This is one effective model which can be adopted by mall owners and security providers here in the Philippines. 2.7 “Failsafe Stance”. [7] This model recognizes that the best security plans come from those who expect the worse and act to carefully secure the mall establishment. Some security planning experts anticipate the worst situation or scenario that might happen inside a mall. They think of a particular emergency situation and the best possible security plan to address such situation. 2.8 “Secure by Default”. [7] Turn off any and all features, services and access that are not necessary. If you are not

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using it, do not activate it. Sometimes, there are entrance or exit points in malls that are not so necessary because people are not convenient or accustomed in using them. It is better to close or condemn these facilities than giving the criminal the opportunity to use them as a means of access. 2.9 “Simple in Design, Simple to Defend”. [7] Select the simplest devices and usability designs that will do the job. They will be easier to configure, audit and test. Even a security plan should be simple at its best. It should be easy to understand and implement. The concept of implementation and the tasks/responsibilities should be clearly spelled out.

Section 3 - Six (6) Fundamental Elements of a Security Services Contract: [7] 3.1 Clarity of role. A successful relationship with a quality- based security provider starts with a clear definition of the expectations for the role the contract officers will play in delivering appropriate mall security. A good security plan has many layers including people, technology, facility design, and training. Start with a clear delineation of roles and responsibilities and set expectations for the posts that will be established. 3.2 Competence. Foremost, specify the general and specialized skills required from the security officers and guards. Set out expectations for the agency’s competency in hiring, managing, compensating and training of its security personnel. Likewise, require the security provider to design and implement programs that will ensure that their personnel have working knowledge on the regulatory environment, culture and core values of the shopping mall. 3.3 Capacity. Security staffing requires that every post is manned as required. Gaps in staffing may expose the institutions to vulnerabilities. To mitigate this risk, mall management should expect the security provider to have

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the capacity to hire, train, cross-train, and aggressively manage enough officers to effectively fill its scheduled post commitments and be prepared to support special events or extraordinary incident requirements on a predicted and unscheduled basis. 3.4 Communication. Contracting a security service may relieve you of many day-to-day management issues, but it still requires an institution to actively participate in security policy and program decisions and monitor how quantifiable objectives are achieved. The security landscape can change momentarily and such communication enables both parties to respond. A quality relationship should define how and when the parties will meet to assess the changing risk situations through on-call on-site management, periodically scheduled status meetings and comprehensive business reviews. Measuring how the security contractor’s program makes a difference in actual and perceived feelings of safety on malls requires monitoring key performance indicators and taking the pulse of the mall tenants and customers through satisfaction surveys. 3.5 Care. Perceptions from the customers begin with the professional image and demeanor of security personnel who are among the front line services of the mall. The quality of services rendered by security providers reflects the services of the shopping mall. The image your institution wants to convey about the importance it places on mall security needs to be clearly articulated, not assumed. Your brand and values are continuously represented in the interactions with the customers and cannot be compromised. 3.6 Cost. The final quality component is an honest evaluation of the cost to deliver the desired level of security service against the possible risks, the available budget and the comparable costs to deliver a similar program using inhouse resources. With the backdrop of budget pressures and cutbacks, allocating funds for an increased security presence means that other competing needs will go unmet. You can expect that mall stakeholders will demand a thorough examination of options and assurance that a costbenefit analysis will demonstrate that a contracting decision

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makes sound fiscal sense. You should expect the security provider to make a fair profit, but also to be honest in revealing the elements of cost that are included in its billing rates.

Section 4 - Points to Consider in Selecting Security Provider 4.1 Presence in the Local City/Market. The security industry operates in numerous cities/markets rather than one homogenous market. The methods used to contract for security services vary from city to city but are quite standardized within each. Does your prospective partner have a presence in the local market? 4.2 Suitability of Services. Knowledgeable security service providers realize the term “contract security” is as vague as the term “office furniture”. The challenges of securing a shopping mall differ significantly from those of mining areas. Yet some contractors offer a fixed operating system for every situation. Does your prospective contractor focus on providing suitable contract security services? Do they have specific expertise in institutions of similar size and character? 4.3

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“The 8-Way Quality Test of Security Services” [7] a.

Reliability – Are the requested hours of service delivered consistently?

b.

Responsiveness – Does management respond quickly and effectively?

c.

Assurance – Do employees at all levels convey trust and confidence?

d.

Empathy – Is there evidence of considerate, individualized attention?

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e.

Value – Is the ratio of performance to cost appropriate?

f.

Service – Is customer service a true priority?

g.

Integrity – Do both parties display mutual trust?

h.

Respect – Are services delivered in a respectful manner?

Section 5 - Nine Steps in Ensuring Quality-Based Contracting Process[7] 5.1 Step 1 - Define the Internal Process and Select Your Team. Establish the internal process that will be used to administer the contracting process. Key questions to consider are: a. Which departments/individuals will participate and what role will each play in the process? Generally, the decision-making team should include individuals from all or some of the following departments: Security, Human Resources, Purchasing, Legal and Finance. (Don’t make your team so large it becomes counterproductive.) b.

Which individuals from these departments will be involved?

c.

Who will make the final contracting decision?

d.

How much time should you allow for the selection process?

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5.2 Step 2 - Evaluate Your Current Environment, Establish Your Priorities. This step is critical. The potential success of the entire contracting process hinges on the evaluation of your institution’s current environment and specific needs. To establish your true priorities, the team must first assess whether or not you are satisfied with your current situation.

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Among the questions to consider are: a.

What do you like about your current security service?

b.

What do you dislike about your current service?

c.

Are you confident that security officers are properly trained?

d.

Are site supervisors competent and well trained?

e.

Are officers appropriately supervised?

f.

Do officers exhibit professional attitude and good customer relations skills?

g.

When problems arise, are they solved to your satisfaction quickly and efficiently?

h.

What is the turnover rate?

i.

Is compensation of security appropriate for the tasks required?

j.

Is the current contractor’s local management proactive?

k.

Does your current contractor utilize quality principles and processes to improve your partnership?

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l.

Do you know your current total costs and understand your contract?

5.3 Step 3 - Define Desired Improvements. After evaluating your current status, as defined in Step 2, the team should then list the desired improvements or attributes to enhance the existing service, as appropriate. Be sure the desired improvements or attributes are affordable and within your budget. 5.4 Step 4 - Define Key Objectives. Combine the elements of Steps 2 and 3 into a list of key objectives. Review this list to ensure that it gives a good overview of the service you are looking for. If practical, we recommend that security experts be consulted to identify security hardware and physical security requirements based on the nature of the facility, environmental issues, crime grids/clocks and other factors. Do a budget reality check. Does the team believe the broad objectives? If it is achieved, is it affordable and within your potential budget? Does the team require budget approval? If possible, compare key objectives with other institutions that have the type of service you need. Pay particular attention to the environment these institutions provide as well as related costs. 5.5 Step 5 - Select Potential Contractors to Include in Your Process. This may be accomplished through general knowledge of potential contractors or may require a pre-bid questionnaire to help you select appropriate companies. Invite potential contractors to visit sites where service is to be provided. The following checklist will help you select the appropriate contractors to invite to participate in your process:

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Ensure Basic Qualifications. Be sure to ask:

a.

1)

Is the contractor licensed to provide security services required?

2)

Are the contractor’s security personnel licensed and certified?

b.

Be Certain that the Contractor is Managerially and Financially Sound. Obtain specifics regarding: 1)

Years in business.

2)

Financial position. (Financially strong and profitable companies make the best partners.)

3)

Management stability. (The security industry tends to have high turnover at the senior management level; the most successful companies have the most stable management.)

5.6 Step 6 – Define Specific Needs and Expectations. Prepare Security Project Study and it should combine your key objectives from Step 4 with the Security Personnel Requirements defined below. a.

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Hours of Coverage



1)

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



2)

Supervisory hours should be clearly defined.

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3)

b.

Special requirements must be defined. For instance, you might state: (a)

The same officer should be assigned to the 8:00 a.m. to 6:00 p.m. shift Monday through Friday.

(b)

Contractor personnel shall not work in excess of x hours per day, with a turnaround of less than x hours, work in excess of x hours per week.

(c)

Officers shall not be assigned to perform services at other companies without approval.

Duties 1)

Provide a brief statement of the duties at each post.

2) State the availability and/or preparation of post orders that specifically define duties. 3)

Positions requiring weapons should be identified.

4) Areas of unusual risk should be outlined. c.

Equipment 1)

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List the basic types of equipment to be used by security guards. This helps to define the training and selection process for employees.

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2)

Equipment to be supplied by the contractor, such as radios, watch tour systems, weapons, vehicles, etc. should be listed and clearly described.

Insurance Coverage

d.

1) State your requirements.



2)

e.

coverage

Include copies of contracts that cover insurance provision or ask contractors to supply a copy of their standard contract language covering insurance areas.

General Terms of Contract 1)

Include a sample contract or request one from the contractor.

2)

Ensure that the following areas are covered:



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(a)

Length of contract

(b)

Starting date

(c)

Terms of payment

(d)

Be sure to address officer retention issues

(e)

There should not be any limitation on the retention of security personnel upon termination of the security contract.

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f.

Contractor History 1) Require contractors to provide sufficient information to evaluate:



(a) (b) (c) 2)

g.

h.

Licensing documents Financial stability Security services history

Request references from companies that received services similar to yours.

Management 1)

Require contractors to submit biographical information on their management.

2)

Specify a requirement for vendor management to view your locations and meet with your management prior to proposal submission.

Supervision

1) Define the frequency of unannounced inspections. 2) i.

Specify responsibilities for on-site supervision, if any.

Employee Selection 1)

State standards expected, including: (a)

Education level or related skill requirements

(b)

Health/physical capabilities

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(d)

j.

Any security clearances

2)

Outline special methods of screening or review desired.(See Step 7)

3)

State your prerogative to reject any employee or request immediate replacement.

Employee Training

1)

Provide a breakdown of hours and areas of training.

2)

List areas where additional training may be required, such as:

k.

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(a)

First aid and CPR

(b)

Customer relations service

(c)

Mall security training

Wages and Benefits 1)

Specify base wages by post and rank. (It is desirable to offer higher wages for experienced personnel.)

2)

Outline overtime pay procedures.

3)

Define vacation policy.

4)

List holidays and state the policy for employees to be paid for work missed due to holidays and work performed on holidays.

5)

Specify any allocation for health insurance and coverage levels.

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6)

l.

m.

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Clearly state any other benefits, such as life insurance, pension contribution, sick pay, awards programs, etc.

Billing Rates 1)

Specify how billing rates are to be quoted. (It is best to have a rate for each experience level of each rank, with a special rate for holidays. This makes security provider comparisons more accurate.)

2)

Require a breakdown of the rate at least these areas: wages, benefits, overhead and profit.

3)

Explain how rates for equipment purchases such as vehicles are to be quoted. (It is best if these areas are separate from the hourly service rate.)

Audit and Review 1)

Clearly state your right to audit and review all records of wages, benefits, personnel selection, training, etc.

2)

Contractor Selection Process.

3)

Outline the time frame for proposal receipt, bid review, successful bidder notification, and starting date of the contract.

4)

Explain in general terms how the successful bidder will be determined.

5)

Include a requirement for a pre-award conference, during which all terms of the contract can be confirmed and specific problem areas covered.

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5.7 Step 7 – Narrow the Field. Presentations and meeting potential contractors/partners will typically respond in the form of a written proposal. Your team needs to evaluate these responses and select two or three contractors to meet with to discuss in-depth your potential relationship. At these presentations/meetings, the team should probe the security providers for their understanding of your needs and their ability to provide the service. Determine the contractor’s understanding of working with a shopping mall of similar size and character. Ensure that a contractor has a clear understanding of the unique issues they will face in providing services to your institution. Be frank about their experience providing services from the local office that will oversee your relationship. Determine how they will incorporate best practices gained from their experience in other malls. Understand how the company scans the changing regulatory environment affecting security in shopping malls and delivers that knowledge to you. Evaluate how the contractor takes a leadership position and participates in advancing knowledge about quality security practices among various stakeholders. The best contractors use several tools and techniques to assess integrity, reliability, suitability to perform as an officer, and customer service oriented. Require contractors to specify which methods they use for applicant screening and selection (see below). a.

Determine Employee Retention Rates and Morale. Turnover in the contract security industry varies between 200% and 400%. A good contractor will do all it can to minimize turnover and foster loyalty and mutual respect. 1)

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Request data on annual employee retention rates at sites similar to yours and at comparable wages and working conditions.

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2) Determine the benefit package to be provided. 3) Learn what incentive awards are provided. b.

Ensure the contractor’s focus on customer satisfaction and loyalty. Specifically ask:

c.

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1)

Do they conduct client surveys? If so, request a copy.

