To solve the problem, Snyman insisted that patrols use vehicles delivered by the security service, which were new vehicles that did not tend to break. Most importantly, the vehicles were equipped with fleet tracking and management technology, which meant that the security service was able to monitor patrols, again according to SOPs, and punish offenses such as unplanned patrol, non-reaction to events, reckless driving, etc. In its relations with the people, especially the guards, the Gautrain was placed in guarding companies that provided about 1000 guards, of which 337 worked in each post. In addition, these guards had to be trained how to work in the gautrain environment in order to stop the brand and its reputation while meeting their safety requirements. While ASAs are often used in companies in the information technology (IT) sector, they can be used by companies in a large number of sectors, including the health, food and security sectors. This is because private security companies use SLAs in a variety of ways to serve companies in different sectors, such as the aviation industry. For example, Punta Gorda Airport and San Francisco International grant security to private security companies, either directly or through the TSA passenger, for services that reflect each company`s responsibilities, such as baggage and passenger screening based on their SLAs. Snyman explains that the security operation also had an important financial aspect, given that the concession contract signed between all the parties concerned of the Gautrain stipulated that failure to comply with its objectives would entail a financial penalty or a deduction of benefits. The operating penalty for non-compliance with the Gautrain`s PCCs – throughout the operation, including safety – was set at a maximum of 11% of the total monthly operating costs, while the security penalty was up to 20% of this amount. This was deduced from the two primary ICPs: the physical safety of passengers (15% penalty) and the security of passenger property (5% penalty). Snyman provides the example of guards who constantly monitor cars parked in parking lots and note which cars were there, when and if they had their spare wheels.
This strange SOP was created because some 4×4 drivers had returned to Gautrain`s headquarters in the early years, claiming that their expensive spare tires had been stolen while they were parked in a Gautrain parking lot. With guards following the SOP to get acquainted with the cars in the garages during their patrols, combined with images from the entry/exit camera, these people were deployed to the scene, as management was able to easily prove that their belongings were not touched. A contract manager has also been appointed to manage the guards and their activities, ensure that LTC have been respected, and report regularly on their operations. The task of writing the reports was supported by the various standard work instructions (SOPs) that defined the activities and responsibilities of the guards, so that it was easier to determine whether or not they met the requirements of their work. Snyman says it`s essential that the guards understood their work and the impact of their actions in the national icon and that they knew what was expected of them and how. Understanding their SOPs has given them the confidence to act appropriately and ensure safety. [footer] Nico Snyman is Managing Director of Crest Advisory Africa and specializes in risk management, corporate governance and advanced technologies. For more information, please contact email@example.com or +27 (0)76 403 4307. The guards all worked in Gautrain uniforms instead of their corporate uniforms, meaning they represented the Gautrain brand. . . .