The Hidden Cost of Cheap Pints: Unpacking the Economics of Security Work

In the ongoing debate about professionalism in the security industry and the perceived ease of obtaining an SIA badge, it’s easy to point fingers at regulators or security training providers. But here’s the thing: this perspective misses a crucial point. The root of the issue lies in the economic reality that shapes the industry—where low wages in the security industry aren’t just a problem for officers but a consequence of how the system works.

Let’s take a step back and examine the bigger picture of why security officers are often underpaid, and why this matters to all of us.

The Economic Chain

Before we start blaming any one party, let’s examine the economic chain that drives the security industry. It looks something like this:

1. Consumers (that’s us—pub-goers, festival fans, and grocery shoppers)
2. Businesses (Tesco, pub chains, warehouses, event venues, and the like)
3. Security service providers (the companies managing security contracts)
4. Security officers (the hardworking individuals on the ground, keeping us safe)

Sounds simple, right? But here’s where it gets tricky.

The Demand for Low Prices

We, the public, constantly demand lower prices for goods and services. Whether it’s a pint at the pub, a cheaper concert ticket, or discounted groceries, we’re always looking for the lowest price. And fair enough—we’re all feeling the pinch. But this pressure for lower costs ripples through the entire economic chain, affecting every player involved.

The Business Dilemma:

Companies like Tesco, pub chains, and event organisers face a challenging balancing act:

• Meeting consumer demands for low prices
• Maintaining profitability
• Complying with security regulations

To achieve this, they often seek the most cost-effective security solutions, which can mean choosing the lowest bidder.

The Security Service Provider’s Squeeze:

Security companies, under pressure from their clients to keep costs down, must:

• Offer competitive rates to win contracts
• Cover operational costs
• Generate profit to stay afloat

This financial squeeze often results in:

• Hiring less experienced staff
• Providing minimal training beyond SIA requirements
• Offering lower wages

The problem is compounded when individuals opt for cheap SIA courses that prioritise cost over quality. These courses may meet the bare minimum requirements but often lack depth, leaving officers unprepared for the realities of the job. To understand why investing in a quality SIA course matters, check out our blog: why not to buy a cheap SIA course.

The Security Officer’s Reality:

At the end of this economic chain is the security officer—the person we see at pubs, festivals, and retail stores, standing for long hours to keep everything safe and orderly. Here’s what they’re dealing with:

• Low wages
• Limited training opportunities
• High-pressure work environments
• Minimal incentive for professional development

The Crux of the Matter:

This is where we, as consumers, come in. If businesses are under pressure to offer cheaper prices, they’ll continue choosing the cheapest security providers. And those providers, in turn, will keep paying low wages in security.

But the fundamental question is: Are we, as consumers, willing to pay more for our pint at the pub or our groceries at Tesco to ensure better-paid, more professional security staff?

Consider these scenarios:

• If your local pub increased the price of a pint by 50p to pay for better-trained security staff, would you accept it?
• Would you pay an extra £2 for your festival ticket if it meant more highly skilled security personnel?

The Reality Check:

The perceived lack of professionalism in the security industry isn’t simply a failure of regulation or training. It’s the result of a complex economic ecosystem where everyone – from the consumer to the retailer to the security provider – plays a part.

Our desire for lower prices has consequences:

• Businesses cut costs wherever possible
• Security providers compete on price rather than quality
• Security officers receive minimal wages and training

The Broader Implications:

This issue reflects a broader trend in our economy where the pursuit of lower consumer prices often leads to compromises in various sectors, not just security.

Potential Solutions to Break the Cycle of Low Wages in Security:

This isn’t just a business problem or a consumer problem—it’s a shared responsibility. So, what can we do to create a more sustainable future for the security industry?

1. Consumer Awareness: Educating the public about the true cost of quality security.
2. Value-Based Pricing: Encouraging businesses to compete on quality rather than just price.
3. Transparent Pricing: Clearly showing customers how much of their bill goes towards security.
4. Industry Standards: Establishing and promoting higher standards within the security industry.
5. Government Incentives: Offering tax breaks or subsidies for businesses investing in high-quality security.

Conclusion:

As we critique the ease of obtaining an SIA badge or the quality of security professionals, we must also look inward. The level of professionalism in the security industry is, in part, a reflection of what we, as a society, have been willing to pay for.

The next time you see a security officer at a pub or event, remember: their training, professionalism, and pay are directly linked to the price of the services you’re enjoying. If we want a more professional security industry, we need to be prepared to bear that cost.

So, the question remains: Are you willing to pay more for your pint to ensure a more professional security service? The answer to this question will shape the future of the security industry more than any regulation or training program ever could.​​​​​​​​​​​​​​​​