“My approach to leadership has remained consistent over time. I’m firmly committed to excellent, measurable performance together with an awareness of the needs and capabilities of those around me. In my experience, the deliberate forging of diverse and inclusive teams always achieves positive social outcomes.”
In a relatively short space of time, Baroness Ruth Henig has already matched these fine words with deeds aplenty as chairman of the Security Industry Authority (SIA). “The way I operate is to have a clearly defined set of roles for the chairman of this organisation, and for the chief executive,” she affirms during our discussion at The House of Lords. “The chairman’s role is to be strategic, look at the frameworks, shape the policy and make sure there is a clear structure for the SIA. The day-to-day running of that structure, and the operation of the organisation within its set framework, is then the preserve of the chief executive and the management team. I do not interfere in day-to-day issues, but I will hold my management team to account very stringently.”
One of Henig’s foremost issues on which she consistently focuses is performance. “Organisations owe it to their Stakeholders and the people they represent to achieve the highest standards of performance and probity. If results are not being achieved, what needs to be done to improve that situation?”
That edict has already been enforced. Below Board level, Henig has introduced an all-new Performance and Finance Group. Between Board meetings, it focuses on performance against set targets, so too operational issues (including the SIA’s Call Centre, which has been the target for a good deal of flack) and information management. “Professionals should be allowed to get on with their job, but they must be prepared to be held to account.”
Challenging the steady state
On her own admission, the 63-year-old Baroness loves a challenge and the thrill of solving a problem. She has never been interested in doing anything in the world of work that just required a steady state approach. “I would much rather take on something that perhaps isn’t working quite so well and make it function more efficiently. That’s what really drew me into the Labour Party – the social ethic of wanting to try and help people who perhaps otherwise couldn’t help themselves.”
Surely that doesn’t mean she feels the SIA isn’t quite up to scratch? “There’s a challenge here. The SIA passes muster, but there are always new and better methods to be applied.”
Henig wasn’t actively looking to become chairman of the Regulator, but when the post was advertised it ticked all the right boxes. “I wanted a job where I could make a contribution. When I saw the specification, part of it centred on improving and enhancing relations between the Regulator and the Home Office. This was an area where I could immediately add value.”
According to the Baroness, there are specific ways of engaging the Home Office. “You have to be clear about what it is you want, and how you think they’ll be able to deliver on your desires. You need a knowledge of both sides’ intentions. Having worked with numerous Home Secretaries, I know their train of thought and what makes them tick.”
The Baroness was involved in “several vigorous verbal exchanges” with former Home Secretary David Blunkett. “He even cited two of them in his memoirs,” recalls Henig. “On both occasions, he listened to what I’d said and took the messages on board. David could be quite volatile, but then again he had a pretty difficult agenda to follow.”
Steep learning curve
The Baroness “didn’t know much about the Private Security Industry Act 2001” on applying for the chairman’s role, and so the first thing she did was read all of the debates in Hansard. “It was Hansard that threw up all of the interesting questions,” she chips in, “including why there wasn’t anyone from the industry sitting on the SIA Board.”
For her part, Henig thought the existing Board of six people too small. That is still the case. “Given the scope of issues we need to deal with, the expansion into Scotland and probably next year into Northern Ireland, we do need to increase the number of Board members. It could be an opportune time to bring in someone from the industry. I am sold on this issue. It has to happen.”
One of Henig’s first tasks was to lay the groundwork for appointing a new chief executive – Mike Wilson – in the wake of John Saunders’ departure last December. “Fortunately, Andy Drane was willing to fulfil the acting chief executive’s role, but he made it clear he didn’t want the full-time chief executive’s position,” comments the Baroness. “We owe Andy a huge debt of gratitude. It was a period of transition for us, and he’s done a really excellent job over what, on occasion, has proven to be a tricky time.”
Security Management Today’s (SMT) impression is that the Regulator respects individuals and organisations who respect the SIA, and deal with the Regulator on a fair and equable basis without any hidden agenda. Is that a correct assumption? “Yes, I would say so,” answers Henig. “A number of people have said they feel the SIA hasn’t been listening to them and their concerns. It’s a very diverse industry, and again there was a perception – which may or may not have been totally accurate – that smaller security companies were not perhaps being given the same consideration as larger ones. I have been desperate to try and capture that diversity, listening to and attempting to understand all of the different sectors and how they operate.”
To this end, the Baroness ‘set aside’ three or four months to trawl the industry, meet all parties, distinguish the myriad of professional bodies, listen to their stories and offer a proportionate and representative response. Certainly, the feedback SMT has received from industry practitioners has been nothing less than hugely positive.
The in-house question
Baroness Henig’s Labour colleague Bruce George, the MP for Walsall, made no secret of the fact that he was bitterly disappointed when the initial legislation made no provision for in-house regulation and licensing. “In order to go back to the Government and suggest that in-house regulation needs to be addressed, we must present a very strong case that it would be of benefit to the public’s protection. That is what drives the legislation, after all.”
