Security Sales Executive / BDM: London – Manned Guarding, CCTV and Access Control. We are growing fast and are now recruiting 2 x Security Industry Sales Professionals in the London area.

Location: London & Surrounding area (Based at our Bromley Head Office)

Salary: £35k Basic – OTE £70k + Commission + Company Car/Car allowance, Smart phone etc.

We have opportunities for target driven and highly motivated sales professionals to join our team now. You must be able to demonstrate a proven track record of successful B2B sales and to succeed with us you will be confident and articulate and have strong organisation and planning skills. You will be a service/product sales professional used to converting business across multiple decision makers and have a strong attention to detail.

If you are a genuinely ambitious individual and wish to grow with a growing company please contact us on 0208 4640 589 in the first instance.

Main Responsibilities:
Source and develop profitable new business.
Effective communication with existing and potential customers.
The compilation of effective tender proposals.
Preparation of quotations and tenders.
Timely and accurate completion of tender questionnaires.
Effective maintenance of Company sales database.
Completion of accurate weekly sales activity reports

Personal Qualities/Skills:
The ability to work to tight deadlines.
First class negotiation skills.
Good communication skills.
Good PC Skills.
Self motivated.
Maintain confidentiality.
Must have good presentation skills, be persistent and competitive

Candidates must have prior business development/sales experience in the UK security industry.

Senator Security Services Limited

Since its formation in 1997, Senator Security Services Limited has grown to become one of the UK’s leading security companies with offices in England and South Wales and operational centres in Bromley, Bridgend and Lichfield. Our training and remote monitoring control centre is based in Bridgend, South Wales.

We provide security services to some of the largest organisations in the country – from government departments and facilities to blue-chip corporates, from universities and shopping centres to rail networks, from manufacturing to construction and industrial to distribution and logistics facilities. Providing Manned Guarding, Mobile Security Patrols, Public Space Surveillance, Personal Trackside Safety, Remote Monitoring, CCTV, Access Control and Asset Protection – all bespoke to each client. We are proud to have Accreditation and Qualifications including PFSO, PSS, PTS and BPA and have a continual process of Quality Control & Assessment and Training throughout the company.

All our Clients trust us to safeguard their valuable assets – and our experience, training and expertise enable us to repay that trust in full. Senator was given Approved Contractor status on the very day the Security Industry Authority launched the scheme, putting us ahead of 98 per cent of our competitors. Our membership number is: SESESESC01. Senator Security Services Limited holds SIA Approved Contractor status for the provision of security guarding, key holding and CCTV services.

Senator Security has recently been accredited to the Park Mark Award – Safer Parking Scheme through its membership of the British Parking Association (BPA) with the aim of being able to now provide clients the opportunity to have their individual car parks accredited to the Safer Parking Scheme.

The aim of Park Mark is to provide the users of car parks with the confidence that they are leaving their vehicle in a secure, safe, clean and well managed area. This is achieved though an audit process that includes an inspection from the local Police and by the BPA. Senator’s role in this is to advise the client on how to successfully manage and complete the audit in order to gain the certificate and to liaise with the BPA.

When Park Mark is being pursued the areas to consider and concentrated on are:

• Management practices
• Crime record (and plans/measures to reduce and deter crime)
• Boundaries and perimeters inclusive of vegetation control (not allowing concealment of perpetrators)
• Cleanliness of the car park and public facilities on site
• Vehicular and pedestrian access (access control, safe walk ways, information boards, points of contact)
• Spaces for disabled, Mother and Children, motorcycles, bicycles etc
• Road marking and parking bay markings
• Lighting and Signage
• Surveillance – i.e. Security officers, car park attendants, CCTV, access control and provision to lock down or control access.

As Park Mark can be awarded to any type of parking area including HGV and Coach parks, things relevant to its usage are also taken into consideration.

Once the award is given it does not stop there; the individual car park is audited once a year to a) ensure standards are maintained and b) to enhance and improve the standard.

The award of Park Mark is indicated by the Park Mark logo which is allowed to be used on signage. The award is also applied to the Park Mark website which informs the visitor of what is at the site (stores, cinema, sports, entertainment etc. ) along with facilities such as mother and baby, play parks or other attractions.