2)

What is their customer retention rate? Contact former clients to learn why the contract was terminated and whether they would recommend the contractor.

3)

Do they have presence in your local market?

4)

Do they offer a fixed operating system for every situation or focus on providing suitable contract security services?

5)

Ask to see statistics on reliability (for instance, missed coverage per 1,000 hours of service). Those who have statistics clearly understand this important, quantifiable service dimension.

6)

Check at least three references.

Transition Plan. Ask to see a detailed proposed transition plan they would use if awarded the contract.

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d.

Screening and Selection Methods for Consideration 1)

Comprehensive background checks.

2)

Drug screening.

3) Pre-hiring psychological testing, including indices of personality, intelligence, emotional maturity, honesty, reliability and propensity for violence or drug abuse.

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4)

Physical exam, if required by the duties.

5)

Mental alertness test.

6)

Investigation of employment history.

7)

Personal interview.

8)

Personal references.

9)

Current in-state driver’s license.

10)

Appearance standards, as related to the essential function of the position.

11)

Credit check.

12)

Verification of high school diploma or equivalent.

13)

Literacy demonstration.

14)

Compliance with applicable licensing regulations, with documentation available for client inspection.

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5.8 Step 8 – Finalize Selection of Partner, Price and Service Elements. After weighing all of the issues, select the contractor you want to partner with. Ensure agreement on all terms of the contract. Conduct the pre-award conference, at which time all terms of the contract can be confirmed and specific issues worked out. Be sure you understand the contract you will be signing. Pay particular attention to your ability to cancel the contract and also the ability of the security officers to remain at your site if you change vendors. 5.9 Step 9 – Review the Transition Plan to Ensure a Good Start. Allow sufficient time for the agency to prepare to begin service. Provide adequate direction and support to get them started on the right track. An effective transition plan should detail: a.

The tasks to be accomplished and the parties responsible for completing each task.

b.

Any prerequisites.

c.

Target completion dates.

d.

Resources needed.

e.

Any other relevant comments.

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CHAPTER 5 RECORDING AND REPORTING FORMATS AND OTHER SECURITY DOCUMENTS All incidents pertaining to the daily security operations in commercial establishments should be properly recorded. There are various recording and reporting documents needed as provided for in the 2003 IRR of R.A. 5487 aside from what are required by the mall management. Having a systematic and well organized recording system will strengthen the operational capability of a security provider. It will serve as tool and reference in the conduct of investigation, formulation of policies and operational plans. In the same manner, Threat and Vulnerability Analysis (TVA) and Security Plan are of paramount importance. These security documents present in detail the prevailing situation pertaining to the threats and the appropriate countermeasures to be undertaken. Clarity and comprehensiveness are the important features of a good report and record document. The document must contain the essential data which the security manager will need in the exercise of his functions. Likewise, a well maintained and accomplished recording journal (e.g., materials logbook, security journal, vehicles’ logbook, visitors’ logbook) would bring a great advantage to a posted security personnel, supervisors and mall management in terms of carrying out respective responsibilities. A versatile security manager would always find ways to improve the manner of recording and the formats to be used. He shall always endeavor to improve the security plan and regularly update the risk assessment or threat/ vulnerability analysis.

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Section 1 - Incident Report An incident report is a written document prepared by the operations officer to be submitted to SOSIA containing the details pertaining to an unusual incident that transpired in a certain post. 1.1

An incident report has the following purposes: a.

Narrates the significant details of an incident

b.

Serves as basis in conducting formal investigation to determine administrative and operational lapses of security guards and private security agencies.

c.

Serves as communication tool or document in conveying information from concerned PSA to SOSIA

d.

Proof of compliance of concerned PSAs with the provision of 2003 IRR to R.A. 5487 pertaining to submission of reports.

1.2 Significant incidents involving security personnel/agency should be reported immediately to SOSIA, but not limited to the following:

a.

Agaw-armas

b.

Robbery

c.

Shooting incident

d.

Incidents involving high government officials, celebrities, foreign nationals, and other high profile personalities

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e.

Hostage-Taking situation

f.

Acts of heroism of Security Guards

g. h.

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Conflict of claim (in terms of property ownership, administration, management) Acts of terrorism

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(Sample Incident Report) ABC Security Agency #1234 Murphy Avenue, Quezon City

MEMORANDUM FOR

: C, SOSIA

FROM

: Operations Officer

SUBJECT

: Incident Report on Armored Car Robbery

DATE : June 15, 2012 ============================================================ 1. Reference: Incident report dated June 14, 2012 submitted by SO Juan M. Reyes. 2. Please be informed that on or about 141300H June 2012 at XYZ Shopping Mall located at EDSA, Quezon City, eight (8) fully-armed men staged a robbery to an armored car owned by True Security and Armored Services while delivering cash at Z Bank inside the said mall. The suspects shot to death the two (2) security guards posted at the main entrance of the mall and the two (2) SG escorts of the armored van. The suspects were armed with M-16 rifles and sub machine guns. An estimated amount of two (2) million pesos was taken by the suspects who used a white Toyota Grandia Van as getaway vehicle. 3. The fatalities were identified as SG Romeo Y. Reyes and SG Teodoro H. Yacon (of ABC Security Agency posted at XYZ Shopping Mall) and SG Rico K. Angeles and Juan B. Ramos (of Black Head Security posted as escorts of True Security and Armored Services). 4. Proper coordination was conducted with the Quezon City Police District for the possible identification and arrest of the suspects. 5. For information.

Pedro O. De La Cruz Operations Officer

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Section 2 - Security Journal[10] The security journal serves as an official document which contains the details of the day-to-day performance of duties of posted security guards to include the events and incident that transpired during their tour of duty. It has the following purposes: a.

It serves as a blotter book;

b.

It records material facts pertaining to incidents, instructions and policies implemented;

c.

It provides the necessary information or data concerning all activities performed by duty security guards;

d. It serves as a tool for making future management decisions; e.

2.1

It records instructions (verbal or written) given by superior officers;

f.

It records the significant information or data that mall management may need to know from the guards or from the agency;

g.

It may serve as hard/material evidence in any investigation or court litigation; and

h.

May help the guard on duty in recounting the details of an incident.

Security Journal has the following contents: a. Cover page containing the name of client/ detachment/post; b.

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c.

Entry number;

d.

Date and Time of Entry;

e.

Guidelines in accomplishing the journal; and

f.

Narrative details of entry.

Section 3 - Materials Logbook[11] The materials logbook is an important record book particularly for Private Security Agency (PSA) providing security to the warehouse of shopping malls. The following are some of the uses of a material logbook: a. A separate record book of Security Guard/ Private Security Agency for all items/ materials brought into/out of mall premises particularly warehouse; b. It serves as a ready and available record pertaining to material movements; c. It may serve as preventive tool against material pilferage; d. Serves as documentary evidence in case of investigation. 3.1 Features of Materials Logbook: a.

Cover Page

b.

Event and Page Numbers

c.

Date and Time

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d.

Quantity and unit of materials

e.

Plate number/type of vehicle used

f.

Name of vehicle driver including his other personal details

g.

Important information of supplier and vehicle destination

h.

Signatures of guard and supervisor on duty

i.

Other data which may be required by the client.

Section 4 - Threat and Vulnerability Analysis Threat Assessment and Vulnerability Analysis (TVA) is a very important prerequisite before making a Security Plan. No plan of action can be put into place before a TVA has been undertaken. The TVA provides a baseline for implementing security plans to protect people (employees and clients) assets against various threats. There are three basic questions one needs to ask in order to improve the security of a system: a.

What assets within the organization need protection?

b.

What are the risks to each of these assets?

c.

How much time, effort, and money is the organization willing to expend to upgrade or obtain new and adequate protection against these threats?

You cannot protect your assets if you do not know what to protect them against. Malls and other commercial

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establishments need protection against risks, but what are risks? In simple terms, a risk is realized when a threat takes advantage of a vulnerability to cause harm to your system. After you know your risks, you can then create policies and plans to reduce those risks. There are many ways to go about identifying all the risks to mall assets. One way is to gather personnel from within your organization and have a brainstorming session where you list the various assets and the risks to those assets. This will also help to increase security awareness within your organization. 4.1

Threat can come from three (3) sources:

a. Natural Disaster Risks – Flood, Typhoons, Earthquakes, Fire b.

Intentional Risks – Criminals

c. Unintentional Risks – Building/facility designs, Accidents, Employees Omissions, Reckless Imprudence In Security Strategies, a paper in the Best Practices for Enterprise Security white paper series, a methodology to define security strategies is outlined in a flowchart. The first step is analyzing threat and vulnerabilities. 4.2 The risk assessment step in the Security Strategy flowchart can be divided further into the following steps: a.

Identify the assets you want to protect and the value of these assets.

b.

Identify the risks to each asset.

c.

Determine the category of the cause of the risk (natural disaster risk, intentional risk, or unintentional risk).

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d.

Identify the methods, tools, or techniques the threats use.

Once these steps have been completed, it is possible to plan security policies and controls to minimize the realization of risks. In this paper, we will discuss primarily the first two steps. Companies are dynamic, and your security plan must be too. Update your TVA periodically. In addition, redo the TVA whenever you have a significant change in operation or structure. Thus, if you reorganize, move to a new building, switch vendors, or undergo other major changes, you should reassess the risks and potential losses. A good TVA will determine whether good security policies and controls are implemented. Vulnerabilities and weaknesses exist in security policies because of poor security policies and the human factor. Security policies that are too stringent are often bypassed because people get tired of adhering to them (the human factor), which creates vulnerabilities for security breaches and attacks.

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(Sample Format) THREAT ASSESSMENT REPORT

Facility/Establishment :ABC Building Location : Pasig City Threat Factors

High

Medium

A. External · Burglars/Thieves · Shoplifters · U n w a n t e d Intruders · Pickpockets · Armed Criminals/ Holduppers · Terrorists · Swindlers B. Internal · D i s g r u n t l e d Employees C. Accidents/Man-made Disasters · Fire · H a z a r d o u s Materials · Faulty Structures Summary of Information:

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VULNERABILITY ANALYSIS REPORT Specific Area

Findings

Recommendations

A. Lighting System

>No perimeter lights >Hallway not well lighted >Not enough light in the parking area during nighttime

>Install perimeter lights

B. Doors

>Single lock >No reinforced bar

C. Windows

>No steel grills

D. Emergency Exit Door

>Locks at emergency exit are defective

E. Lock and Key Control

>Locks are of low quality

F. Roof

>There is access from adjoining building

G. Alarm System

>No intruder alarm system

H. Access Control

>No ID/Access control tags for employees

I. Physical Barriers Prepared by: Security Officer



Date: ______________

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Section 5 - Security Plan A security plan is a comprehensive plan that specifies the following important contents: threat and vulnerability situation; the mission of the security unit; the security concept of prevent- predict-react-assess methodology; delineation of tasks; and coordinating instructions. It must be crafted simple and easy to understand. Every organization, be it a company with five employees or a shopping mall with hundreds of employees, needs to: a. Identify the threats and vulnerabilities that it faces; b. Analyze and prioritize those threats/ vulnerabilities; c. Devise plans and strategies to reduce the likelihood of those threats occurring; and d. Have contingency plans ready in case those threats occur. This is the purpose of the security plan — a realistic examination of the non-commercial and non-financial threats facing your company and the ways it will deal with them. While a small company might be able to keep this information within the head of a manager or the business owner, an organization of any significant size needs to put this information on paper where it can be discussed, reviewed, and put into action. 5.1. Guidelines in Security Planning a.

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The security plan should describe the scope and the situation at hand. For a small company, the security plan’s scope might be the entire organization; for a larger organization, it might be limited to just one location or one department.

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

b.

The security plan should contain the TVA which answers the question: Where are we now?



The assessment needs to identify what we need to defend (people, locations, facilities, equipment, confidential information, service availability). Unless we know what we are defending, it’s not possible to determine which threats we need to be concerned with.



Following this inventory of the things that need to be defended, we need to determine the threats we need to defend against. These may include: 1)

Physical threats (e.g. robbery, agawarmas, theft, arson, sabotage);

2)

Insider threats (e.g. fraud, workplace violence, information theft or disclosure)

3)

Natural threats (e.g. earthquake, landslide, hurricane, tsunami, etc.)

4)

Information threats (e.g. theft of trade secrets, customer lists) For each threat, we need to determine

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the risk and the level of vulnerability: the combination of both, how likely it is to occur and its impact on the organization. We also need to determine what precautions are already in place to either reduce the likelihood of the threat or to reduce its impact. This may include physical measures (burglar alarms, fences, firewalls) procedural controls, staff policies, and staff training. Finally, the assessment needs to prioritize the risks. Which are we going to take action on first, which can we safely ignore for now, and which can we safely ignore for the foreseeable future? Note that rarer threats which may significantly impact the organization (fire, flood, earthquake, etc.) will often be excluded from the plan’s scope and addressed in a separate business continuity plan or a disaster recovery plan, since these threats and the actions which must be undertaken to address them are further from the normal day-to-day running of the organization. c.

