PLANNING

Risk-based thinking

 

By considering risk throughout the management system and all of our processes the likelihood of achieving our stated objectives is improved, output is more consistent and customers can be confident that they will receive the expected service. 

Risk-based thinking:

  • improves governance

  • establishes a proactive culture of improvement 

  • assists with statutory and regulatory compliance

  • assures consistency of quality of products and services

  • improves customer confidence and satisfaction

 

Risk based thinking is not new and something we do asa matter of course, ensures greater knowledge of risks and improves preparedness, increases the probability of reaching objectives and reduces the probability of negative results.

We shall record risks and opportunities when appropriate and shall consider risk and opportunity when embarking on new ventures, taking on new contracts, implementing new processes or technologies and meeting new legal requirements.

Quality Objectives and Planning to Achieve them

We have established quality objectives at all levels of the organisation. Our objectives are consistent with our quality policy and take into account the particular regulatory requirements that surround the security industry and are relevant to the static guarding services we provide. Objectives have targets, are measurable and monitored accordingly. We have created a strategic scorecard that enables us to measure our performance against sited objectives. Objectives are communicated and updated accordingly.

 

When planning how to achieve objectives we shall ensure that responsibility is designated and adequate resources are made available for achievement.

Quality Objectives

Implementing and achieving certification and/or compliance with a specific adopted Standard by a specific date (ACS, ISO 9001, ISO 14001, ISO 45001).

Increasing our ACS score by 5 points

Reducing the number of missed check calls

Maintaining our 40 minute keyholder response

95% monthly maintenance performance for fire and security maintenance

4-hour response for electronic fire and security corrective maintenance

False alarm management targets specified by CFOA and NPCC

Maintaining Contractual Response Times

High technical standards maintained for all design, installation, commissioning & handover, maintenance and monitoring.

Zero troublesome systems

Reducing the number of non-conformities, improvement options from internal and external audits

Reducing customer complaints

Increasing KPI performance scores with customers

Improving staff feedback

Increase use of vehicles with low CO2 emissions.

Increase recycling of waste paper and other waste.

Turning off non-essential equipment and lights when not in use resulting in reduction of power consumption.

Turning off heating/cooling when buildings are unoccupied resulting in reduction of power consumption.

No HSE Prohibition or Improvement Notices.

Zero accidents.

Change Management

 

When planning changes to the quality management system we shall consider the purposes of the change and the reason behind it, the affect on the quality management system, as well as the resources required and the responsibilities and authorities. Change should be embraced and not present fear. However, we must be mindful of any risks involved in making a change.