Senator Parking offer the service of consultancy to take to/to maintain the audit the award for as little as £1 per day. Please contact us for more information or to arrange a site visit.

The Safer Parking Scheme – Park Mark Award – is provided by the BPA

Senator Security has just completed a successful security operation on the Birmingham to Wolverhampton Metro and can report no loss of cable or any security issue affecting the delivery of the project.

Working in the Metro environment although rail orientated is totally different in that there are walk/cycle ways next to, and crossing, the track that runs on, or next to, main roads with little or no defined lines in which to operate.

The Metro Line between Birmingham Snow Hill and Wolverhampton St. Georges follows an old railway line; part of which runs alongside an operational railway line. It passes through diverse residential and industrial areas which, in some areas, has a high level of crime and drug related antisocial behaviour. The Metro had suffered some security problems in the past. The 16-day closure was well publicised which, in turn, would have given any potential perpetrator the knowledge that the Line would be powered down. The project had a time window of 16 days to be complete which meant contractors were working 24 hours per day throughout the 17km project.

The Metro has a different PTS qualification. To support the service Senator trained twelve members of staff to form the main security force also allowing a reserve. A patrol program was drawn up which formed a guide but was flexible to adjust to provide security cover for the areas that were not being worked by contractors. This turned out to be invaluable due to the low temperatures over the period affecting the use of materials the original work program had to change on a number of occasions.

The operation was run in the tried and tested method of high profile foot and mobile patrols, building up relationships with the contractors and members of the public. Throughout the operation there was good communication between Security, Metro Control and the BTP. An operations meeting was held every morning to evaluate the previous day’s activities and events; thereby enabling planning for the operation over the next 24 hours.

Foot patrolling: In a normal rail environment foot patrolling has its limitations; they are slow, confined to a SSWP which, in turn, can make them predictable and they are only liable to pick up on something after the event, however, in the Metro environment where there are public path/cycle ways then patrolling the area on foot puts a security presence where the public are… in other words a ‘beat bobby’. It allows the security to be seen, it allows security to talk to the public but most importantly it covers areas between stations or halts that cannot be seen by a mobile patrol from the stations or vantage points.

It is important that the foot patrol maintains regular contact with the mobile patrol – with their precise location, so, if a problem does occur the mobile forms the quick reaction force (QRF).

The patrol program insures that all the areas that need patrolling are covered, in the most efficient way but is seen to the ‘outsider’ as random (no one knows where the security is coming from or when).

Mobile patrol: The mobile patrol has four roles:-

• A highly visible presence throughout the project

• To drop off/pick and move foot patrols (in conjunction with the patrol program)

• A point of welfare for foot patrols

• Quick reaction force ((QRF)

Using a high profile liveried patrol vehicle complete with flashing lights in conjunction with the security warning signage at the stations shows any potential perpetrator (and the public) that there is a coordinated security operation throughout the project. The mobile unit(s) working with, and being seen working with, the foot patrols enhances that perception. During the project a close working relationship was in place with both the BTP and local Police; thereby, the security vehicle being seen by police vehicle and security talking to the police completes the picture of a full security operation supported by the law enforcement agencies.

Patrols were targeted with each member of staff foot patrolling 10 – 14 miles a day, supported by a mobile unit to maintain a rolling presence on all the stations and car parks. As with any project of this nature we did encounter a number of incidents: one when the contractors and security where being stoned by a gang of local youths – The BTP where called who promptly deployed a quick response. And another while the mobile patrol was moving from station to station found a man at 05:00hrs with a serious head injury after a random attack while on his way to work – The security operative called the emergency services and police. The police request to view the memory card from our camera on board the mobile to check if we had inadvertently pick up any evidence of people moving around the area at the time. This is still on going.

The Metro opened as planned on the 15th April and the security operation was withdrawn. Metro thanked the security staff for their efforts. Once again this operation has proved that the high profile, ‘dominate the ground’ tactics, collaboration and good communication approach to rail protection works.