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

Purchase and installation of equipment (e.g. security cameras, firewalls);

2)

Changes to procedures (e.g. ensure all visitors have a visitor badge);

3)

Additional staff training (e.g. handling

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of confidential material); 4)

Exercises (e.g. fire drills, earthquake drills, lockdown drills);

5)

Curtailing of risky activities (e.g. no more on-site storage of flammable liquids); and

6)

Creation of contingency plans for specific threats.

Whatever the actions are, it is important that specific individuals need to be assigned the responsibility to carry out the required actions. The individual chosen must have the skills, time, budget and resources to carry out the action. There must also be a mechanism in place to verify that the actions are carried out and not forgotten. Typically, this will involve review meetings by a steering committee to ensure that action items are being pursued and that feedback on the plan is being addressed. d.

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The plan needs to be updated regularly as the mall assets change and the organization learns more about the threats to its operations. There should be a formal security plan review once a year or whenever a significant change in the organization’s operations occurs.

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(Sample Format) ABC ENTERPRISES BUILDING SECURITY PLAN I. REFERENCES: a.

ABC Enterprises Building Plan;

b. Threat Assessment Analysis;



and

Vulnerability

c.

Fire Safety Plan; and

d.

Existing Physical Security Measures.

II. SCOPE: This plan covers the detailed plan in order to secure the ABC building and its employees from natural, intentional and unintentional threats/risks. III. SITUATION: A.

Description of Facility

The design of the building is rectangular with three (3) stories above ground. The building is built of concrete and steel frame. Each floor is approximately three hundred (300) square meters. It has a small parking space in front of the building. B.

Facility Operation

It showcases various items for sale such as plastic wares, RTWs, electronic gadgets, school supplies and appliances. The operational work schedule of the building is normally from 0900H to 2000H from Monday to Saturday.

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During daily operations, there are more or less 1,000 to 1,500 shoppers/customers going to this building. There are about seventy (70) employees (salesladies/salesmen/ errands including management personnel) working the normal daily schedule of operations. C.

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

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Close Circuit Television (CCTV) – CCTV cameras are installed inside the building. It is being operated on 24/7 basis by management personnel.

D.

Threats and Vulnerabilities – (Annex “A”)

E.

Assumptions:

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a.

Shoplifters posing as customers may attempt to carry out their nefarious activities inside the ABC store;

b.

Burglars may attempt to enter the building during wee hours;

c.

Criminal elements/disgruntled employees may attempt to disrupt daily business operations; and

d.

Conflagration and other fortuitous event may happen which could bring

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damage and injury to the people inside the building. IV. MISSION: XYZ Security Agency, in close coordination with the ABC Enterprises Management and the police authorities, will provide appropriate security coverage in order to protect vital assets/facilities, employees and customers of ABC from any form of criminal acts and to provide assistance in case of conflagration or fortuitous event. V. EXECUTION: A. Concept of Operation - XYZ Security Agency, in coordination with ABC management, shall implement “Three-Tiered Security Strategy”, to wit: a.

Information Gathering – continuous collection of information regarding possible and imminent threats to security through the following activities: •

Liaisoning with police intelligence community to know vital information about criminal elements such as modus operandi, organization and identity;

•

Deployment of covert security personnel near the vicinity; and

•

Regular conduct of security survey and inspection.

b. Target Hardening Measures implementation of the following: •

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-

Correction of the defects/ vulnerabilities noted.

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•

Physical barriers – strengthening of doors, window grills and locks. Perimeter/interior lightings must be installed.

•

Entry/egress control – deployment of SGs at main entrance/exit to detect/ apprehend unscrupulous individuals. SGs shall be equipped with necessary tools such as metal detectors and handheld radios. Customers who are leaving the building shall be asked to present the receipts of items they bought.

•

Roving patrol – SGs will routinely patrol from ground floor to the third floor to preempt any attempt of an individual to perpetrate crime inside the building.

•

Installation of Intruder Detection System and CCTV.

•

Access Control System. Restricted area must be secured properly. “Need to know principle” be emphasized/strictly followed among employees.

•

ID/Uniform system employees.

•

SGs and ABC employees should be properly informed about their respective roles in crime prevention/

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suppression. Periodic simulation exercises (treating different scenarios) must be conducted. c.

B.

Incident Response – If ever a crime incident happens inside the building, SGs shall undertake the following: •

Arrest/apprehend the offender and turn over to police authorities;

•

Assist in the appropriate case;

•

Conduct mitigation measures to lessen the impact of the incident to customers and employees;

•

Preserve crime scene and physical evidences; and

•

Conduct investigation/assist police authorities in the conduct of investigation.

filing

of

Deployment Plan (Annex “B”)

VI. TASKS A.

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XYZ Security Guards •

Maintain alertness and vigilance at all times;

•

Act as first responders to any untoward incident;

•

Maintain a record/logbook to record

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the incidents that transpired during their TOD;

B.

•

Immediately coordinate/report to the police any crime incident that transpired inside the building; and

•

Immediately inform the ABC management and XYZ Agency officials about said incident.

ABC Enterprises Management •

C.

Undertake measures to strengthen the vulnerable areas of the building as stated in the vulnerability assessment report.

ABC Enterprises Employees •

Be vigilant by reporting to the SGs any untoward incident or unusual situation witnessed by them; and

•

Comply with the ABC administrative policies.

VII. COORDINATING INSTRUCTIONS

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a.

Protection of lives and properties is the paramount concern of the SGs.

b.

Respect for human rights and rule of law shall always be observed.

c.

Regular dialogue among SGs, management and employees shall be undertaken in order to update this security plan.

d.

This plan shall be thoroughly discussed with the SGs, management and employees.

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e. This Plan shall take effect upon approval. Prepared by: Security Officer

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SUMMARY OF CHANGES The Revised Manual on Mall Security presents reinforced security processes and procedures to be undertaken inside the business establishments. Among the updates and revisions in the manual are as follows: a.

Inclusion of safety precautions to be undertaken by tenants/stall owners and mall patrons;

b.

Actions to be taken by mall security personnel when a bomb threat call is received;

c.

Additional tips on how to recognize mail or package bombs;

d.

Preventive measures against assassination/ murder, and profiling offenders; and added tips to prevent carnapping;

e.

Inclusion of security and safety procedures to be implemented before, during and after calamities such as fires, earthquakes and typhoons as response to cases of looting and theft like those that transpired in shopping malls in Tacloban City in the aftermath of typhoon “Yolanda”;

f.

The use closed-circuit television (CCTV) cameras to assist in the prevention and detection of crime;

g.

The conduct of rigid inspections to deter criminals from perpetrating lawless acts in shopping malls; and

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h.

Observance of human rights as part of standard response procedures.

Sources and references were likewise cited to aid security personnel and readers in conducting research. The inputs were provided by concerned PNP units and the OCPNP as solicited by the Directorate for Operations to further enhance the Manual.

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GLOSSARY Access Control System – practice of restricting entrance to a room, property or building; it determines who is allowed to enter or exit and where or when they are allowed to enter or exit. Armored Vehicle – a vehicle designed to withstand shrapnel, bullet or shell thereby protecting the personnel or cargo inside from criminal attack. Arrest – act of depriving a person of his or her liberty usually in relation to a purported investigation or prevention of crime and presenting to a procedure as part of the criminal justice system. Bank – is a financial institution that accepts deposits and channel those deposits into lending activities. Some banks are located inside shopping malls for convenience to customers. Bank Robbery – crime perpetrated by a group of persons by means of the use of force upon things and persons with the intent of taking bank properties or valuable items from bank customers. Best Practices – is a method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark. It is a process of developing and following a standard of way of doing things that multiple organizations can use. Canine Service Provider – an accredited canine security provider. Closed Circuit Television (CCTV) – gadgets used in monitoring system. This system reduces the number of guards conducting roving inspections or posted stationary.

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Customer Service – is a series of activities designed to enhance the level of customer satisfaction – that is, the feeling that the product or service has met the customer’s satisfaction. Crisis Management – is a process by which the organization deals with a major event that threatens to harm the organization, its stakeholders or the general public. Detective – any person who does detective work for hire, reward or commission, other than members of the Armed Forces of the Philippines (AFP), guards of Bureau of Jail Management and Penology (BJMP), municipal or city jail guards, and members of the Philippine National Police (PNP) or of any other law enforcement agency of the government. Evacuation – is the immediate and rapid movement of people away from the threat or actual occurrence of a hazard. Emergency Response – series of actions and precautions to take if a disaster happens. Fire Prevention – a proactive method of reducing emergencies and disaster caused by fire. Frisking – a “pat down” search of the outer garments of an individual entering a mall to check for deadly weapons or other illegal items. Incident Report – is a written document containing the details of an unusual occurrence which should be brought to the attention of the management or the government authorities. Intelligence – is the end product resulting from the processing of information. Information Gathering – the process of gathering raw data from sources which have significant intelligence value.

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Joint Anti-Bank Robbery Action Committee (JABRAC) – JABRAC was created on September 11, 1995 to address the problem of bank robberies, and is composed of the PNP, Bankers Association of the Philippines (BAP), Bangko Sentral ng Pilipinas (BSP), National Prosecution Service (NPS), Bank Security Management Association (BSMA), Chamber of Thrift Banks (CTB), Armored Services Association of the Philippines (ASAP), Metropolitan Manila Development Authority (MMDA), National Bureau of Investigation (NBI), and the Rural Banks Association of the Philippines. These agencies signed a Memorandum of Agreement (MOA) adopting “Project Bantay Bangko” which provides and optimizes security measures to prevent bank robbery incidents and requires the banking sectors to support law enforcement agencies in the identification, apprehension, and prosecution of perpetrators. Key Control – Point or place in mall where exit and egress are strictly guarded to prevent intrusion or any breach of security. Need to Know – The term given to the requirement that the dissemination of classified matters be limited strictly to those persons whose official duty requires knowledge or possession thereof. Patrol – a security unit deployed to monitor a specific area inside mall at regular interval in order to prevent the occurrence of crime or to look out for any signs of problems pertaining to peace, security and safety. Personnel Security – includes security measures designed to prevent unscrupulous individual from gaining access to shopping malls and prevent the employment or retention of employee with dubious character. Physical Security – A system of barrier placed between the potential intruder and the material being protected. Mall – is one or more buildings forming a complex of shops

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representing merchandisers with interconnecting walkways enabling visitors to easily walk, from unit to unit, along with a parking area, - a modern version of traditional marketplace. Mall Security Managers Association of the Philippines (MSMAP) – association of mall security managers who are among the stakeholders in mall security. Material Control - Inventory control of materials or merchandise inside shopping malls. Memorandum of Understanding (MOU) – is a document describing a bilateral or multilateral agreement between parties. It expresses a convergence of will between the parties, indicating an intended common line of action. It is often used in cases where parties either do not imply a legal commitment or in situations where the parties cannot create a legally enforceable agreement. Natural Disaster – is the effect of the Earth’s natural hazards which can lead to financial, environmental or human losses. Response Procedures – systematic strategies used to increase the probability of correct responding to emergency situations. Security – is the degree of protection against danger, damage or loss and crime. Security Manager – is a person in charge of security matters in shopping malls. Security Plan – a comprehensive plan that specifies the following important contents: threat and vulnerability situation; the mission of the security unit; the security concept of prevent- predict-react-assess methodology; delineation of tasks; and coordinating instructions. Security Provider – a licensed private security agency providing security services in shopping malls. Security Survey – the process of conducting an exhaustive

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physical examination and thorough inspection of all operational system procedures for purposes of determining existing state of security, locating weakness in defenses, determining the degree of protection required and the submission of recommendations establishing a total security program. Threat and Vulnerability Analysis (TVA) - a systematic detection, identification and evaluation of areas or spots of vulnerability of a facility, operation or system.

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APPENDICES Republic of the Philippines Department of the Interior and Local Government NATIONAL POLICE COMMISSION PHILIPPINE NATIONAL POLICE CIVIL SECURITY GROUP Camp Crame, Quezon City MEMORANDUM TO :

All Licensees/Operators of PSAs/CSFs GGUs; All Security Personnel

FROM :

D, CSG

SUBJECT :

Security Services Operational Procedures

DATE :

June 10, 2009

I.

REFERENCES:

a.

RA 5487 as amended;

b.

