Journal: You took over as Securiton CEO on 1 January 2005. What does your work involve in this position?

Guido Portmann

As Chief Executive Officer, my tasks begin with defining the strategy. In consultation with Group management, the Executive Board develops the strategy and draws up appropriate action plans. This goes on to include annual planning and budgeting, where it is specifically defined what should happen next year and what resources are needed. The crucial point then, of course, is implementation. The environmental conditions – such as globalisation and the constant changes in the market – must also be taken into account. This has an impact on everything we do and therefore also on all employees.

In other words, it can also be said that my main task is to create the ideal conditions so that all employees can perform their job to their full potential.

Another important task is to be personally involved on the sales front, to cultivate customer relationships at management level and to work towards the successful conclusion of major projects.

What are the ideal conditions for staff?

When all employees are able to achieve the best possible results with enthusiasm, dedication and to the satisfaction of customers, then we can say that the conditions are ideal. This is, of course, easier said than done. In this regard, I see the aforementioned changes in the market as a major challenge. The market has generally become a much tougher place, price pressure is increasing, and our competitors are becoming increasingly aggressive. We therefore need more systematic and consistent acquisition and also to implement projects efficiently. This requires motivated employees who are ready to meet these challenges.

What’s new in terms of products?

Our most important current project is the development of the next generation of intrusion alarm systems. The specification sheets are currently being defined, where all requirements are recorded as a basis for development. We are also in the process of defining the requirements for a future generation of control systems. This year, we will also tackle the development of new, even more sensitive special fire systems.

The security industry is still a new field of activity for you. What has changed for you as a result?

The technical expertise is new for me, and is something I have to acquire in a constantly ongoing process. Fortunately, I had the major advantage of a thorough two-year introduction by my predecessor Beat Müller and our specialist departments. In principle, however, project business in different sectors always involves the same tasks. Ultimately, it’s all about leading a project to a successful conclusion together with engineering companies, customers, partner companies and employees under solid management. Mutual trust is particularly important in the security industry.

How do you create this trust?

Trust can’t be built on command. Instead, it is a result of continuous and successful cooperation. I attach great importance to fair partnerships. If what you do is credible, trust will come automatically over time. The customer has to feel that you want to find good solutions for them. And if there are problems, you have to tackle them and solve them as quickly as possible.

What goals do you intend to achieve this year?

I have set three priorities which, for me, also set the direction for the coming years. Firstly, we want to expand our market position. Secondly, it is important to further promote customer orientation. It is very important to me to take the customer seriously. In the long term, we can only achieve success if we manage to offer them real added value. The third point is to ensure healthy profitability as a guarantee of a successful future.

How do you see Securiton within the Securitas Group?

In order to answer this question, the central need of our customers is decisive. Our customers don’t just want surveillance or a security system, but instead security itself. As the Securitas Group, we are predestined to meet this key requirement and make the most of the synergies between people and technology. In the coming years, it is important that our employees at all levels are made aware of this common strength.

New managers have the urge to expand. Is this also the case for you?

Expansion opportunities in Switzerland are limited. However, there are of course export markets that are growing strongly. I am thinking of Asia, for example, where global developments mean that the security industry is growing much faster than at home. That is why we are actively growing our export business with existing and new partners.

What do you consider to be the greatest challenge in the future?

I think asserting ourselves successfully in this increasingly dynamic environment is a huge challenge. It requires a long-term outlook on the one hand, an entrepreneurial mindset, an awareness of performance, and also a bit of aggressiveness on the other. With dedicated employees and high-performance products, we find ourselves in an ideal position here.