Portal Security

A Message from Lord Pickles and Lord Blunkett, followed by Portal Security's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Portal Security is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.portalsecurity.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | PORTAL SECURITY
Managing Director
MichaelGoldie
Providing excellence
in service
Portal Security provide three main services: the provision
of security personnel; the manufacture and installation of
CCTV systems, mainly focusing on mobile CCTV towers; and
property management. Operating across the UK from their offices
in Glasgow, Blackpool and London, they place excellent service
delivery at the heart of the business. Security has not historically
been considered a service industry, and their goal is to change
this. Key to this goal is rigorous and expansive training, which
they conduct externally and in-house. Managing Director Michael
Goldie explains the objectives of the company and calls for
standardisation across project paperwork to increase efficiency.
We supply a broad array of security equipment and services from our offices
throughout the UK. The main element of our business is based in Scotland and
involves supplying mobile CCTV solutions to the construction industry. We also
work with the forestry sector and complete other smaller jobs across a range of
different sectors. In the northwest in 2015, we purchased a company called Portal
Security Services, which focuses on manpower and the provision of door security.
In London, we provide a variety of property management services, which include
front-of-house services, out-of-hours security and the provision of CCTV.
Placing service at the heart of the business
I established the company in its current form in 2011. I had previously worked
within the industry as a working director, and I decided that I could improve
standards. The ethos of the company has been service-driven from the outset.
FACTS ABOUT
PORTAL SECURITY
»Managing Director:
MichaelGoldie
»Established in 2011
»Based in Glasgow
»Services: Security, CCTV
installation and property
management
»No. of employees: 84
Portal Security
39PORTAL SECURITY |
AEROSPACE, DEFENCE & SECURITY
Providing security personnel had not
been viewed as a service, and we
wanted to develop our offering to
change this perception. This involved
providing uniform as well as paying
and looking after our staff correctly to
ensure they would be able to provide a
high level of customer service.
As the sector evolved and the
importance of technology increased,
focus moved away from personnel
and towards technological solutions.
In 2014, we adapted and began to
provide and install CCTV equipment,
mainly focusing on mobile CCTV
towers. We bought parts from various
suppliers throughout the UK and
subsequently took on engineers to
build and manufacture the equipment
itself. Every CCTV system has its own
individualities, and we adapt each
system for the needs of the client.
For instance, we provide what we call
“Daleks”: wireless pods with up to six
cameras mounted on them.
We still retain a focus on service,
and this is mostly manifested in the
building management side of the
business. We established a focus on
excellence in service delivery and have
taken on managers who have service
industry backgrounds rather than
those with strictly security experience.
We want our employees to act more
as front-of-house staff and have
diversified away from the stereotype
of traditional security personnel,
encouraging a friendlier approach. We
still provide traditional security roles,
but we have looked at different ways
of achieving this and different methods
of delivery, incorporating our own
seven-steps-to-excellence programme.
Training is key to achieving these goals.
Alongside keeping our staff happy
with general housekeeping, efficient
training is one of the most important
factors for success and employee
satisfaction. For example, we put
our front of house staff through our
seven steps to excellence programme.
As we are regulated by the Security
Industry Authority, all of our staff hold
a licence and go through SIA training.
For all other training needs, we work
alongside Citation. This provides our
staff with training in fire safety, general
health and safety, and risk assessment.
Using their Atlas portal, our staff can
complete these programmes online
before they are checked by head
office. Alongside this, we also conduct
in-house and on-sitetraining.
What sets us apart from our competitors
is that we remain incredibly hands-on.
We always speak with customers and
ensure we engage with them about
any concerns they may have. In most
companies, staff often do not have
contact with anyone from the director
level. We are entirely different. We
ensure that someone from head office
visits each office regularly, usually once
a month, and I personally visit two
or three times every year. This means
we can hear any issues the staff may
have as well as encouraging collective
morale and openness.