Senator Integrated Systems, the newly formed security technology division of Senator Security Services Limited, is founded on a simple concept to provide cost effective alarm, access control, remote monitoring and CCTV surveillance technology solutions with the best service and best back up to businesses and organisations in the UK. Mark Lippitt, General Manager of Senator Integrated Systems, commented; “Our business is committed to building and maintaining long term business relationships by providing industry leading service, security technology and advanced security solutions that benefit our customers and help them protect their staff, business property and assets. Security technology is now, in certain circumstances, a trusted and proven, viable alternative to traditional manned guarding, or, used intelligently, it provides a cost effective supplement to your manned guarding provision. We also have our own, UK based, National Operations Centre which contains our Remote Monitoring station.”

Within just a few weeks of the new division being operational Senator Integrated Systems has successfully completed CCTV installations and maintenance projects for a school, power station, port and a number of shopping centres. Sean McGranaghan, MD of Senator Security, added; “This was a natural development for our business as an increasing number of clients look to technology in order to improve efficiencies and enhance their security provision. We have significant operational experience in the retail, construction and education sectors where technology is widely utilised for security surveillance and access control and Senator Integrated Systems will play a key role in enabling us to meet our clients’ security requirements now and in the future. We are delighted to welcome Mark Lippitt as our Divisional General Manager who brings many years experience in the CCTV and Access Control business and will, I’m sure, quickly establish Senator Integrated Systems as the provider of choice for, amongst others, businesses, local councils, car park operators, schools, colleges, Universities, construction companies and shopping centres in England and Wales.”

Senator Security provides SIA Approved Manned Guarding, Key Holding and CCTV services in London, the Midlands and South Wales for Schools, Colleges, Universities, Construction, Healthcare, Power Stations, Ports, Offices, Factories, Warehouses, Logistic Hubs, Stadiums, Sports facilities, Retail Parks, Shopping Centres, Shops, Manufacturing and Landlords.

Senator Integrated Systems also provides CCTV systems for vehicles such as specialist transport and school buses. For more information please contact Mark Lippitt on 01656 651 855 or mobile 07788 887720 - email: mark.lippitt[at]senatorsecurity.co.uk

This story may have originated in the USA but there are some serious lessons to be learnt for us here in the UK security industry. Ensure the security and confidentiality of sensitive data and information that may prove more than useful for criminals who constantly seek ‘intelligence’ on target properties. This equally applies to clients who demand the highest standards of security from suppliers and then let their guard down or allow access to security plans or risk assessments… effectively providing a ‘blueprint’ for potential criminal activity.

Hollywood-style caper in $80M theft obtained security plans to get inside

By Ted Sherman/The Star-Ledger on March 18, 2013

NEW HAVEN, Ct. — The thieves seemed to know exactly where to hit. Under cover of darkness late on a Saturday night, they climbed to the roof and made their way across the flat expanse to a spot exactly above the master control room, where the alarms were located.

They cut their way in and rappelled down using climbing gear to the only location in the warehouse invisible to motion detectors and surveillance cameras — disabling the sophisticated security system with ease.

The tractor-trailer used to haul away $80 million in stolen pharmaceuticals was parked in the only loading bay out of seven that was outside the view of existing surveillance cameras.

Last year, a South Florida-based ring was charged in a series of spectacular warehouse heists across the country that drew comparisons to a Hollywood-style caper film.

The mystery, though, was always how they were able, time after time, to elude the high-tech security systems meant to detect them.

But the mystery may finally be solved. It’s easy if you have maps of the security systems.

In a lawsuit filed this month in federal court in Connecticut, the insurer covering some of those losses claims the thieves were somehow able to gain access to detailed security assessments of high-risk warehouses across the country — assessments it said were made by ADT Security Systems to show clients their points of vulnerability.

Those plans were apparently what enabled a group of ex-cons whose careers had been mostly low-rent break-ins of vacant construction sites to move to the big time, pulling off a well-orchestrated operation stretching from New Jersey to Illinois. They made off with millions in drugs, whiskey and cigarettes — by exploiting the one single blind spot in every one of their targets.

While the court filing did not indicate how the group was able to obtain the assessments, it noted that the gang had very specific information key to their ability to get in and out without getting caught, claiming it could only have come from the security system risk studies prepared by ADT.