Sec 2 Rule X of the 2003 Revised Rules and Regulations Implementing RA 5487. II. PURPOSE:

This memorandum prescribed the Security Services Operational Procedures (SSOP) to be strictly observed and religiously followed by all Private Security Agencies, Company Guard Forces and Government Guard Units and all Security Personnel while rendering security services. This will enable PSA, CGF, GGU and its personnel uniformly and consistently implement the guidelines and prelude

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unnecessary and/or excessive use of force especially lethal weapons like firearms in the performance of their functions, duties and responsibilities. Security personnel assigned to an active post may find themselves in a situation where they are required to take a criminal into custody or defend themselves. Security personnel are often in a quandary on how much force is a security personnel allowed to use in a tense and potentially dangerous situation. The amount of force to be used will depend on the situation and how they are equipped. They must be well-versed on the proper operational procedures for a particular situation and when to use his equipment such as handgun, baton, teargas, stun gun and handcuffs. Likewise, they should have to be properly licensed, be fully trained, and only carry firearms. III. GENERAL RULES: a. Under all circumstances, the use of force, or the uses of equipment such as firearms, baton, tear gas spray or stun gun, and handcuffs by a Security Personnel is justifiable only by virtue of the Doctrines of Self Defense and Defense of Stranger. As stated by Supreme Court, nobody is above the law, but subject of the law. b. The law generally allows Security Personnel to make arrest only under Rule 113 Revised Rules of Court (Citizen’s Arrest) and must use reasonable force in doing so. Reasonable force is simply not to be excessive, under the circumstances and the arresting security personnel must consider the seriousness of the crime, the risk of harm for everyone, and the immediacy of the situation. c. The use of deadly force, especially firearms shall be applied only as a last resort, when all other peaceful and non-violent means have been exhausted. d. When a security personnel needs to take someone into custody for a crime, he or she must use reason and common sense. The preference always is to get law enforcement response to effect the arrest of persons

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especially those armed and dangerous suspects. e. Always consider the use of force as a measured progression from no force to deadly force. Choosing just the level of force necessary to overcome the obstacle is usually judged as reasonable. The force progression is broken down into six broad levels as follows. Level One Officer presence. The mere presence of highly visible uniformed security personnel is often enough to stop a crime in progress or prevent future crime. Presence includes standing, walking, running and use of vehicle lights, horn, or speaker. W ithout saying a word, an alert security personnel can deter crime or direct criminals away from a property by use of body language and gestures. At this level, gestures should be nonthreatening and professional. Level Two Verbal Communication. Used in combination with a visible presence, the use of voice can usually achieve the desired results. Words can be whispered, used normally, or shouted to be effective. The content of message is as important is as important as security officer demeanor. It’s always best to start out calm but firm and non-threatening. Choice of words and intensity can be increased when necessary or used in short commands in serious situation. The right combination of words in combination with officer presence can be de-escalate a tense situation and prevent the need for a physical altercation. Level Three Control, Hold & Restraints. Certain situations may arise where words alone does not reduce the aggression. Sometimes security will need to involve offensive moves such as punching, tackling, and choking an aggressive suspect A baton or night stick can only be used at this level

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as a self-defense mechanism to block blows or temporally restrain a suspect. Handcuffs can be used as a restraint devise only if the security personnel has been trained to do so. Not every suspect needs to be handcuffed. They should only be used to a person who exhibits aggression, poses a real threat or where flight is a real possibility. Handcuffs should not be applied too tightly and should be double-locked when safe to do so. Once a suspect is handcuffed, the security personnel is responsible that they don’t trip or fall. It is also important not to pile on top or place the handcuffed suspect face down on the ground to avoid “positional asphyxiation”. Level Four Chemical Agent. Sometimes when the suspect is violent or threatening, more extreme, but non-deadly measures must be used in defense to bring the suspect under control or affect an arrest. Before moving to level four, it is assumed that other less physical measures had been tried or was deemed inappropriate. When correctly used, tear gas is an excellent distraction, allowing the security personnel time to get away, call the police, or subdue the suspect. An assailant can still grab you, punch you stab you, or shoot you and will definitely be angrier after being sprayed. Also, tear gas may not be effective on the insane addicts, intoxicated or hysterics. Level Five Temporary Incapacitation. To use force under level five means that the situation was so extreme, violent, and immediate that it was necessary to temporarily incapacitate a suspect prior to arrival of the police. This includes the use of all methods of non-deadly force beginning with the empty hand up through and including impact tools. At level five, property used defensive and offensive moves are allowed under the right circumstances. Level Six Deadly Force. When you are in immediate fear of

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death or great bodily injury at the hands of perpetrator or adversary you are authorized to use deadly force. Deadly force can be applied by your hands, impact tools, or with firearm. IV.

SPECIFIC RULES:

In addition to the General Rules, Security Personnel shall conform with and obey the guidelines and procedures prescribed for every type of function of security services as follows: A.

CONFLICT SITUATION

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

The security personnel must use his powers of observation training, experience, positive language, body language, assertiveness and professionalism to achieve a positive result and make the situation calm.

2.

The security personnel must “Think before Acting”.

3.

The security personnel must, where possible, avoid placing himself in danger.

4.

The security personnel must be aware that

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there are some individuals who do not need to become agitated prior to violence and can become extremely violent without any provocation.

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5.

The security personnel must be aware that great caution must be used when dealing with violent person. They are unpredictable and may even enjoy the physical infliction of violence or injury.

6.

Great care must be taken on violent physical or verbal confrontation/situations and the security personnel must seek immediate assistance from the local law enforcement agency.

7.

The security personnel must record in his report book all such incidents and ensure that his superiors are made aware of the situation and the actions undertaken as soon as practicable.

B.

ARRESTS

1.

All arrests shall be effected pursuant to Sec 6 Rule 113 of the Revised Rules of Court, as amended (Citizen’s Arrest).

2.

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

3.

All security personnel executing arrest shall take custody of the suspect and immediately inform their superior officer about the incident.

4.

Security personnel shall conduct initial investigation as to the identity of the suspect, victim, witnesses and informants.

5.

After taking initial inquiry the security personnel shall immediately turn over the

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6.

suspect to the nearest PNP Station. Only reasonable force may be used except in case of self defense or defense of strangers.

7.

Security personnel are enjoined to use only his whistle against a running suspect to cause alarm in the area and for immediate assistance

8.

Laws and current regulations do not extend the authority beyond the limits of security personnel post. Unless circumstances are of an extreme nature, the security personnel shall not pursue a fleeing suspect and abandon his post.

9.

No security personnel shall use warning shot in any circumstance in the performance of their duty.

10. Security Personnel shall only obey legal orders when ask for assistance by any Law Enforcement Officer in effecting an arrest. C.

PRESERVATION OF THE CRIME SCENE

1.

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

2.

Assist the police in preserving the crime scene and in cordoning the area from onlookers, media and other persons who are not involved in the investigation.

3.

He shall take note of any persons entering the crime scene.

4.

The security guard shall immediately inform

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5.

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the nearest PNP Station about the incident. Assist the PNP investigators in the reconstruction of the crime.

6.

In case there is an injured victim, he shall render appropriate medical assistance and assist medical personnel in the evacuation to the nearest hospital.

7.

In case the victim is conscious the security personnel may ask the victim as to the identity of the suspects and other details of the incident

D.

ROBBERY HOLDUP INCIDENT

1.

Security personnel must be well-versed and able to execute his role in emergency response procedures during robbery holdup incidents in accordance with the client’s company policies rules and regulation.

2.

Stay Calm at all times.

3.

Note down the physical description of the robbers, look-outs and the vehicles used in the crime and the direction of their escape/ withdrawal route.

4.

Activate any available alarm system if possible or immediately alert the nearest police station thru any fastest means of communication.

5.

Alert fellow security personnel within the premises of property and adjacent establishments.

6.

Monitor observes and describes the action of robbery holdup suspects including firearms and vehicles.

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7.

Assist the police in preserving the crime scene and in cordoning the area from onlookers, media and other persons who are not involved in the investigation.

8.

Provide the necessary assistance in the conduct of investigation and the prosecution of perpetrators.

E.

ARMORED VAN ROBBERY HOLDUP

1.

When an armored vehicle is under attack the driver security personnel shall exert all efforts to drive out of the scene.

2.

Sound the van distress signal and, if appropriate, return fire in response to gunshots from attackers.

3.

Observe and, if possible, note down the physical description of the robbers, look-outs and the vehicle (s) used in the crime, and the direction of their escape/withdrawal route.

4.

Transmit to appropriate authorities the report on the incident including your exact location.

5.

Utilize equipment in response to the situation such as cameras, fire extinguishers and first aid kits.

6.

In case there are casualties, evacuate the victims to the nearest hospital and secure the vehicle until the arrival of the police.

7.

In the absence of any casualty, cordon the area, secure the vehicle and preserve the evidences until the arrival of police.

F.

CONFLICT OF CLAIMS

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1.

Private Security personnel designated to be deployed shall be in proper uniform with visible nameplates and their license to exercise profession (LTEP) lDs and shall not carry high powered firearms.

2.

Private security personnel/guard must exercise maximum tolerance to avoid jeopardizing the rights of other parties.

3.

Private security personnel shall always protect all lives and properties or establishments they are assigned to do so, presence and maintain peace and order and assist local authorities in securing the stability of the government.

4.

Private security personnel shall not be used, in any manner whatsoever, by their clients as a tool for oppression, violence and any other acts that are against public order and/ or inimical to national interest.

5.

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

6.

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

7.

Private security personnel /guard must fully understand the need to balance the interests

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and responses to the requests of contending parties for effective security management of the property/establishment. 8. Security personnel/guards deployed shall address significant peace and order issues/concerns of the contending parties without having to call, from time to time, for police assistance/local authority but shall always be in the lookout for suspicious behavior, possible emergency cases or traffic problems under current situation. 9.

Security personnel/guards deployed must alienate itself from the legal issue of the case despite their client(s) interest in the conflict. They shall participate as working partners of the caretaker/management committee/ interim administrator, in providing equity of access in the use/employment/ enjoyment of the property/establishment and the promotion of security in their common environment.

10.

No security personnel shall be actively involved in demolition, removal, destruction or recovery of the properties/establishments/ physical structures, they shall only ensure that no property shall be stolen, looted or taken from the premises.

G.

BOMB THREAT AND BOMB INCIDENT

1.

Upon receipt of the information, determine the exact location of the reported suspected bomb explosive devices through bomb search.

2.

Immediately alert the nearest police station and report the discovery and exact location of suspected/bomb explosive device.

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3.

Notify the Security Officer/shift in charge/and the manager/administrator/person-in-charge of the establishment for proper action.

4.

Isolate the suspected device.

5.

Do not permit radio transmission within the area.

6.

Turn off all electricity and gas unit within the premises building.

7.

Secure the area and prevent people from approaching.

8.

Await the arrival of the bomb disposal team.

9.

Assist in the conduct of investigation by responding units when requested to do so.

10. In case of actual bomb incident security personnel/guard must execute the emergency response procedure in accordance with their company policy. V.

COORDINATING INSTRUCTIONS:

1.

The ramification and mechanics of implementation of the foregoing rules shall be thoroughly discussed to all concerned and shall be included in the curriculum of Pre-Licensing and Refresher training courses of all SAGSD – accredited Private Security Training Institutions.

2.

This Operational Procedures must be discussed to all security personnel by security offices/supervisors particularly before actual deployment.

3. Coordination with the Station(s) is a must.

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4.

All subjects in a crime must be turned over immediately to the police, including pieces of evidence.

5.

The licensee/President/General Manager/ Owner/Operator of PSA, CGF and GGU must coordinate and cooperate with their clients, client’s residents or administrators of properties establishments during the resolution of incidents.

6.

Adhere to the guidelines and procedure as called for in SOP Number 007 - 08 as approved by CPNP.

IRENEO A BACOLOD, CEO VI Police Chief Superintendent Director, CSG

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Republic of thePhilippines Department of the Interior and Local Government National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE CIVIL SECURITY GROUP Camp Crame, Quezon City MEMORANDUM TO

:

All Licensees/Operators of PSAa/COFs/ OOUs All Security Personnel

FROM

:

D, CSG

SUBJECT :

Standard Operating Procedures on the Prevention and Immediate Actions during Robbery Hold-up and other Major Crime Incidents in Malls/Business Establishments

DATE

November 3, 2009

:

I.

References:

A.

RA 5487 as amended;

B.

2003 Revised Rules and Regulations Implementing RA 5487; and

C.

Security Service Operational II.

