The research aimed to identify actions necessary to enhance the perception of private security, revealing that views within the sector itself are mixed. Strikingly, less than half (45%) of security professionals surveyed held a positive view of the sector, and only 20% believed the general perception in society is positive. Security professionals identified the police, politicians, and the general public as the groups likely to hold the most negative perceptions.

Two major barriers impede image improvement:

1. Lack of Recognition of Value (79% barrier): This is largely a conceptual challenge, as security is primarily viewed as a "cost centre" where success is defined by the "absence" of negative outcomes. This paradox leads to undervaluation, causing security to slide down corporate priorities. Consequently, key roles such as frontline security officers and guarding companies are considered the least recognised for their value. This lack of recognition overlooks the critical societal role private security plays in filling resource gaps and reducing the burden on public resources to protect people and places.

2. Actual Performance Weaknesses (75% barrier): This practical issue undermines professionalism and includes concerns over poor recruitment practices, insufficient training, lack of skills (especially communication), and poor appearance among frontline individuals. Interviewees highlighted a major paradox: frontline officers are often perceived as low-skilled and low-paid, yet they carry immense responsibilities, putting themselves at risk and dealing with abuse and violence to keep people safe. This issue is exacerbated by client demands to buy "cheap" security, fostering a "race to the bottom" where suppliers cut corners, perpetuating poor quality provision.

Since no single shortcoming exists, a multi-pronged approach is necessary to gain respect, as all explored actions were highly valued. The top-rated actions (90% importance) focus on enhancing competence and strategic value:

• Demonstrate that security leaders are as competent as other business leaders.

• Demonstrate that private security acts as an 'enabler' (allowing organisations, events, and sites to operate successfully).

• Raise better awareness of the full range of work and skills across private security beyond frontline roles.

• Promote procurement practices that prioritise obtaining good-quality security products and services.

A crucial prerequisite to enhancing perception is tackling the weak points in the quality of security delivered.

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