Irrespective of the Security climate
prevailing in a particular country or zone, most of the corporate leaders go
wrong by giving lip service to Security management while designing and
maintaining the operations of a company. This phenomenon is mostly driven by little
or lack of understanding of the role Security can and should play in sustaining
an outfit. The buzzwords like Security is an overhead or burden are rampant in
the corporate world, and unfortunately also with some of the Security managers.
It stems from the dearth of requisite understanding of the role a sound
Security system can play in the maintaining health and integrity of an outfit. Mostly
this trend emanates from the financial considerations. To me, spending on Security
is an investment, which in the longer-run rather proves to be FREE.
Security management has assumed greater
importance with the advent of terrorism and related hazards, irrespective of
the zone one is operating in. It is rather more important to consider Security
needs in those areas, which are apparently away compared to those zones, which
are at the epicenter of such vulnerability. Consciousness about Security is a
natural recourse in the areas rampant with Security risks and there is a
natural complaisance in those zones lying away from it. Mitigation strategy may
vary from zone to zone but remember! “Security remains a Serious Business”.
Ignorance or overconfidence (which I consider inter-changeable) to downplay
Security management can have serious repercussions. Hence it should be realized
both by those intending to start and maintain a business, and those responsible
for its security that Security needs to be given a serious thought.
Most MNCs worth their name have realized
this importance of appropriate Security management of their operations over a
period of time. Other have either learnt it through hard ways, or are in the
process of realizing this importance. It is imperative on the Security managers
at all levels to carryout correct risk
assessment of their company operations so as to recommend the best possible
strategy to keep the risk levels to ALARP at all times.
Author: M Zubair Chughtai
Muhammad Zubair Chughtai
193-E, Street 6, Askari-10, Lahore Pakistan
Phone: +92-336-0011550 E-Mail: mzuberch@gmail.com
linkedin.com/in/muhammad-zubair-chughtai-2b798443
Summary
Being a self-driven, result-oriented, change leader, skilled at articulating strategic road maps
& execution models with broad experience in security management, integrated security &
support services delivery, security risk management, loss prevention, investigations, business
continuity, administration and general management, be a useful member of progressive
outfits. Bringing my 35 years of military, corporate, cross-cultural-exposure, professional
orientation and diversity to good use, be a dynamic team player and change agent.
Experience
Corporate Experience Jun 2010 - Mar 2019
• MOL Pakistan Country Head Security. Joined as Site Security Officer, promoted Security Coordinator in 8 months
and Country Head Security since 2012 (reporting line – CEO in Pakistan and with technical reporting to the
Corporate Security in Hungary). Performed following functions:
Ø Security management of one drilling site to the entire country-level having ~50 major and minor sites spread
over the entire Kohat Division, erstwhile FATA, Punjab and the company office in Islamabad
Ø Liaison and intimate rapport with Government, LEAs (Armed forces/police & intelligence) and influential circles
on important company/ Security matters in sync with Corporate Affairs Director
Ø Rendered professional advice to the company top management & Corporate Office on managing company
present and future operations within the prevailing Security climate/ challenges thereof
Ø Intimate liaison and collaboration with all contemporary Level-2/3 managers on operational matters
Ø Being member of Company Executive Board, rendered advice on top company level matters, issues and major
Technical, Administration & Supply Chain management contracts for decision making
Ø Direct administration of more than 1000 Security personnel (including 3 Lt Cols, 13 Majs and 4 other officers),
which encapsulated contract management, relief/ rotation, performance management, etc
Ø VIP protection at sites/ residences and on the move with elaborate technical security cover
Ø Security management of over 20-25 convoys per day intra-area of operations in KP and also from/to Islamabad
office under a well-documented journey management in close sync with Administration
Ø Kept risks levels at ALARP through deployment of Security resources after due diligence including deliberate
and documented Security risk assessment
Ø Crisis management and BCM in the trying milieu of Pakistan. Providing inputs for future BD to include
acquisition of new acreages in Punjab, Balochistan and Sindh. Made some such areas in KP accessible for
company operations, where even the Police and other LEAs was reluctant to deploy
Ø Direct support in implementing HSE and other compliances through coaching of Security personnel at all sites.
Many of my Security team members were often declared compliance and Safety champions and awarded
Ø Documented training to include theoretical & practical crisis management and other mock exercises/ drills
(security specific and general) in collaboration with operational teams and Security specific
Ø Developed a wholesome Technical Security system of Multi-layered Technical Security to include Security
Control Room, CCTVs including state of the art FLIR long-range cameras, HID CAS encrypted system both in
office & the Field, Vehicle/ Personnel Tracking System, Pipeline surveillance system, Boosters for VHF
communication, Emergency door alarm system - linked with e-mail/SMS, Electronic doors and barriers, etc
N.B. Developed a proper concept of Security management system in the company during my initial years in MOL
while holding all tertiary to the highest position of the newly organized Security department
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