“Either they were given access to this data, or there was a weak link that allowed ADT to be hacked,” said Elisa Gilbert, the New York attorney representing National Union Fire Insurance Co. of Pittsburgh, which is seeking $42 million in damages.

A spokeswoman for Florida-based ADT said the company split from Tyco Integrated Security in October and was no longer involved in large commercial property security systems, referring questions about the lawsuit to Tyco, a worldwide company with its U.S. headquarters in Princeton.

Tyco, also named in the lawsuit, said it had only been served with the lawsuit last week. “As a matter of policy, we don’t comment on matters of ongoing litigation,” said spokesman Brett Ludwig.

Those charged in the theft operation were arrested last May, in what has been described as an “Oceans Eleven” style scheme out of Florida. According to criminal complaints filed in federal court in New Jersey, Florida, Connecticut and Illinois, the 22 members of the group had their own trucks, storage facilities and black market wholesalers to dispose of goods stolen from warehouses all over the country.

Each time they followed the same script, investigators said. They did not enter through the front door, but rather would climb to an unsecured roof, break in, and bypass alarm systems without cutting any wires.

The FBI finally linked the crimes through DNA evidence left behind on a coffee cup and water bottles, which they said belonged to Amed Villa, a Cuban exile living in Miami with a long history of arrests and convictions for burglary.

Villa and his younger brother Amaury, who has his own substantial rap sheet and once listed his occupation as a self-employed alarm installer, are both scheduled to go to trial in Connecticut next month in connection with their biggest target — when prosecutors say they broke into the Eli Lilly warehouse in Enfield, Conn. in March 2010.

Those responsible for the Enfield break-in also went in through the roof, cut into the warehouse, and came down on ropes, before driving away with millions in prescription drugs in the largest pharmaceutical heist in U.S. history. They left few clues, but appeared to know before they got there how to get inside. In the lawsuit filed in federal court in Connecticut, attorneys said that was in fact the case.

The civil complaint noted that the security assessment conducted by ADT for Eli Lilly showed the location of 13 cameras inside the warehouse and the grid coordinates on a floor plan for every motion detector, infrared beam, door contact and control panel within the security system. It showed every blind spot that made the building vulnerable to thieves.

“Anyone who got hold of that document would have had a road map to get in,” said Gilbert.

Just a month after the assessment was completed, the warehouse was hit and the thieves, after climbing to the top of the building, appear to have followed the road map precisely.

They crossed the entire length of the roof to arrive at a small area precisely located above the master control room, identified in the ADT assessment as inadequately monitored and requiring two additional cameras. It was the only point of entry in which burglars could avoid the security already in place, the lawsuit said.

They dropped down on ropes to the one location in the warehouse identified in security assessment as being invisible to detectors and surveillance cameras, and disabled the master controls for the security system. Then they disconnected the security system so it could not convey alerts to the ADT monitoring station.

The lawsuit claimed that confidential information compiled by ADT regarding the inadequacies of the existing security systems were utilized to evade the detection not only in Connecticut, but in several big warehouse break-ins across the country, and blamed the company for either failing to safeguard the information or warning clients of a problem.

The FBI, which eventually broke the case, declined comment.

Rail Connect article – RAIL SECURITY… Counting the cost or making the cost count?

When people think of rail security in the forefront of their minds is often the well-publicised issue of cable thief; however, theft, vandalism and trespass on or near the infrastructure also have a major impact on the safe and effective operation and cost within the rail industry.

These costs are not new and will not change in the foreseeable future; in the current economic climate, copper, power tools, ‘hand carry’ machinery and even hand tools can fetch a good price and are a real temptation for the petty criminal or opportunistic crime. It is still considered within some of the work force that the weigh-in is the ‘Christmas bonus’. The infrastructure, by it’s very nature, provides large areas with plenty of secluded places plus the offer of danger will attract attention ranging from Taggers and drug addicts/dealers through to the criminal element and those people who may wish to commit suicide. All these elements have a direct or indirect effect on the operation of the rail; however, the cost effect is ever present.  These threats and incidents primarily affect two areas: -

• Permanent infrastructure Stations, yards, depots etc.
• Temporary maintenance compound adjacent to, or within, the fence line of the track often in remote areas next to or near to access points.