PURPOSE

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

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

Conduct security survey and inspection.

b. Develop a responsive security plan taking into consideration the following objectives: 1. Monitoring activities within malls/ commercial establishments and its premises. 2. Enforcing access control and identification system on malls/ commercial establishment and premises. 3. Securing malls/commercial establishments and premises. 4. Enforcing emergency procedures.

response

5. Preparing security reports. c. Determine the number of security guards and their deployment in consonance with the malls/commercial establishment’s requirement. d. Install and develop security devices such as CCTV, Electronic Access door/Walk through, Electronic

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Metal Detector and controllable physical barriers (i.e. traffic barrier, electronic access, door shutters and gates.) e. Where feasible and in coordination with the local police, provide alarm and communication system tieup with the PNP. e.1

Conduct periodic and regular check up of alarm/communication system.

e.2 Train security guard to activate alarm when warranted during actual incident. e.3 Develop a communication SOP specifically on robbery hold-up incident in accordance with the company policies. e.4 List of emergency hotlines are updated and regularly disseminated. f. Strictly implement rules and regulations prohibiting the carrying of firearms and other deadly weapons inside malls/commercial establishment and properly inform the customers/shoppers through posters or other medium, regarding its implementation. f.1 Security guards shall use metal detectors, electronic scanners and other such instruments at the entrance. All persons noticed to be carrying firearms and other deadly weapons must be stopped from entering the mall/establishment. f.2

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Check for the authority of the person(s) to carry firearm(s) (i.e. Firearm license & PTCFOR for civilians; Mission Order/Letter Order/Memorandum Receipt for law enforcement officers) and

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identification card. If without authority, the person(s) must be arrested, call the police and turn-over the firearm(s) and the arrested person(s). f.3

Provide secured firearms box at the entrance/door for safekeeping of stored/surrendered firearms and/or other deadly weapons from clients with the proper authority except for PSG personnel securing the President and PNP PSPG personnel and licensed Protection Agents securing VIPs.

f.4 Only those persons who have subscribed with the above requirements must be allowed to enter the mall/establishment. f.5

Properly record the name, address and unit assignment of persons who have firearms particularly those who insist in bringing their firearms inside the malls/business establishment especially members of the PNP and AFP.

f.6

Request immediate Police Assistance in case of persons not subscribing to above requirements and using force and intimidation to enter the mall/ establishment.

f.7 Assist responding policemen in effecting arrest of above-cited persons if necessary. g. Security education/training of private security guards deployed in malls/ commercial establishments. g.1

If feasible deploy as mall/commercial

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security guard, only those guards who have passed die Commercial Security Specialized Training Course conducted by SAGSD accredited Private Security Training Institution and ensure the continuing education of deployed guards on malls/ commercial security. g.2

Conduct briefings/dry runs on security preparedness and simulation exercise on incidents such as robbery hold-up, bomb threat/ incident, hostage taking, shooting incident and crisis management in coordination with the PNP.

h. Make available layout/floor plan of malls/ business establishments to the responding police units as the need arises. i.

Intensify intelligence to assist the PNP.

Phase II — During the Incident 1. Put in effect crisis situation measures and enforce emergency response procedures. 2. Transmit to appropriate authorities (PNP, superior officers and mall authorities) the report on the incident to include their exact location. 3. Alert all other guards to take strategic defensive positions (strongpoint) outside the establishment wherein responding policemen and security guards could position and be ready to engage the criminals in firefight, as situation warrants. Return fire in response to gunshots from the attackers in accordance with the Doctrine of Self Defense and Defense of Strangers. 4. Activate the alarm system only if it is safe to do so not to cause panic to civilians, shoppers and mall customers.

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5. Advise mall customers and employees to stay calm and ensure their safely at all times. 6. Take note of the physical description of the robbers, look-outs and the vehicle used in the crime, and the direction of their escape/withdrawal route. 7. Be guided by Security Service Operational Procedure and use force only as last resort by virtue of the Doctrine of Self-Defense and Defense of Strangers. 8. Utilize equipment in response to the Hit tuition such as cameras, fire extinguishers and first aid kits. 9. Safety of the shoppers/customers shall be of paramount importance. Phase III — Post Incident 1. Assist the Police in preserving the crime scene and in cordoning the area from onlookers, media and other persons who are not involved in the investigation. 2. Provide the necessary assistance to the police in the conduct of investigation and the prosecution of the perpetrators. IV. COORDINATING INSTRUCTIONS: a. The ramification and mechanics of implementation of the foregoing procedures shall be thoroughly discussed to all concerned and shall be included in the curriculum of Pre-Licensing and Refresher training courses of all SAGSD-accredited Private Security Training Institutions. b. This Operational Procedures must be discussed to all security personnel by security officers/supervisors particularly before actual deployment. c. Coordination with the nearest Police Station(s) is a must.

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d. All subjects in a crime must be turned over immediately to the police, including pieces of evidence. e. The licensee/President/General Manager/Owner/ Operator of PSA, CGF and GGU must coordinate and cooperate with their clients or administrators of properties establishments during the resolution of incident.

IRENEO A BACOLOD, CEO VI Police Chief Superintendent Director, CSG

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Republic of the Philippines Department of the Interior and Local Government National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE CIVIL SECURITY GROUP SUPERVISORY OFFICE FOR SECURITY AND INVESTIGATION AGENCIES Camp Crame, Quezon City MEMORANDUM TO : All PSA/CSF/GSU/PDA General Managers & Operations Managers FROM

:

Chief, SOSIA

SUBJECT

:

Submission of Significant Reports

DATE : May 20, 2011 =========================================== 1.

References: a)

Section 1b, rule XIV of the 2003 IRR of RA5487,as amended; and

b)

Significant incidents reported in the tri media.

2.

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

3.

ITCON, reports of significant incidents must reach this office thru fastest means of communication as follows:

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a)

Within the first six (6) hours – thru SMS/Text (Attention: SOSIA CP – 09222995438; AC, SOSIA– 09185098247 and C, EMD – 09192141194);

b)

Within twenty four (24) hours – Spot Report with available details;

c)

Within forty eight (48) hours – investigation reports with complete details based on police investigation reports.

4.

Non compliance with the aforestated shall be penalized pursuant to Sec 9.a.1, Rule XVII IRR with penalty stated in Sec 10 (a) same rule.

5.

For widest dissemination and be guided accordingly.

SAMUEL B DICIANO Police Chief Superintendent

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Republic of the Philippines Department of the Interior and Local Government National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE CIVIL SECURITY GROUP SUPERVISORY OFFICE FOR SECURITY AND INVESTIGATION AGENCIES Camp Crame, Quezon City MEMORANDUM FOR : RDs, PRO 1-13, ARMM & PROCOR (Attn: Chief, SAGSS) All PSAs, CGFs, GSUs All Private Security Personnel All Malls/Commercial Business Establishments’ Managers All Malls/Commercial Business Establishments’ Chief Security Officers (October 14, 2011)

ENHANCED SECURITY MEASURES ON MALLS & OTHER COMMERCIAL ESTABLISHMENTS 1. References: a)

High-profile cases of shooting incidents which transpired in malls;

b)

SOP on the Prevention and Immediate Actions During Robbery Hold- up and other Major Crime Incidents in Malls/Business Establishments; and

c) Coordinating

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Conference

with

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Malls/Commercial Business Establishments Security Managers and Chief Security Officers held on September 22, 2011 at CSG, Camp Crame, Quezon City. 2. Above references pertains to the recent shooting incidents in malls which resulted to unnecessary loss of lives. Apart from this is the blame which befell on the Private Security Personnel manning the entrance/access points and the Private Security Provider. 3. During the coordinating conference, a general consensus by the attendees was agreed upon to adopt the following security measures:

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a)

Increase in the number of security personnel posted in entrance/access points and organize them into one (1) cohesive team to perform as Profiler (observe the situation), lady guard searcher (for female) and security guard searcher (for male) In an ingress (entrance) area, a minimum of three (3) security personnel should be deployed, one (1) lady guard and one (1) male guard for frisking of females and males respectively and one (1) guard to observe or conduct profiling.

b)

Every thirty (30) minutes, the Profiler may exchange functions with the guards to give them breather.

c)

A cycle of three (3) hours on and three hours off (relieved by another team) may be employed for the team to recover/recharge from the pressures and vagaries of being posted in entrance areas. The outgoing team shall be posted in light duties for three hours.

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d)

Adoption of the security measures provided in the SOP which were broken down into three (3) phases; Preventive, During the Incident and Post Incident Phases. The SOP shall be discussed and disseminated to all security personnel in these establishments before actual deployment and for total coordination with the nearest PNP unit/station.

e)

A thorough security survey be conducted to malls/establishments to enable the owners/mall managers to know the number of security guards to be deployed and what kind of security equipment be installed and utilized.

f)

An honest to goodness employment of functioning electronic equipment (metal detectors, scanners, CCTV, walk-through, etc) and canine teams, as the need demands.

g) Organization of Mall Security Management Association for a regular coordinating conference for exchanging ideas and best practices on access control particularly those dealing with vehicle inspection, body frisking, and baggage inspection. h)

Instant communication/linkages with the nearest PNP unit.

4. All Mall/Commercial Business Establishments’ Managers and Chief Security Officers are enjoined to adopt and implement the above-stated security measures.

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5. Enhance training in emergency response procedures specifically shooting incidents, armed robbery, hostage taking, fire incidents and calamities. 6.

For your information, guidance and compliance.

BUENAVENTRA M VIRAY JR Police Senior Superintendent OIC, SOSIA

“Client Satisfaction Guaranteed” C#2/MyDocs/memos1/mannyruiz/PSSUPT JUNE M JAMOLO

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Republic of the Philippines Department of the Interior and Local Government National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE CIVIL SECURITY GROUP SUPERVISORY OFFICE FOR SECURITY AND INVESTIGATION AGENCIES Camp Crame, Quezon City 722-29-39 MEMORANDUM TO:

Philippine Federation of Specialized Canine Service Providers, Inc.; All Private Security Agencies Private Canine (K9) Service Providers

GUIDELINES ON THE EMPLOYMENT/DEPLOYMENT OF K9 TEAMS BY PRIVATE SECURITY AGENCY WHO UTILIZED THE SERVICES OF PRIVATE CANINE (K9) SERVICE PROVIDER (November 17, 2011)

1.

References: a.

Section 9, Rule VIII, 2003 IRR of RA 5487, as amended; and

b.

Canine Reference Manual Volume 1, series of 2008.

2. Effective immediately, all Private Security Agencies utilizing the services of Private Canine (K9) Service Provider in the deployment of K9 teams are directed to comply with the following requirements: a.

Submission of the Memorandum of Agreement (MOA) between Private

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Security Agency and Private Canine (K9) Service Provider to SOSIA; b.

Canine (K9) Service Provider Certificate of Accreditation issued by SOSIA;

c.

K9 Team (Handler and Dog) should be registered and accredited by SOSIA; and

d.

K9 dog should have an implanted/tag microchip for its identification.

3. All documentary requirements should be submitted to SOSIA (Attn: Security Canine Management Division) prior to employment/deployment of K9 teams. 4.

For your information and strict compliance.

TOMAS G RENTOY III, CEO VI Police Chief Superintendent Acting Chief, SOSIA

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Republic of the Philippines Department of the Interior and Local Government NATIONAL POLICE COMMISSION NATIONAL HEADQUARTERS, PHILIPPINE NATIONAL POLICE OFFICE OF THE CHIEF, PNP Camp Crame, Quezon City January 25, 2012 STANDARD OPERATING PROCEDURES NUMBER 0125 – S2012 GUIDELINES IN CASES OF VEHICULAR ACCIDENTS, TRAFFIC INFRACTION AND DURING CHECKPOINTS INVOLVING COMMERCIAL ARMORED VEHICLES SERVICING BANKS AND OTHER FINANCIAL INSTITUTIONS

1.

2.

REFERENCES: a.

Republic Act 5487, as amended and its IRR;

b.

PNP Integrated Plan Against Bank Robbery/Armored Van Hold-up; and

c.

Joint Anti Bank Robbery Action Committee (JABRAC) Agreement.

BACKGROUND:

The Philippine National Police, through the Civil Security Group (CSG)- Supervisory Office for Security and Investigation Agencies (SOSIA), recognizes the need to establish and adopt a plan to discourage and prevent would-be robbers of banks and commercial

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armored vehicles from carrying out their sinister plans. One of the target hardening measures recommended by the Bank Security Management Association (BSMA) and Armored Security Association of the Philippines (ASAP), through the Joint Anti Bank Robbery Action Committee (JABRAC), is to establish procedures in handling incidents of traffic violations, accidents and/or checkpoints involving commercial armored vehicles. 3.

PURPOSE:

To implement the Standard Operating Procedures in the handling of commercial armored vehicles in cases of traffic violations, accidents and in checkpoints to avoid traffic jams, to prioritize the safety of the public in cases of accident/s involving commercial armored vehicles, establish operational security and to ensure that commercial armored vehicles are not exposed to risks during these situations. 4.

