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A.A. Security Ltd is a rapidly expanding security services provider. The company offers security personnel, equipment, and monitoring to suit clients requirements throughout the UK.

AA Security’s desire to expand as a company was being impacted by the industry’s historically high staff turnover rate of 35%. In 2000 staff turnover stood at 40%. Lack of continuity was an impediment to client satisfaction and retention. As a period of significant legislative change loomed over the security services industry, the company wanted to provide effective ‘security operative’ training and ensure that the skills generated by this investment were retained and applied to serve existing customers, and broaden the potential client base.

In 2001 AA Security began the process of gaining IIP accreditation. Following the standards principles, the company set up a training academy to produce internal training instructors. Senior managers were involved in specific parts of the training, demonstrating top–down commitment to employee advancement.

They began producing regular newsletters to create a sense of community and shared values. This was aided by a comprehensive induction program for all new employees. Small incentives and awards (such as the ‘guard of the month’, and ‘security officer of the year’) were established to celebrate successful workers, and publicised at office events and through the newsletter.

A 6–monthly appraisal system for all office based staff, and most security operatives, began generating increased feedback in both directions between staff and senior management. This also smoothed the path of information flowing from clients. Likewise, staff were given greater opportunities to relay concerns for managers to consider at AGMs via site–based agenda books, and the random selection of operatives to attend quarterly management review meetings.

The training academy has been an enormous success story for the business. Recruits that many other organisations would consider unemployable, such as long–term unemployed, disabled, Yound 16–21's and over 50's; have been able to complete training (with a 100% success rate) and take on work for AA Security. This qualified the facility for funding support from the JobCentre. The company is going for full PGCE accreditation at the moment, putting it on course to having the most qualified trainers in the industry. The academy also generates income of £40,000 p.a. in its own right by training external security providers, and acts as a potent marketing tool.

“Sue Fernie, a senior lecturer at the London School of Economics, has passed through our academy and in the local press verified the exceptional quality and professioanlism of the staff at the academy, our training practices and our organisation as a whole!”

Wilson Chowdhry, Managing Director

Senior management involvement, specifically in training role–plays, has created strong bonds within the company, and fostered a culture of frequent personal interaction and managerial approachability. Giving staff a say in their job role and learning opportunities has led to requests for sector specific training, and the development of an adaptable generic learning plan for all employees. This has helped the company branch into new market sectors. The business has expanded from being entirely construction industry oriented 5 years ago, to serving clients in retail, rail, local authority, and door supervision services in 2006.

While the number of full–time staff employed increased from 32 to 120, staff turnover dropped to an impressive 10% from 2002–2006. During the same period there was a 100% client retention rate, despite numerous complex legislative changes, and the company achieved gold standard in BenchMarkQ’s customer satisfaction awards, having previously been on their bronze and silver schemes. Remarkably, customer complaints dropped from 112 in 2000 to only 15 in 2005.  The company continues to grow and prosper, winning a range of prestigious cross–sector and industry specific awards.

AA’s turnover of £100,000 in 2000 has swelled to £1.3 million in 2006, with £2 million predicted for 2007. Net profit in 2006 was double the company’s turnover of 2000!