Manufactured and
assembled in the UK
We adapt
each system
to the needs
of each client
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | PORTAL SECURITY
Managing Director
MichaelGoldie
Providing excellence
in service
Portal Security provide three main services: the provision
of security personnel; the manufacture and installation of
CCTV systems, mainly focusing on mobile CCTV towers; and
property management. Operating across the UK from their offices
in Glasgow, Blackpool and London, they place excellent service
delivery at the heart of the business. Security has not historically
been considered a service industry, and their goal is to change
this. Key to this goal is rigorous and expansive training, which
they conduct externally and in-house. Managing Director Michael
Goldie explains the objectives of the company and calls for
standardisation across project paperwork to increase efficiency.
We supply a broad array of security equipment and services from our offices
throughout the UK. The main element of our business is based in Scotland and
involves supplying mobile CCTV solutions to the construction industry. We also
work with the forestry sector and complete other smaller jobs across a range of
different sectors. In the northwest in 2015, we purchased a company called Portal
Security Services, which focuses on manpower and the provision of door security.
In London, we provide a variety of property management services, which include
front-of-house services, out-of-hours security and the provision of CCTV.
Placing service at the heart of the business
I established the company in its current form in 2011. I had previously worked
within the industry as a working director, and I decided that I could improve
standards. The ethos of the company has been service-driven from the outset.
FACTS ABOUT
PORTAL SECURITY
»Managing Director:
MichaelGoldie
»Established in 2011
»Based in Glasgow
»Services: Security, CCTV
installation and property
management
»No. of employees: 84
Portal Security
39PORTAL SECURITY |
AEROSPACE, DEFENCE & SECURITY
Providing security personnel had not
been viewed as a service, and we
wanted to develop our offering to
change this perception. This involved
providing uniform as well as paying
and looking after our staff correctly to
ensure they would be able to provide a
high level of customer service.
As the sector evolved and the
importance of technology increased,
focus moved away from personnel
and towards technological solutions.
In 2014, we adapted and began to
provide and install CCTV equipment,
mainly focusing on mobile CCTV
towers. We bought parts from various
suppliers throughout the UK and
subsequently took on engineers to
build and manufacture the equipment
itself. Every CCTV system has its own
individualities, and we adapt each
system for the needs of the client.
For instance, we provide what we call
“Daleks”: wireless pods with up to six
cameras mounted on them.
We still retain a focus on service,
and this is mostly manifested in the
building management side of the
business. We established a focus on
excellence in service delivery and have
taken on managers who have service
industry backgrounds rather than
those with strictly security experience.
We want our employees to act more
as front-of-house staff and have
diversified away from the stereotype
of traditional security personnel,
encouraging a friendlier approach. We
still provide traditional security roles,
but we have looked at different ways
of achieving this and different methods
of delivery, incorporating our own
seven-steps-to-excellence programme.
Training is key to achieving these goals.
Alongside keeping our staff happy
with general housekeeping, efficient
training is one of the most important
factors for success and employee
satisfaction. For example, we put
our front of house staff through our
seven steps to excellence programme.
As we are regulated by the Security
Industry Authority, all of our staff hold
a licence and go through SIA training.
For all other training needs, we work
alongside Citation. This provides our
staff with training in fire safety, general
health and safety, and risk assessment.
Using their Atlas portal, our staff can
complete these programmes online
before they are checked by head
office. Alongside this, we also conduct
in-house and on-sitetraining.
What sets us apart from our competitors
is that we remain incredibly hands-on.
We always speak with customers and
ensure we engage with them about
any concerns they may have. In most
companies, staff often do not have
contact with anyone from the director
level. We are entirely different. We
ensure that someone from head office
visits each office regularly, usually once
a month, and I personally visit two
or three times every year. This means
we can hear any issues the staff may
have as well as encouraging collective
morale and openness.