SCOPE OF APPLICATION:

This SOP shall apply to commercial armored vehicles deployed by Private Security Agencies (PSAs), Company Guard Forces (CGFs) and Government Guard Units (GGUs) providing armored vehicle guard services to banks and other financial institutions. This shall be implemented by the Philippine National Police in coordination with local government units. 5.

GUIDELINES: a.

Licensee/Operators/Owners of PSAs, CGFs and GGUs providing Commercial armored guard vehicles services shall ensure that the driver has two sets of photocopies of the following documents contained in appropriate envelopes: For Traffic Violations and Accidents:

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1)

Certificate (CR);

of

Registration

2)

Official Receipt (OR);

3)

Insurance Policy;

4) Calling Card of the Agency or Appropriate Officer; and 5)

Driver’s License.

For Checkpoints: 1)

Duty Detail Order (DDO);

2)

Bank and Armored Guard License; and

3)

Firearm’s License.

b. For easy identification, Licensees/ Operators/Owners of PSAs, CGFs and GGUs providing commercial armored guard vehicles to include Bangko Sentral ng Pilipinas (BSP) shall post identification markers in paint or sticker on the commercial armored vehicles covered by this regulation. All covered commercial armored vehicles shall have an identifiable marker with control number and with the design, color and location marking as approved by both associations and concurred by the PNP through CSG-SOSIA, to wit: 1)

Control Numbers Series 001 – 999 shall be for BSMA;

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2) Control Numbers Series 1000-9999 shall be for ASAP; 3)

6.

Control Numbers Series 10000-10500 shall be for BSP.

PROCEDURES: a.

Involvement in Traffic Accidents: 1)

Accidents resulting in damage to property (a) When the commercial armored vehicle is loaded, the driver shall immediately stop the vehicle and politely explain to the other party the urgency to proceed to their destination and hand-over the documents required under Section 5 hereof through the gun port. The commercial armored vehicle shall proceed to the Traffic Division/ Section in the area and settle the matter after the delivery of its load; and (b)

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party. The driver shall hand-over the required documents and advise the other party to contact the commercial armored vehicle service company and/or bank. 2)

Accidents Resulting in Death or Physical Injuries:

When a loaded commercial armored vehicle is involved in a collision resulting in death or serious physical injuries, the original position, or the final rest, of the colliding vehicles should not be disturbed as it is indispensable in a traffic investigation. Considering that immediate medical attention to victim/s is paramount, the crew should endeavor to bring them to the nearest hospital using any available means of transportation, other than the involved commercial armored vehicle. The said vehicle should only be used to transport the victim/s if there is no other available vehicle. The driver shall immediately call for police back-up to ensure the security of the loaded commercial armored vehicle pending conduct of traffic investigation. b.

Involving Traffic Violation: 1) When the commercial armored vehicle is loaded, the driver shall immediately stop and hand-over the required documents to the traffic officer through the gun port without alighting/disembarking from the commercial armored vehicle and explain politely the urgency to proceed to their destination. After the delivery, the driver shall immediately settle the traffic violation;

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2) When the commercial armored vehicle is not loaded, the driver shall immediately stop and submit himself for proper investigation; and 3)

c.

The police/traffic personnel shall ensure the safety of the crew and the commercial armored vehicle during the investigation.

Checkpoint/s:

When flagged at a PNP/AFP checkpoint, the driver should pull-over and communicate through the commercial armored vehicle’s gun port and hand over the required documents provided under Section 5 hereof. After checking the completeness of the documents, the officer in charge of the checkpoint should return the documents and allow the safe passage of the commercial armored vehicle. 7. SANCTIONS: Without prejudice to the filing of applicable criminal action, any PSA, CGF and GGU commercial armored vehicle provider found violating any of the above provisions shall be held liable in accordance with the provisions of RA No. 5487, as amended and its Implementing Rules and Regulations. 8. REPEALING CLAUSE: All SOPs, circulars, memoranda and directives which are no longer applicable or those which are in conflict with this SOP are hereby rescinded. 9. EFFECTIVITY: This SOP shall take effect fifteen (15) days from filing a copy thereof at the University of the Philippines Law Center in consonance with Sections 3 and 4, Chapter 2,

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Book VII of Executive Order No. 292, otherwise known as “The Revised Administrative Code of 1987”.

NICANOR A BARTOLOME, CSEE Police Director General Chief, PNP

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Republic of the Philippines Department of the Interior and Local Government National Police Commission National Headquarters Philippine National Police Civil Security Group SUPERVISORY OFFICE FOR SECURITY AND INVESTIGATION AGENCIES Camp Crame, Quezon City MEMORANDUM TO:

All Private Security Training Institutions (PSTIs); All Private Security Training Directors; All Private Security Agencies, Private Detective Agencies, Company Guards Units

Additional Guidelines in the Conduct of Mall/ Commercial Security Course (February 9, 2012) 1.

2.

138

References:



a.

Amendment to the 2003 Revised Implementing Rules and Regulations, RA No. 5487 dated May 17, 2011 signed by Chief, PNP;

b.

Private Security Training Resolution 05-2011;

c.

Recent crime incidents inside Malls;

d.

Memo from TDO with subject TW G Report re First Responders in the SM Pampanga Shooting Incident dated December 07, 2011; and

e.

Police First Responders Reference 2011.

Board

Course

This pertains to the approved Technical

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Working Group (TWG) Report dated December 7, 2011 re First Responders in the SM Pampanga Shooting Incident wherein CSG, SOSIA was directed to adopt the module on Emergency Medical Response (Basic Life Saving Support) of the DHRDDprepared Program of Instruction (POI) for the training of private security personnel, with the provision of periodic refresher as a requirement for the renewal of their licenses to exercise profession. 3.

In compliance thereto, all Private Security Training Institutions (PSTIs) are hereby directed to comply with the guidelines on the POI of Resolution No. 05-2011 re- Mall/ Commercial Security Training Course specifically module V of Emergency Medical Response (Basic Life Saving Support) that comprises the following items/subjects:

SUBJECTS INTRODUCTION/ IMPORTANCE OF FIRST AID IN PRIVATE SECURITY PERSONNEL ROLE AS FIRST RESPONDER

SPECIFIC TOPICS 1. Legal Reference 2. Definition of First Aid & its role in private security personnel duty. 1. Stress Debriefing

STRESS MANAGEMENT

2. Coping with Traumatic experience. 1. First Aider’s Safety & Security.

SCENE SIZE- UP/CHAIN OF SURVIVAL/ BSNNR  

2. Knowing the pattern of victim’s survival. 3. Personal Protection and force multipliers

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SUBJECT DESCRIPTION

ALLOTED TIME

To enhance the knowledge of private security personnel about first aid.

30 mins

The participants will be able to learn how to overcome stressful situation.

30 mins

The participants are expected to be aware of his/her personal safety before giving first aid after the end of the lecture.

30 mins    

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SUBJECTS

SPECIFIC TOPICS

ABC/RAPID TRAUMA ASSESSMENT  

1. Knowing the basic observation of Airway, Breathing and Circulation 2. Assess the victim with injuries.

In this block the participant will learn the basic procedure in checking the victim’s level of consciousness, condition, and extend of injuries.

ARTIFICIAL RESPIRATION WITH RETURN DEMONSTRATIONS

1. The proper application of mouth to mouth resuscitation to child and adult.

The participants will learn how to apply kiss of life, and ways of protecting one self.

CARDIO PULMONARY RESUSCITATION (CPR) WITH RETURN DEMONSTRATION

1. The proper way of checking prior to giving of CPR. 2. The easy way to give CPR for private security personnel. 1. Kinds of wounds

SOFT TISSUE INJURIES/ BLEEDING CONTROL/ TRAUMATIC CHEST WOUND/OTHER EMERGENCIES  

2. Chest wound 3. First Aid 4. Snake & dog bites 5. Other Emergencies

ALLOTED TIME

SUBJECT DESCRIPTION

The participant will have the knowledge and skill in providing CPR to a victim, with method they can easily understood.

In this block the participants will learn to identify the different wounds and other emergencies, and how to render first aid to such wounds/ emergencies.

 

30 mins

2 hrs

 

       

2 hrs

2 hrs

MOTORCYCLE ACCIDENT MANAGEMENT

1. The role of private security personnel in a motor vehicle accident, especially motorcycle.

The participants will learn the proper care and extrication of victim from vehicles and motorcycle.

2 hrs

EMERGENCY EXTRICATION (BASIC & TACTICAL) W ITH RETURN DEMONSTRATION

1. Different kinds of lift, carry, and drag with tactical concept.

The participant will able to learn the proper way of extrication of victim, and also to perform such extrication.

2 hrs

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SPECIFIC TOPICS

SUBJECT DESCRIPTION

ALLOTED TIME

1. To learn the technique s of sorting victim, and prioritizing them prior to treatment and evacuation.

At the end of the lecture the participant will learn how to prioritize those who need immediate medical attention.

2 hrs

FIRST GRADED SCENARIO

Vehicular accident

The participants will be able to practice what they learned in a simulated scenario.

2 hrs

SECOND GRADED SCENARIO

Bombing Incident

The participants will be able to practice what they learned in a simulated scenario.

2 hrs

SUBJECTS

MASS CASUALTY INCIDENT/TRIAGE

4.

This Memo-Directive shall take effect March 1, 2012.

5.

For widest compliance.

dissemination

and

strict

TOMAS G RENTOY III, CEO VI Police Chief Superintendent Acting Chief, SOSIA

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Republic of the Philippines Department of the Interior and Local Government National Police Commission NATIONAL HEADQUARTERS PHILIPPINE NATIONAL POLICE CIVIL SECURITY GROUP SUPERVISORY OFFICE FOR SECURITY AND INVESTIGATION AGENCIES Camp Crame, Quezon City MEMORANDUM TO

:

National & Regional PADPAO All PSAs, CGFs, GSUs All Private Security Personnel

Offices

TARGET HARDENING AND SECURITY MEASURES FOR IMPLEMENTATION IN MALLS, COMMERCIAL ESTABLISHMENTS AND CRITICAL INFRASTRUCTURES (February 22, 2012) 1.

References: a) HEBSAIII guidance during the February 13, 2012 meeting with the PNP;

2.

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b)

LOI SIYASAT/AGI-ORSITE Inspection on PSAs/CGFs/GGUs and security personnel; and

c)

SOSIA Memoranda pertaining to the above subject.

It is the desire of HE President BENIGNO S AQUINO III which he stated during his meeting with the PNP to ensure target hardening and institute stringent security measures to vulnerable targets such as

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malls, commercial establishments and critical infrastructures (i.e. power generating plants, water system, transport systems, etc). Other possible targets are places frequented by foreigners such as airports, seaports, hotels, embassies, places of worship and other places of convergence. 3.

To ensure that the probability of terrorist/ criminal attacks is minimized if not totally eradicated, SOSIA shall continue conducting operational readiness inspections to posted security personnel and inspect/review their security plans being implemented and other security measures suitable to their respective establishments.

Likewise, SOSIA will initiate the organization of Mall/Commercial Security Managers Association with all concerned enjoined to become members of the association to unite their efforts and harmonize security measures which will include the following: a) All private security stakeholders/personnel are directed to take necessary counter-measures by ensuring the safety and security from possible terrorist attacks. b) Security personnel shall monitor movement of people and conduct thorough inspection of bags, baggage and the likes which can contain bomb/bomb ingredients. The use of metal detectors/scanners, canine units and other state of the art/electronic gadgets to

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strengthen the security of these establishments is highly encouraged.

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c)

Security personnel must be alert of the movement of suspicious looking persons and vehicles especially those observed to have parked for a long period of time in establishments they are securing as same maybe look outs of robbers or robbers themselves casing their would-be victims. Those posted at car parks or parking areas of establishments must see to it not to allow drivers/ occupants to stay inside vehicles especially while the engine is running. Additionally, security service providers must coordinate with the establishments’ management in the enforcement of these security measures.

d)

Above all, security personnel shall always observe utmost courtesy. Further, all private security personnel are enjoined to coordinate/ contact the nearest police unit for assistance should the situation warrants and all incidents should be reported to this Office immediately using the available fastest means of communication or through the following SOSIA Contact Numbers:

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4.

a. Tel Nr – 723-0401 (loc 4528/4318) / 722 2939 b.

CP Nr 0922-3981242

c.