Unfortunately, as in many other industries and sectors, security is the ‘nice to have not the need to have’, with little recognition or clear understanding that a robust and effective security operation can assist in both the security and safety in both above areas. Budget pressures are prevalent in all areas of business these days; procurement departments are tasked to source security without having an understanding of what is really required, or indeed, what the security profession can offer and this ‘budget driven solution’ often leads to ineffective use of resources and results in a reaction based decision that is neither cost effective or fit for purpose.

Anecdotally, there are scenarios where accountability is disputed between different organisations with in the industry that leads, inevitably, to a less effective security plan being adopted. Furthermore, an unwillingness to acknowledge that the theft of tools (and cable) can often be attributed to staff employed with in the industry – some maintenance sites can lose thousands of pounds worth of equipment (not considering the inconvenience and time lost due to ‘missing’ equipment or materials). This cost ultimately is passed back to the taxpayer… The question is: how can this be situation be addressed? Don’t ‘broadcast’ details relating to the security operation. The relationship between the security operation and the site should be independent and totally confidential; preferably with only one point of contact from the Client and one point of contact from the security company. Simply put, this minimises the opportunity to compromise the security operation and maximises efficiency, cost management and safeguards the integrity of the security plan. Rail and related organisation can further reduce the risk by being proactive with the staff and sub-contractors by prosecuting staff found to be guilty of criminal acts. Information on staff and/or contractors committing offences should be shared; not named-and-shamed, but a list of known offenders made available to avoid individuals leaving one site only to be recruited at another.

The security industry has changed significantly over the last six years with the introduction of the Security Industry Association (SIA) with regard to the individual officers licencing but particularly the Approved Contractor Scheme (ACS), which is the only government approved registration within the BS standards set for the industry.

The field of security has also changed, and continues to change, with technology that can be used in conjunction with, or to support, the security personnel on the ground. At this stage it must be remembered that ultimately a security problem can be solved by security on the ground whereas technology can only deter, inform of a problem and/or aid a response. Also, there is no ”one size fits all” – each site, permanent or temporary, is different in use, location, risk or duration. It is vital that the procuring of security services has a full understanding of the requirement and ‘real life’ experience of the circumstances and tasks faced by security in such hostile and challenging environments. Maybe it would be a good idea for the people involved in such decisions to have an induction course and experience ‘modern day’ security within the rail industry so as to ensure these decisions are based on knowledge rather than the position of a decimal point?

Even though these changes in the security industry (SIA and ACS) have been introduced – it is important to note that to operate any form of security you must hold an SIA licence by law, there remain organisations that repeatedly use and deploy non-SIA/ACS work or agency staff to fulfil security roles which, in the short term, seem cost affective but when something goes wrong – what then?  Is this best practice?

If we put to one side the Network Rail Framework Agreement the tender process within the rail industry does not have the flexibility and adaptability required to deliver a 21^st Century security solution: not allowing for “thinking outside the box”. Security companies with the ACS qualification have the knowledge, experience and capability to supply technical, manned and PTS guarding that is cost effective, integrated and successful… but only when provided the opportunity to survey the project and collaborate in producing a workable security plan from which the tender document is then drawn. If this was the template then the Client would then get an enhanced security operation at the optimum cost.

What needs to be considered: -

Is the cheapest solution the best security solution?

How can procurement work with ACS security providers to ensure the best security provision?

Security is a people and people management service working in an ever changing environment with levels of risk and real risk of conflict. A report made by an ACS security officer at 0300hrs can have a direct effect on a court case or insurance claim 6 months down the line… security services operate 24 hours per day, often in lone worker situations. What is the real cost factor versus safety, corporate responsibilities, accountabilities and/or liabilities?

The tool box of a security company working in the rail sector needs to have a good mixture of the old, the new and the different with the ability and trust to deploy these ‘tools’ quickly to be proactive and reactive to the ever changing security threat.