Manufactured and
assembled in the UK
We adapt
each system
to the needs
of each client
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
40 | PORTAL SECURITY
We do not use subcontractors and
every one of our employees is on the
payroll. This spans the engineers,
managers and all staff. For larger
projects, such as Murrayfield on
match days, we will work with other
companies, and we also subcontract
for G4S, supplying safety stewards.
All of these elements contribute to
our high rate of repeat business.
Many customers who I worked with
before establishing the company have
since come and worked with us. They
know who we are and the quality of
our service and so repeatedly engage
with us. We always strive to remain
understanding and flexible, as there
are always issues in any business, and
we will go and immediately rectify any
problem that arises.
The need for increased
standardisation
The major challenge we face is
competing in such a price-driven
industry. One of our key tenets is
ensuring that we treat our staff fairly
and with a high level of care, so paying
the London Living Wage can often
be difficult to balance with ensuring
a competitive price for contracts.
Margins can be stifling. We find
this particularly challenging in the
construction sector, with companies
refusing to pay higher rates for bank
holidays, for instance.
Beyond this, there is often a significant
lack of uniformity across different
contracts, especially in terms of the
paperwork that needs to be completed.
For instance, we completed a project
for a major infrastructure company,
and to secure this contract we had to
complete a substantial pre-qualification
questionnaire. When working for their
subcontractors, however, they had an
entirely different set of paperwork, and
always having to go through this time-
consuming process is both inefficient
and expensive. We currently hold a
variety of construction accreditations
and all of the relevant ISOs and this
should negate the need for these PQQs.
More universal standards are needed.
We are planning to expand further into
property management and to develop
the technology side of the business.
Having said this, however, we are very
conscious not to overstretch ourselves,
and we always ensure we can complete
jobs correctly before expanding while
also ensuring our staff are matched to
the building’s personality, something
that lends itself to a successful
partnership. In terms of technology,
we are looking at new ways to provide
solutions to customers, including early
heat detection to deliver warnings before
any fire becomes too destructive. We
have trialled this system over the last six
months and it has performed well. This
type of innovation will drive us forward.
We ensure our
staff are
matched to
the building’s
personality
Protecting property and
people across the UK
41PYROTECT |
AEROSPACE, DEFENCE & SECURITY
Managing Director
ChrisGoodison
Pyrotect share their knowledge of correct installation
with both employees and external clients
Pyrotect ensure clients’ complete security with their
accredited passive fire protection solutions. From their head
office and two warehouses in the Midlands, their work
with major construction and key supply chain partners has given
them the ability to provide nationwide complete supply and
installation systems for fire protection and fire stopping, as well
as both air and acoustic sealing for new and existing buildings.
David Harris founded the company in 1998, and in recent years
Managing Director Chris Goodison has taken the company to
reach a turnover of over £7 million. He tells
The Parliamentary
Review
more about their work.
Through the endeavours of our employees we have built an excellent reputation
for passive fire protection within the construction industry. When assessed against
service delivery, health and safety records and financial capability, our performance
is envied by competitors.
We offer a UK-wide passive fire protection service. This includes:
»Intumescent paint protection to steel: a protective coating that expands in the
event of a fire to protect the steel
»Fire stopping to mechanical and electrical service penetration through fire
compartment walls: restraining a fire to the area in which it starts
»Cavity barriers: for both the slab edge perimeters and roof or ceiling voids
»Acoustic and air sealing
FACTS ABOUT
PYROTECT
»Managing Director:
ChrisGoodison
»Established in 1998
»Based in Ashby-de-la-Zouch,
Leicestershire
»Services: Fire protection in
the form of intumescent
paint to steel, fire stopping to
service penetrations and cavity
barrier installation; all FIRAS-
accredited
»No. of employees: 42 directly,
with 25 to 35 selected
subcontractors
»Some of Pyrotect’s original
employees from 1998 are still
with the company today
»www.pyrotect.co.uk
Pyrotect

www.portalsecurity.co.uk

This article was sponsored by Portal Security. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster