Airport Business - 21

SECURITY MATTERS
Supervisors can
reduce risks and the
margin for error by
having the ability to
locate their officers
in real-time via GPS
technology so they
can instantly see
where their officers
are at anytime and
ensure they are
at their stations
performing their
duties.
TRACKFORCE

2

SECURITY HAS A
NEED FOR REAL-TIME
OPTIMIZATION.
Security teams can always improve their
processes but need access to up-to-theminute monitoring and data to adjust
how they respond to both passenger
volume and f low. The gender of your
passengers, for example, will determine
how many female or male security
staff members need to be available for
enhanced screening procedures. A
staffing issue, such as too few agents in a
screening lane can cause bottlenecks and
frustration for travelers. Knowing these
issues either before or as they happen is
the only way to ensure compliance and
the delivery of quality of service.

3

IT IS A HIGHLY
REGULATED
ENVIRONMENT.
Airports don't have much autonomy in
formulating the security objectives and
requirements that their security teams
must meet, as federal authorities largely
set these. In addition to the regulations
put forth by the U.S. government, FAA,
and TSA, there are additional security
compliance codes that may be specific to
each airport. Knowing these sometimes
nuanced rules, as well as tracking them,
is a significant task.

4

AIRPORTS HAVE
UNIQUE TRAINING
AND CERTIFICATION
REQUIREMENTS.
Security companies must know which
of their employees are trained and
certified to carry out certain key duties at
particular stations or checkpoints, along
with how long each security officer stays
at their station and how shift changes
are handled. When it comes to airport
operations, personnel matters are also
security matters.

5

EVERYTHING IS MOVING.
With each passing second, airport
security needs to be highly f lexible to
meet f luid situations and requirements.
The thousands of people, along with
numerous security lanes, incidents,
and x-ray shift rotations will always
experience an ebb and f low in traffic,
but need adequate coverage at all times.
This requires security firms to have the
capabilities from a human resource and
skills perspective to respond proactively
or reactively as situations develop.

6

EVERYONE NEEDS TO BE
SAFE.
Passengers are the most high-profile
customers of the airport, but security

teams seek to serve everyone that
moves through them on both the land
and airside at the airport. This includes
suppliers and partners, contractors,
airport employees, tenants, f light crew,
and those entering the pickup and dropoff areas. The over 2.5 million daily
passengers represent just a portion of
those for which security maintains care.

7

WE LIVE IN A DIGITAL
WORLD.
The time of paper-based reports and
documentation is nearing an end, and
today's security teams require more
nimble solutions to their administrative
and quality control benchmarks. Those
who still have paper-based components of
their security recordkeeping are arguably
putting themselves and their airports at
significant risk.

8

A RECORD FOOTPRINT IS
ESSENTIAL.
Not only are security records vital for
research into incidents and keeping the
TSA performance criteria, but they also
help to build a comprehensive history of
security. Critical event monitoring and
human resource compliance depend on
accurate records of every login, shift
change, or attempted checkpoint breach.
While there are many other aspects

NOVEMBER 2019 \ AVIATIONPROS.COM / 21
http://www.AVIATIONPROS.COM
Airport Business

Table of Contents for the Digital Edition of Airport Business