SOSIA Website: www.sosia.org.ph

For your information, compliance.

guidance

and

TOMAS G RENTOY III, CEO VI Police Chief Superintendent Acting Chief, SOSIA

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PRIVATE SECURITY TRAINING BOARD RESOLUTION NO. 05-2011 PROVIDING THE PRESCRIBED PROGRAM OF INSTRUCTIONS FOR MALL/COMMERCIAL SECURITY TRAINING COURSE FOR SECURITY PERSONNEL ASSIGNED IN MALLS COMMERCIAL ESTABLISHMENTS

WHEREAS, the Private Security Training Board was created to continuously enhance, upgrade, evaluate and prescribe Program of Instructions and subjects; for security training courses; WHEREAS, the Board is composed of the uniformed personnel and Police Non-Commissioned Officers of the Private Security Training Division, SOSIA, representatives from PARSTS, FISOP, PADPAO with the Chief, SOSIA as the chairman; WHEREAS, the Specialized Training Programs and Courses other than those described in other categories designed at developing at previously gained skills and knowledge and/or designed at developing current skills and knowledge to suit identified future applications as pursuant to Section 5c, Part I, Rule XI, IRR of RA 5487; WHEREAS, the Board agreed that there is a need to formulate the Program of Instruction (POI) for Commercial Security Training pursuant to Sec (1) item (3) of Memorandum Circular 2009-02 re-Policy Guidelines and Procedures on Specialized Security Courses it has included the Mall/Commercial Security Services; NOW THEREFORE, the Board in the exercise of its functions under Part (4) Section 21 Rule XII of the 2003 IRR of RA 5487 has resolved to adopt and promulgate the following guidelines:

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Section 1. The Board designed the nature of this POI to be proactive rather than reactive to improve the Commercial Security Services and will be one of the requirements in applying an accreditation to conduct the said course; Section 2. The Board convened that this Commercial Security Training Course shall be a prerequisite among others, for the category of mall/commercial guard license; Section 3. The Board recommends the Program of Instructions for Commercial Security Training Course for implementation to all Private Security Training Institute accredited to conduct this course.

PROGRAM OF INSTRUCTIONS SPECIALIZED COURSE MALL/COMMERCIAL SECURITY OPERATIONS MODULE

SUBJECT •

MODULE I

NUMBER OF HOURS

SCOPE OF INSTRUCTION

Overview of the Mall and Other Commercial Place as a Vital Installation

• • •

What is a Mall and Other Commercial Places, definition of terms Nature of the mall services Philosophy of mall security (guards/ detectives) Mall security enforcement procedures

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4 Hours 

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MODULE

SUBJECT

SCOPE OF INSTRUCTION •

•

MODULE II

Mall Security Courtesy and Discipline  

• •

•

• MODULE III

Character Development

• • • •

MODULE IV

Flow Chart on Mall Security Procedures

•

•

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NUMBER OF HOURS

Introduction to hospitality, customer service/relation/ values formation Who are the customers of mall security personnel Mall customers expectation from the security personnel Proper handling of difficult and angry guests/customers and the manner on catering to their complaints Mall security disciplinary action/procedural standards

12 Hours

Personal hygiene and sanitation Grooming/appearance Proper decorum Ethical standard of a mall security personnel

8 Hours

Introduction on Flow Chart of Mall Security Procedures from Entry of Customers to the Exit and its description and rationale Manner on proper frisking and search on the person and their belongings Practical and Field Exercises to the malls and other commercial places

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12 Hours (lecture)

10 Hours (practical exercises)

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MODULE

SUBJECT

SCOPE OF INSTRUCTION • • • •

MODULE V

Emergency Preparedness/ Response Procedures

• • • • • • •

Fire Incidents Bomb threats Medical emergency Death related incidents procedures Civil disturbance Handling unruly persons guests or customers Shooting Incident Earth Quake Flood Armed Robbery Incident Hostage Situation

NUMBER OF HOURS

(lecture)

10 Hours (practical exercises)

66 Hours

TOTAL NUMBER OF HOURS



Section 4. Penalty Clause: Any violation of this resolution shall be classified as less grave offense pursuant to sections 9 and 10 Rule XVII, IRR of RA 5487 2003 as amended and;



Section 5. Separability Clause: If any provision of this resolution or the application of such provision to any circumstance is held invalid, the remainder of these rules shall not be effected thereby.

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Section 6.Effectivity Clause: These rules shall take effect immediately after publication in the official gazette or in a newspaper of general circulation as provided by the Civil Code, as amended by EO No. 200.

ADOPTED THIS _______ day of ____________, 2011 at Camp Crame, Quezon City.

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JOINT DOLE-PNP-PEZA GUIDELINES IN THE CONDUCT OF PNP PERSONNEL, ECONOMIC ZONE POLICE AND SECURITY GUARDS, COMPANY SECURITY GUARDS AND SIMILAR PERSONNEL DURING LABOR DISPUTES In order to promote public interest and safety, industrial peace and stability, and to ensure that the right to peaceful picketing, strikes and concerted activities by workers and lockout by employers Is respected at all times, this Guidelines is hereby prescribed to govern the official conduct or all members of the Philippine National Police (PNP), Economic Zone Police and security guards, company security guards and similar personnel during labor disputes, including the necessary coordination with other concerned relevant government agencies. GENERAL POLICY It is the understanding by the parties that labor disputes are within the sole jurisdiction of the Department of Labor and Employment (DOLE) and/or through its appropriate agencies pursuant to the Labor Code, as amended, while matters involving peace and order are under the exclusive Jurisdiction of the Department of Interior and Local Government (DILG) through the Philippine National Police (PNP) pursuant to Republic Act No. 8551, or the “Philippine National Police Reform and Reorganization Act of 1998”, and within the economic zones, the mandate to ensure peace and order is lodged with the Philippine Economic Zone Authority (PEZA) through the PEZA Police and Security Guards as provided in Republic Act No. 7916, or the “Special Economic Zone Act of 1995”. Further, it is understood that all labor and employment cases shall be governed by the Single Entry Approach prescribing a 30-day mandatory conciliation-mediation services pursuant to DOLE Department Order 107-10, Series of 2010, issued by virtue of Section 3, Article XIII of the 1987 Constitution on the preferential use of voluntary modes of dispute settlement. Article 211 of the Labor Code, as amended, the Alternative Dispute Resolution (ADR)

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Act of 2004 and Executive Order No. 523 instituting the use of ADR for speedy resolution of all disputes before all administrative bodies of the Executive Department, and TIPC Resolution No. 3, Series of 2010. It is also a generally accepted principle that labor disputes have peace and order implications; therefore, there should be close coordination between and among DOLE, PNP, and PEZA as prescribed in the following Guidelines: DEFINITION OF TERMS The terms used in these Guidelines shall mean: a. “Company Security Guard” refers to company security guard posted or assigned by a licensed company security force of the client-company or locator in the economic zone.

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b.

“Economic Zone Police” refers to employee of PEZA clothed with police authority and in charge of the peace and order and the enforcement of laws, rules and regulations inside the PEZA economic zone.

c.

“PEZA Security Guard” refers to security guard of the private security agency contracted by PEZA and deployed to the PEZA economic zone.

d.

“Private Security Guard” refers to any person posted by a licensed private security agency to client-company or locator in the economic zone.

e.

“Similar Personnel” used herein in relation to security guards, refers to an employee of the private security agency entrusted to oversee, supervise or exercise similar functions performed by security guards to the clientemployer or locator in the economic zone.

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f.

“Strike area” refers to the establishment, warehouse, depots, plants or offices, including the sites or premises used as runaway shops of the employer struck against, as well as the immediate vicinity actually used by picketing strikers in moving to and from before all points of entrance to and exit from said establishment.

g.

“Labor Dispute” refers to any controversy or matter concerning terms or conditions of employment or the association or representation of persons in negotiating, fixing, maintaining, changing or arranging the terms and conditions of employment, regardless of whether the disputants stand in the proximate relation of employer and employee.

REQUEST FOR PNP/ECONOMIC ZONE POLICE/ PEZA SECURITY GUARDS ASSISTANCE DURING LABOR DISPUTES Any request for PNP/Economic Zone Police/PEZA Security Guards assistance made by DOLE and/or its appropriate agencies shall be in writing, specifying the acts to be performed or conducted by PNP/Economic Zone Police/PEZA Security Guards, and shall be addressed to: a.

For PNP Assistance - PNP Regional Director or the City Police Director in the case of highly urbanized cities, or the Provincial Director in the case of municipalities and component cities.

b.

An Economic Zone Police/PEZA Security Guards Assistance – Head/ Responsible Officer of the concerned Economic Zone Office. The PEZA Security Guards referred to in these Guidelines shall act as agents of persons in authority in the enforcement of the Labor Code inside the zones during strikes,

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lockouts or labor disputes in the economic zone. Any request for PNP assistance by the parties to the labor dispute, including those within the economic zone, shall likewise be in writing and shall be coursed through the DOLE and/or its appropriate agencies or through PEZA. In case of actual violence, the PNP or PEZA can respond during strike, lockout or labor disputes even without the written request from DOLE. In economic zones, labor or management may request in writing the Economic Zone Office for zone police assistance. The Economic Zone Office shall coordinate with the DOLE and/or its appropriate agencies of such request. SERVICE OF LAWFUL ORDERS/WRITS ISSUED BY DOLE, COURTS OR DULY CONSTITUTED AUTHORITIES The service of lawful Order/Writ issued by the DOLE is the primary concern of the DOLE’s duly authorized representative and/or sheriff. Before service of the Order/ Writ, the DOLE representative and/or sheriff shall: Coordinate and dialogue with the leaders of the workers and the representatives of management and explain the nature and content of the Order/Writ to be enforced including possible consequences of any defiance thereto; Coordinate with PNP when violence is imminent; In economic zones, coordinate with the concerned Economic Zone Office for the orderly and peaceful Implementation of the Order/Writ. Where PNP assistance is sought in the service of the Order/Writ issued by courts or other duly constituted authorities in relation to or arising out of labor disputes, it shall be the duty of the PNP to observe this Guidelines and

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to coordinate with the DOLE and/or its appropriate agencies of the service of the Order/Writ. PEACE-KEEPING ASSISTANCE The involvement of PNP personnel during strikes, lockouts and labor disputes in general shall be limited to the maintenance of peace and order, enforcement of laws, and implementation of legal orders of the duly constituted authorities. A PNP peace-keeping team shall be assigned in a picket/strike/lockout area when requested in writing by the DOLE or PEZA, and subject to the following conditions: a.

The Peace Keeping Team shall stay at least 50 – meter radius away from the picket, strike, lockout area. In case the 50 – meter radius includes a public thoroughfare, traffic police shall ensure the free flow of traffic.

b.

In the exercise of their peace-keeping functions, members of the team shall at all times be in proper uniform, without lethal weapons and firearms, and with properly displayed nameplate. They shall:

Exercise maximum tolerance and when called for by the situation or when all other peaceful and non-violent means have been exhausted, may employ as a last resort only such means as may be necessary and reasonable to prevent or repeal an aggression; Observe courtesy and strict neutrality, bearing in mind that the parties to the labor dispute are not their adversaries but their partners in the quest for industrial peace and human dignity;

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Not deliberately inflict any physical harm upon strikers and/or picketers or any person involved in the strike/lockout; Not fraternize with any of the parties involved in the controversy, and shall not accept any invitation from management personnel or union officials/personnel involved in the controversy; Ensure that the strike-bound area is a gun-free zone, to include civilians and police personnel; and; In the economic zones, Zone Police and PEZA Security Guards peace-keeping team may be formed to ensure peace and order during strikes, lockouts or labor disputes. They shall likewise observe the above conditions governing the engagement of PNP peace-keeping team, except the provision on maintaining the 50-meter distance from the picket/strike/lock-out area. TECHNICAL WORKING COMMITTEE A Technical Working Committee (TWC) composed of the DOLE, PEZA and PNP shall be created to ensure compliance with this Guidelines. The TWC shall be headed by the DOLE Undersecretary for Labor Relations with the following as members: National Conciliation and Mediation Board (NCMB), National Labor Relations Commission (NLRC), PEZA, and PNP. The Department of Interior and Local Government Peace and Order Unit shall be invited as member. The NCMB, NLRC and the Bureau of Labor Relations (BLR) shall act as the Secretariat of the TWC. The TWC shall meet regularly to monitor, coordinate, assess, and address concerns/issues/problems arising from the implementation of this Guidelines. In the exercise of its functions, the TWC shall promote full respect for workers’ right to freedom of association and, in economic zones, shall ensure that the Industrial Relations Office’s proactive mechanisms and processes are operational.

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DOLE INTERAGENCY COORDINATING AND MONITORING COMMITTEE The DOLE Secretary may set up an Inter-agency Coordinating and Monitoring Committee (ICMC) at the national and local levels, composed of the DOLE, NCMB, NLRC and were feasible, PEZA/Ecozone, Regional Tripartite Industrial Peace Council/Industry Tripartite Council representatives, the local government unit and the PNP, whenever there is a potential or actual strike or lockout to ensure coordination between and among concerned agencies, and maintain an open line of communication with the representatives of management and the union or workers to ensure observance of laws and regulations. The ICMC may develop a tripartite social accord to govern the conduct of all parties involved in the labor disputes, which may contain the following: a.