The new…

CCTV Systems both permanent and temporary with the ability to remote monitor. Security alarms (permanent, temporary and cable) with the facility to monitor and react to activations. Introduction and evaluation of emerging technology contributes to successful security operations – such as detection devices (e.g.Bull Finch), permanent and temporary lighting, thermal imaging equipment and GPS tracking.

The old…

The Mark 1 eyeball – Manned security service with SIA licensed personnel plus PTS, IWA and COSS qualified teams. Access to core planning staff is key for the production of SSWP, lone worker support and the ability to produce and monitor security and patrol programs. Continuity of staff is essential, strong management and good communications backed-up by training and duty-of-care provision such as Samaritan trained staff.

The different…

To coordinate, develop and implement a search policy, to utilise the staff time in assisting the Client in areas of environmental, traffic management, stores control, Banks man, community liaison and gathering of local intelligence and information and to plan accordantly – possibly to plan and mount covert or high visibility deterrent operations. The key is one point of contact that understands and best use all the above elements to maintain a safe secure environment allowing the client and their staff to do their work. The real differential would be a cultural shift to embrace the value-added benefits of a security operation valued as a strategic asset utilised to secure people, property and the safe, uninterrupted running of the railway and related infrastructure.

A security company’s biggest problem is that the result is not always visible – you have security, nothing happens, do I /did we need security? The answer is yes… the real question is how do we work together to make security effective and ensure that looking after the pennies doesn’t allow the loss of pounds. Engaging with an ACS security company at the earliest stage of planning can both reduce the risk AND reduce the cost.

It is a fact of life that due to the layout and location of the infrastructure it is always going to be a target for various forms of criminality. In the current and foreseeable future the economic climate has two effects, more incentive to steal and less resources from the Police and BTP to tackle the problem BEFORE it happens, however, with information, intelligence, ‘real life’ experience and forward planning the effects on the rail operation (and the on-going cost) can be reduced by proactively engaging with an ACS security company at an early stage.

Security is vital for the safe and secure operations of the UK’s passenger and freight rail infrastructure and ACS security companies are the only option …but maybe the real difference would be a change in the process of selection when the perceived value of security is measured in the secure knowledge that your security provider is a peer to your tier one suppliers and that securing your people and property is not a gamble – an ACS security company is an investment in your project, not an unnecessary cost that delivers little value. Who ever would consider employing an unqualified, part time and inexperienced project manager, civil engineer or architect?

Manned guarding specialist Senator Security is carving a niche for itself in the shopping centre sector. Launched in its current format in 2007 when the current owners conducted a management buyout, the company has grown rapidly and last year broke the £10m turnover barrier.

“We’ve rebranded and professionalised the company,” explains managing director Sean McGrahaghan, who runs the company with his business partner, operations director Andy Grice.

And with sales director Robbie Ryan having experience in the sector, Senator has successfully targeted shopping centres as a growth area. Ryan explains: “Having worked with shopping centre and retail park managers and their respective teams for the last few years, we believe we fully understand the culture and working ethos which closely reflects our own. We care passionately about our people and the services we provide; our on-going training, support and relationship with all our personnel is undoubtedly the key to our success.”

“Manned guarding is still absolutely crucial to the shopping centre sector, because you’re dealing with people,” McGranaghan says.

And as an example he points to a recent incident in Land Securities’ Lewisham shopping centre where a child stopped breathing in the food court. “The control room spotted that something was going on and the officer was on the scene in moments,” he says. “Technology and manned guarding came together to save a life.”

“At the same time you need people on site who can give the correct response to people – groups of youths, for instance,” he says.

McGrahaghan takes pride in the fact that Senator has one of the lowest levels of staff turnover in the industry. “Continuity’s important,” he says. “You need to know who the local ‘characters’ are.”

And parking is another area where Senator is able to add value to shopping centres’ operations. The company is a BPA approved contractor and manages parking on behalf of both retailers and landlords.

Hammerson’s Orchard Centre in Didcot had a problem with commuters hogging the parking spaces because the existing two-hour limit was simply not being enforced. Senator set up a revenue share with the landlord to extend the existing patrols to enforce the parking restrictions, so the car park was covered at no extra cost.