At the moment, Henig feels the Regulator simply doesn’t have enough hard evidence. “We have commercial evidence, but that’s not what it’s about. We need to build the case. We’ll have one shot at this when we go back to Government, so we’ll need the strongest possible case to change the mindset. If Government disagrees that would signal an end to the matter.”
Everything that’s happened in the past year or two has confirmed Henig’s view that private security and the public sector can – and need to – work effectively together as the months and years pass by. “I feel I’ve already developed a reasonable knowledge of the private security industry. I always had a strong view that, provided it was properly regulated, it would have a positive role to play. I’d always seen its potential in terms of neighbourhood and local activity. Potential always needs to be coaxed, though. You must never forget that.”
Henig strongly believes that when people go to work they wish to learn and want to do the job they’re doing, and that they should be encouraged to do so to the best of their ability. “Leadership is important here,” she urges. “You have to lead from the front. A chairman of anything is – and has to be – a champion. They must lead by example. They must embody whatever it is they are trying to cajole the organisation they lead into putting into practice. They must set high standards, and be ethical in everything that they do. They must treat people with dignity and respect.”
Henig’s leadership style is framed by concern for her co-workers. “I always think to myself that if I weren’t the boss, would people still want to work with me? I’m confident that most of the people I have worked alongside over the past 30 years would say ‘Yes’ to that.”
Continuing to develop
Given the launch of Skills for Security’s Register of Security Professionals, coupled with Baroness Henig’s insistence that her organisation and the national skills body must remain strategic partners, the question of Continuing Professional Development (CPD) is one worth asking. Does the Baroness feel, then, that compulsory CPD would benefit the security profession?
“There is general agreement that compulsory CPD should happen. It’s pretty much a question of different agencies coming together to make it a reality. Skills for Security has launched its Register, and there are different bodies trying to achieve a framework. From my perspective, one of the things the SIA can do is act as an enabler and help to bind that framework together.”
Her support for CPD comes as no surprise when you learn about the Baroness’ involvement with the academic sphere. She was a member of the Faculty of Lancaster University from 1968 right through until 2002, serving as Dean of the Faculty of Arts and Humanities (1997-2000), Head of the History Department and initially as a lecturer (then senior lecturer) in history.
“I was responsible for managing large numbers of staff, providing strategic leadership and assuming financial responsibility to meet research, teaching and income generation delivery targets.”
The Baroness taught many students and, in 1993, was awarded the Pilkington Prize for her outstanding teaching skills. For eight years from 1990, Henig was chief examiner for ‘A’ Level history on behalf of the Oxford and Cambridge Examination Board and, last year, was appointed one of five founding Honorary Fellows at the University of Lancaster.
Work, rest… and play
With such a busy schedule, it’s a wonder the Baroness has any free time to spare. Just before the question can be asked, the Division Bell sounds again and it’s necessary for Henig to pop next door into The House and vote, this time on the Offender Management Bill. Five minutes later, she returns in a hurry and unravels the more private side of her life.
“My big hobby is Bridge,” confesses the bubbly Baroness with a genuine passion. “From the early 1990s I played for Lancashire. Three years running I captained Lancashire against Yorkshire and we won! That was great. I play for the House of Lords Team now.”
It transpires that travelling is another huge passion. Alongside her second husband (she remarried in 1994), the Baroness has ventured around the globe this past decade or so.
“I love tropical climates such as Thailand, Malaysia or Australia. We went walking in New Zealand a few years back. That was fabulous.” Indeed, the Baroness cites extensive hikes in the Lake District as a particularly favourable out-of-hours activity.
Both of her sons are married now, and Henig waxes lyrical about her three grandchildren. Another is imminent. “I love them dearly, and really enjoy spending time with them.”
Like the Baroness, her sons are avid followers of Leicester City FC and often take her to matches at The Walker Stadium. “I don’t respect people who, all of a sudden at the age of 25, decide that they’re going to support Manchester United or Liverpool or Chelsea. They’re not real fans. To me, football support is all about having stood on the terraces when you were ten years old. I have attended four Cup Finals at Wembley as a Foxes fan. My loyalties stay with me, and so they should.” Professor Martin Gill would certainly approve.
Hopes and aspirations
What are the Baroness’ hopes and aspirations for the immediate future of the SIA and regulation in general?
“In the short term, I want us to build on our successes to date. There is always room for improvement, and we must endeavour to look at any areas that need modification. The Government is currently examining the licensing of bailiffs. We need to avoid the problems we ran into with wheel clampers. Regulation is carried out to add value and protect the public. That must be the case here.”
Dressed in a smart blue suit that belies her personal political affections, the Baroness leans towards me and, almost in a whisper, states: “You know, the more we do in terms of regulation, the more confidence people will have in us. I’m certain of that. Thinking about the future fills me with nothing but excitement. I can honestly tell you that I’m really enjoying my role as chairman.”