Enforcement of non-entry of scabs or individuals to replace strikers;

b.

Enforcement of free ingress from and egress to employer’s premises;

c.

Where the company involved in a strike or lockout is located inside a mall, hotel or premises of a business enterprise, a decent and reasonable space for peaceful picketing and for strike/picket paraphernalia shall be designated. Such space shall be respected by the owner/s of the establishment, tenant/s; clients/costumers and the security guards/ personnel of the establishment/ tenant/s;

d.

The strike/picket paraphernalia are safe from any undue destruction; and/or

e.

The duty/responsibility of the union to lift the picket/strike after a lawful order, and dismantle and remove the picket/strike paraphernalia from the area.

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ARREST, SEARCHES and SEIZURES Pursuant to the Constitutional guarantee on the right of the people to be secured from unreasonable searches and seizures, no search or arrest arising from labor dispute shall be made except through a valid court warrant. Further, Circular No. 15, Series of 1982 and Circular No. 9, Series of 1986, issued by the Department of Justice require fiscals and other government prosecutors to first secure clearance from the DOLE and/or the Office of the President “before taking cognizance of complaints for preliminary investigation and the filing in court of the corresponding information of cases arising out of or related to a labor dispute,” including cases with “allegations of violence, coercion, physical injuries, assault upon a person in authority and other similar acts of intimidation, obstructing the free ingress to and egress from a factory or place of operation of the machines of such factory, or the employer’s premises”. In case of arrests made without a warrant by a public officer or private person on the basis of his/her knowledge that a crime or offense shall be committed. Is being committed, or be committed, as provided in Section 5, Rule 113 of the Rules of Court, or in case of obstruction to public thoroughfares or ingress to and egress from employer’s premises, or possession of deadly weapons (such as knives, bolos, blunt or pointed instruments) in violation of Batas Pambansa Bilang 6, or possession of firearms or explosives in violation of Presidential Decree No. 1866, as amended by Republic Act No. 8294, the person arrested shall be delivered to the nearest police station and accordingly be charged in court. The arresting officer shall notify the DOLE within twenty-four hours after the arrest was made. Any person who is not a worker of the company/ business establishment on strike but has joined the striking workers in their picket or strike shall be treated by the law enforcers in the same manner as the strikers/picketers.

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ROLE OF COMPANY SECURITY GUARDS AND SIMILAR PERSONNEL Pursuant to Sections 1, 2 and 3 of Rule XVIII of the 2003 Implementing Rules and Regulations of Republic Act No. 5487 or the “Private Security Agency Law”, the following shall be observed by company security guards and similar personnel of the private security agency during picket/ strike/lockout: Private Security Personnel a. All private security personnel in direct confrontation with strikers, marchers, or demonstrators shall not carry firearms. They may, at best, carry only night sticks [batuta] which may or may not be provided with tear gas canister and dispensers. Private security personnel of strike-bound establishments not in direct confrontation with the strikers may carry in the usual prescribed manner their issued firearms. b.

Private security personnel shall avoid direct contact, either physically or otherwise, with the strikers.

c.

Private security personnel shall stay only within the perimeter of the installation which they are protecting at all times.

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

Private security personnel shall refrain from abetting or assisting acts of management leading to physical clash of forces between labor and management. These hostile acts

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include breaking of the strike; smuggling in of scabs and preventing strikers from conducting peaceful pickets. f.

Private security personnel shall not enforce the provisions of the Labor Code, as amended, pertaining to strikes/lockouts.

Private Security Agencies/Company Security Force Chief Security Officers

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a.

Upon declaration of a strike, or upon the establishment of a picket line or mass action at the vicinity of a firm/establishment, the Detachment Commander or the Chief Security Officer of the company guard force, shall immediately collect all firearms of the guards in direct or about to have a direct confrontation with the crowd and deposit these firearms in their vault; or reissue these firearms to other private security personnel not issued firearms but assigned to and performing guard duties away from and not visible to strikers or the crowd as may be required by the circumstances.

b.

The Detachment Commander or Security Director shall account for all the firearms in a logbook.

c.

In instances where there Is no Detachment Commander or Security Director, as in a compound where there are only a few guards, the agency operator or Security Officer in the case of company security forces, shall immediately be informed by the guards of the declaration of strike or about the approach of strikers or a crowd; whereupon the agency operator/security officer shall immediately assess the situation and take appropriate action to forestall violence, but at the same time insuring security of the premises.

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d.

The Detachment Commander or Security Director shall maintain constant contact with the management and If he notices or observes the strikers or the crowd to be up to something unlawful, or are clearly violating the provisions of the Labor Code, as amended; the Revised Penal Code and/ or local ordinances, this information shall be reported to the Commander of the Peace Keeping Force for his appropriate action.

e.

If it becomes unavoidable for private security personnel to talk to strikers or member of the crowd, only the Detachment Commander or Security Director shall talk to the leader or leaders of the strikers or crowd. What transpires in this dialogue shall be reported to the management immediately. At no instances shall private security personnel negotiate with the strikers or unfriendly crowd in relation to the labor-management dispute. This is a function of management.

f.

If the situation worsen or becomes untenable for the private security personnel to cope with, the Detachment Commander or Security Director, the guard on post, shall immediately advise the management to request for PNP security assistance.

g.

The Detachment Commander and Security Director shall publish emergency telephone numbers (Police, Fire, Hospital) at all guards posts and detachments.

Inter-relationship between Personnel and members of the PNP

Private

Security

Private security personnel are always subordinate to members of the PNP on matters pertaining to law enforcement and crime prevention. They cannot enforce any provision of the law except in executing citizen’s arrest

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and/or conducting initial investigation or a commission of a crime. In such case, any arrested person shall be turned over immediately to the nearest PNP unit/station. Criminal investigation is the responsibility of the PNP. All results of initial investigation conducted by private security personnel and all evidence gathered by them shall be turned over to the PNP unit/station concerned as a matter of course without delay. Responsibilities of Private Security Personnel: i.

Private security personnel are responsible purely for enforcing company policies, rules and regulations of management and clients with the ultimate objective of providing security to the assets and persons of clients.

ii. Private security personnel are authorized and empowered by law to act as such and in the manner prescribed by the Chief PNP on within their specifically assigned areas to be secured, as provided for in the contract between the client and the private security agency, and, in the case of company security services, as specifically stated in their private security firm licenses. Acts or omissions of private security personnel arising out of or in connection with the implementation of this Guidelines shall be proceeded in accordance with the 2003 Implementing Rules and Regulations of Republic Act 5187, as amended, and PNP Memorandum-Circular 2008001 “Revised Rules in the Investigation in the Administrative Cases Involving Security and Training Personnel, Security Agencies and Training Institutions”: Any complaint may be filed with the Complaint and Investigation Section, Supervisory Office and Security Investigation Agencies (SOSCIA), PNP-Civil Security Group (CSG), for acts or omission committed in the National Capital Region. In all other cases, the complaint shall be filed with the PNP-Regional Firearms, Explosives, Security Agencies

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and Guards Section (FESAGS) where the complainants’ workplace or the respondents’ principal office is located. The filing of any administrative action shall be without prejudice to the filing of civil and criminal complaints when appropriate. ADMINISTRATIVE REMEDIES Any violation/s of this Guidelines shall be dealt with as follows: a.

PNP - Acts or omission arising out of or in connection with their participation in the implementation of this Guidelines shall be processed and resolved in accordance with the provisions of Republic Act No. 8551, or the “Philippine National Police Reform and Reorganization Act of 1998”. Accordingly, all complaints/reports of violation/s against any personnel of the PNP shall be filed before the PNP- Internal Affairs Service for investigation and conduct of summary hearings.

The filing of the complaint or report is without prejudice to the power or authorities of me PNP – IAS, MOTU PROPIO conduct investigation on the following cases: Incidents where a police personnel discharges a firearm; Incidents where evidence was compromised, tampered with, obliterated, or lost while in the custody of police personnel; Incidents where a suspect in the custody of the police was seriously injured; and; Incidents where the established rules of engagement have been violated.

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Any complaint by a natural or juridical person against any member of the PNP may also be brought before the National Police Commission (NAPOLCOM), Chief of Police, Mayors, Women’s and Children’s Protection Desks in all police stations, the People’s Law Enforcement Boards (PLEBs). Any government official or supervisor, or officer of the Philippine National Police or that of any other law enforcement agency shall be held accountable for “neglect of duty” under the doctrine of “command responsibility” if he/she has knowledge that a crime or offense shall be committed, is being committed, or has been committed by his/her subordinates, or by others within his/her area of responsibility and, despite such knowledge, he/she did not take preventive or corrective action either before, during or Immediately after its commission. Economic Zone Police/Personnel - Complaints against economic zone police/personnel shall be acted upon in accordance with the PEZA Law and Civil Service Rules. DOLE Personnel - Complaints shall be processed in accordance with the DOLE Manual on the Disposition of Administrative Cases and Uniform Rules on Administrative Cases in the Civil Service. The foregoing shall be without prejudice to the filing of civil or criminal actions, which could be separately, alternately, simultaneously or successively initiated before the appropriate courts for violation of the provisions of the Revised Penal Code, specifically Titles 2 and 7, on Crimes Against the Fundamental Laws of the State and Crimes Committed by Public Officers, respectively; or for violation of Republic Act No. 3019, or the “Anti-Graft and Corrupt Practices Act”; or under Republic Act No. 6713, or the “Code of Conduct and Ethical Standards for Public Officials and Employees”.

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REPEALING CLAUSE The provisions of the 26 August 1997 Guidelines In the Conduct of PNP Personnel, Private Security Guards and Company Guard Forces During Strikes, Lockouts and Labor Disputes in General, and all guidelines, rules and regulations inconsistent herewith are hereby superseded. EFFECTIVITY This Guideline shall take effect immediately upon publication in a newspaper of general circulation.

For the Philippine Economic Zone Authority

RESTRICTED

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REFERENCES 1.

2003 Revised Rules and Regulations Implementing Republic Act No. 5487 “AN ACT TO REGULATE THE ORGANIZATION AND OPERATION OF PRIVATE DETECTIVES, WATCHMEN OR SECURITY GUARD AGENCIES”

2. Philippine National Police Manual (PNP Operational Procedures) series of March 2010; 3.

Philippine National Police Manual on Mall Security by the Civil Security Group (CSG) and the Supervisory Office for Security and Investigation Agencies (SOSIA)

4. Canine Reference Manual Volume 1, series of 2008; 5. Metro Gaisano Procedures;

Security

Standard

and Operations

6. Ayala Land, Inc Security Policies and Procedures; 7. Allied Barton Security Services Manual; 8. Security Best Practices for Industrial and Medical Devices by Marc Brown, Vice President Tools and Marketing Operations, Wind River; 9.

Philippine National Police Handbook PNPM-DO-DS-3-13, Handbook on Personal Security for Candidates of Elective Positions, January 2013

10. Security Journal by Capt. Joel Jesus M. Supan, PN (Ret) 11. Materials Logbook by Capt. Joel Jesus M. Supan, PN (Ret) 12. http://www.nidirect.gov.uk/how-cctv-is-used-in-thecommunity

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PREPARATION COMMITTEE Directorate for Operations PDIR RICARDO C MARQUEZ PCSUPT MIGUEL C ANTONIO JR PCSUPT CORNELIO N BARRIOS

The Director for Operations Deputy Director for Operations Executive Officer

PCSUPT JONATHAN FERDINAND G MIANO Chief, NOC PSSUPT WILBEN M MAYOR Spokesperson of the CPNP PSSUPT ERIC S REYES Assistant Chief, NOC PSSUPT BENIGNO B DURANA JR Chief, Law Enforcement Div PSSUPT EUGENIO B PAGUIRIGAN Chief, Public Safety Div PSSUPT DENNIS L BASNGI Chief, Internal Security Operations Div PSSUPT NESTOR M BERGONIA Chief, Special Operations Div

Secretariat PSSUPT VALERIANO T DE LEON Chief, Statistics and Reports Division / Head Secretariat NUP Gina D Graza NUP Mary Ann L Tiukinhoy NUP Annalyn B Cruz NUP Katrina C Mabingnay NUP Hericka Joy T Delfin NUP Corazon G Buere NUP Shirley DL Besande NUP Jeannevive C Carag NUP Simonette DR Ramirez NUP Norberto C Ferrer NUP Melloraine R Madayag NUP Ariel DG Amit

Resource Persons PDIR GIL C MENESES Civil Security Group (CSG) PCSUPT TOMAS G RENTOY III Supervisory Office for Security and Investigation Agencies (SOSIA) PCSUPT TOM T BAÑAS Human Rights Affairs Office (HRAO) PSUPT LUIS MARIA T PASCUAL OCPNP

Published by: Directorate for Operations Philippine National Police 2014