“It took six to nine months for the commuters to get the message,” McGranaghan remembers. “Now we’re doing the same on half a dozen centres. It’s attractive to shopping centre owners because there’s no extra cost.”

In the parking arena as in mainline security, McGranaghan is in favour of regulation, and the new Protection of Freedoms Act, which outlaws car clamping on private land, is a case in point. “Just like the G4S scenario at the Olympics, it was damaging the reputation of the industry,” he says.

“As a BPA approved contractor we’re audited every year and subject to random site visits to check signage and procedures are correct,” he explains. “It reassures the client that their systems are correct.”

Reflecting this approach Senator was one of the few security companies to be an SIA approved contractor on day one of the current security regulation regime. And it’s been 100 per cent compliant ever since. “The Approved Contractor Scheme has really driven us – we’re consistently scoring in the top 5 per cent of security companies,” McGrahaghan says.

The company is also certified for ISO 14001 which covers environmental practices and for ISO 18001 which covers health & safety. “All that’s left is Investors in People and we’re working on that now,” says McGranaghan.

As featured on shopping-centre.co.uk

Senator Security provide security services, including manned guarding and ‘front-of-house’, at a number of sites within King’s College London – guarding key sites and facilities within the campus but the current focus is to raise awareness of students, visitors and staff safeguarding themselves and their belongings.

In a recent Campus Operations initiative Senator Security joined the Met Police at Guy’s Campus and had the opportunity to meet students and staff and give tips on protecting their property and themselves on and off campus with tips and guidance regarding the use of ATM machines and protecting their pin number, securing their bicycles and ‘what to do’ if your mobile phone is stolen.

Keith Farthing, London Security Operations Manager for Senator Security added, “Our security role with King’s College London is multi-facetted; security of the facilities is most visible but we are an integrated part of the whole operation and ensuring the students, staff and visitors is a priority… this awareness campaign in cooperation with the Met Police was valuable and we would welcome the opportunity to be involved in future schemes.”

ELTHAM WARREN GOLF CLUB – PRESS RELEASE

Six young Eltham golfers braved wind, rain and bitter cold to compete against the best in the country in the England national final of the Junior Team Golf Inter-Club Championship.

The boys, aged 13 to 18 from Eltham Warren Golf Club, finished in the middle of a field of 12 teams from all over England in the Nigel Dolton Trophy event held at the Five Lakes Crowne Plaza resort course near Colchester. They had qualified by winning first a local league and then a regional final.

Eltham Warren Club President Cyril Mervin, who with Club Captain Chris Jennings was among supporters who braved the Essex elements on Sunday, October 28, said: “The boys have made club history by even getting to the national final. It was a fantastic achievement. “The members and the committee are very proud of them. And we really appreciate the work that Junior Organiser Jean Morrison has put in for them.”

One consolation for the Eltham team was that they experienced a proper taste of big-time sport, with Sky Sports TV filming them playing and interviewing them as they finished, for a programme to be shown next year.

Another was that one Eltham player, Henry Saunders, recorded the lowest individual gross score of the day with a 76, four over par. Team winners were the Juniors of Hexham Golf Club in Northumberland. Along with runners-up Beedles Lake from Leicestershire they will travel to Spain in March for the Home Nations Final against teams from Scotland, Ireland and Wales.

Eltham Junior Organiser Mrs Morrison said: “Congratulations to Hexham and Beedles Lake and we wish them the best of luck. And our plan is to make it to Spain next time …”

Senator Security has, for many years, had a policy of supporting local communities and finds sport to be a catalyst for encouraging local community spirit and developing the next (while supporting the current) generation of sports men and women. Sean McGranaghan, MD of Senator Security, commented; “This type of local community involvement and support is very close to our hearts and is something we have been actively involved in for many years – we recruit locally and hold dear the values of family and local communities… and these values are shared by the team at Westcombe Park RFC. We are proud to be able to be involved and to support this historic rugby football club and look forward to a long and successful association.”

Fixtures:
September 2012
Sat 1st 15:00 HOME Barnes League
Sat 8th 15:00 AWAY Tonbridge Juddian League
Sat 15th 15:00 HOME Bishop’s Stortford League
Sat 22nd 15:00 AWAY Gravesend League
Sat 29th 15:00 HOME Westcliff League

October 2012
Sat 6th 15:00 AWAY Thurrock League
Sat 13th 15:00 HOME Old Elthamians League
Sat 20th 15:00 AWAY Hertford League
Sat 27th 15:00 HOME Tring League

November 2012
Sat 3rd 14:15 HOME Staines League
Sun 11th 14:00 HOME Canterbury Cup
Sat 17th 14:15 AWAY Dorking League
Sat 24th 14:15 HOME CS Rugby 1863 League

December 2012
Sat 8th 14:00 AWAY Guernsey League
Sat 15th 14:15 HOME Tonbridge Juddian League

January 2013
Sat 5th 14:15 AWAY Bishop’s Stortford League
Sat 12th 14:15 HOME Gravesend League
Sat 19th 14:15 AWAY Westcliff League
Sat 26th 14:15 HOME Thurrock League

February 2013
Sat 9th 14:15 AWAY Old Elthamians League
Sat 16th 14:15 HOME Hertford League

March 2013
Sat 2nd 15:00 AWAY Tring League
Sat 9th 15:00 AWAY Staines League
Sat 23rd 15:00 HOME Dorking League

April 2013
Sat 6th 15:00 AWAY CS Rugby 1863 League
Sat 13th 15:00 HOME Guernsey League
Sat 20th 15:00 AWAY Barnes League

Westcombe Park Rugby Football Club

Every club likes to think it’s a little different to the others or has something special about it’s style of play, traditions or origins. Westcombe Park thinks it is unique in all these aspects. They believe they must be the only Rugby Club founded by someone who never could, and never would, play the game.

In 1904, a Sunday afternoon bible class at Blackheath was attended, amongst others, by Dudley E Roughton. What set Dudley apart from his peers was the fact that he was crippled and had to use a crutch to walk. Dudley also had a peculiar passion – he was a rugby football fanatic! In the summer of 1904 he conceived a plan to form his own team.

His enthusiasm was obviously infectious because he managed to rope in brothers, friends and relations – the origin of another Combe tradition! The club was named after the locale of its founder – but for that gesture of unselfishness ‘Combe might have been ‘Roughton’s’.

Before the Great War the club shifted its headquarters several times and eventually lighted upon Harrow Field Farm, Lee. By this time the changing room (shed) was in existence and it was felt better facilities were called for. A more “upmarket” shed was provided.

‘Combe Rugby was interrupted by WW1 (1914-1918) – sadly, 23 of the club’s 84 members did not return. Amongst them was C H Sewell – posthumously awarded the Victoria Cross. The club reconvened in 1919 and with the help of Sidcup RFC was able to commence play using their ground. By 1925-6 Combe was running six sides and was fully involved in the Kent Cup.

1930 saw the germination of the idea to acquire our own ground and enquiries began. The club had by now transferred to Shooters Hill and was using stables – converted by the club members themselves – into a clubhouse complete with baths and electricity.

By 1936 Combe had prospered both in play and financially; the search for a permanent home continued this time under pressure, as the Shooters Hill ground was required for rehousing. A club member negotiated with Orpington Council for the lease of two pitches (later increased to four) and a plot of adjoining land was purchased to enable the erection of a pavilion. At this time the pavilion and one or two other properties were the only users of what became Craven Road.

WW2 resulted in another closure of the club together with the loss (temporarily) of the clubhouse for national defence. Hostilities over, the club struggled to reform and two teams ran out during the 1945/6 season.

Relocation to the present site at Goddington Dene, Orpington took place in 1990 when the club became the major section within the Orpington Sports Club. In 1994, Westcombe Park took over the running and responsibility for the sports club and offered playing facilities to other sports (cricket, football, tennis and table tennis) as Associated Clubs under the control of Westcombe Park and Orpington Sports Club; a rugby club managed by rugby folk! The Club can now boast 5 pitches, a grandstand, a fully equipped gymnasium, 3 football pitches, 2 cricket squares and 6 tennis courts – a testament to the ‘founding fathers’.