Since its inception in 1987, Security and Management Services (Pvt) Limited known as (SMS) has redefined Pakistan’s private security landscape. Evolving from modest beginnings into the nation’s largest security provider, SMS delivers a diverse range of services, including manned guarding, close protection, electronic security, radio alarm systems, satellite vehicle tracking, security audits, HR outsourcing, and integrated security solutions. SMS’s journey is a tale of commitment, rigorous standards, and a steadfast focus on client satisfaction.
History of Trust and Excellence
SMS has steadily grown to become Pakistan’s largest private security company, holding No Objection Certificates (NOCs) from both the Federal and all Provincial Governments. We prioritize safety and reliability, and our commitment extends to creating a secure, healthy, and environmentally responsible workplace for our employees, allowing them to return home safely to their families. One of SMS’s most significant achievements is its long-term contract with the US Embassy in Islamabad and the US Consulate Generals in Karachi, Peshawar, and Lahore. For the past 37 years, SMS has executed one of the largest guarding projects in the world for the US (DOS). SMS ensures that all operations adhere to international standards and certification requirements, including ISO 18788, duly certified by MSS Global, a UKbased foreign inspection agency. This prestigious certification underscores SMS’s commitment to the highest standards of service and compliance.
On the 27th day of Ramadan, SMS was awarded a prestigious US Embassy contract for the period from 01 July 2025 to 30 June 2030. This largest private security manpower USE contract in the world fiveyear renewal reflects trust in SMS’s commitment to quality and marks the beginning of the 40th continuous year of this contract in 2027. As SMS celebrates decades of success, the team expresses gratitude to Almighty Allah for the company’s blessings and prays for the good health of the Co-Chairman, whose visionary leadership has been vital to its growth.
Rigorous Training and Recruitment
SMS’s success is rooted in our commitment to quality recruitment and training. Our guards train at the Pathfinder Training Facility (PTF) in Islamabad, Lahore, and Karachi, completing 80 hours of theoretical training and 40 hours of live weapon training. Over 37 years, we have trained over sixty thousand guards using a syllabus aligned with international standards set by the US State Department for private security services. We emphasize continuous development, equipping our security personnel with both technical and managerial skills for career progression. Through structured training, committed individuals can advance to senior roles, including General Manager.
All security personnel undergo a rigorous selection process that includes: (1) Comprehensive Documentation: Verifying credentials, background checks, and ensuring accuracy in personal data. (2) Interviews and Psychological Assessments: Confirming each candidate’s suitability for high-stakes security roles. (3) Intensive Training: A mandatory 120-hour training program that includes live-fire weapon training, ensuring all personnel are well-prepared for any situation. Refresher training classes are also conducted twice a year to enhance participants’ knowledge, reinforce key skills, and keep them updated with the latest industry practices. (4) Medical and Physical Evaluations: Ongoing checks to ensure that every team member is in peak physical and mental condition. (5) English Language Classes for Guards: Pathfinder Training Facility offers regular English language classes led by our skilled instructors to enhance the guards’ communication skills and overall language proficiency. This exhaustive process guarantees that SMS’s workforce is not only highly skilled but also diverse, representing a blend of different backgrounds, religions, and genders, all united by a commitment to excellence.
Implementation of Govt Policies
Ensure that (1) Minimum salary as mandated by law is paid (2) and on time (3) Provident Fund or Gratuity for all employees (4) EOBI and Social Security coverage (with cards) (5) Paid Annual, Casual, and Medical leaves to all employees and maternity leaves for female employees (6) Life Insurance coverage for all employees ranging between PKR 0.2- 0.5 million, based on client and security environment.
ElenaCare Welfare Scheme
The company provides comprehensive employee welfare benefits. The welfare of the guard force is one of the objectives achieved and it includes (1) Health insurance coverage for all employees including spouse and children for inpatient treatment in all leading Hospitals of the country. Medical Hospitalization of Rs 500,000 per insured person of the family and OPD of Rs 25,000 per family (2) 24/7 clinical medical treatment through company-employed qualified doctors and nursing staff along with provision of free medicines at medical centers set up within the company (3) Sponsorship scheme for education for children of employees at Jajja Cadet College and Akhuwat Academy, Kasur (4) Support subsidy for performing Umra and Hajj for selected employees. Moreover, for those performing Umrah on their own, the Group give them Rs 25,000/- from their side on their return (5) Highest salaries in the market for employees (6) Subsidized accommodation in all major towns and cities (7) Quality meals at subsidized rates (8) Free ‘pick and drop’ from company accommodation to location of Duty (9) Incentives and Certificate of Appreciation for employees (10) Holding the “Guard and Supervisor of the Month” Ceremony along with a cash reward (11) Merit-based promotion and annual increments (12) Provision of ration packages at Free or subsidized rates during disasters (13) Veterans Protection Unit (VPU) for those who want to serve after retirement age. Special Welfare and Pension scheme for Deceased Employees (1) Payment of burial and transportation expenses (2) Death compensation grant of Rs 0.2M to 0.5M through “life insurance” (3) Offer of employment to eldest son or daughter if willing to serve. (4) The widow will be given Full Salary for 6 months (5) The widow will be given a salary for another 18 months duly indexed as a pension.
Special compensation for employees who lay down their lives in the line of duty (1) Rs 0.3 million for the family of the deceased in addition to Rs 0.2 million to 0.5 million under the Life Insurance Scheme (2) The widow will be given full salary as a pension for two years by SMS (3) The widow will be given half salary duly indexed as a pension for a lifetime by the company till the eldest child becomes 18 years of age. Salary advance through Neem Paymenow allows employees to get 40% of their salaries in advance via mobile app without any application or approval from anyone. Financial inclusion programs and free security services for churches on Sundays, special high mass service on feast days and Christmas. In this era of dynamic change and evolving security challenges, SMS remains committed to innovation, excellence, and service. With new milestones on the horizon, the company is poised to continue delivering unmatched security solutions and setting industry benchmarks for decades to come. In its efforts to improve the situation of security guards working with other companies, an analysis is done by the Security and Management Services, Pathfinder Group to identify major problems and provide solutions.
An Overview of Private Security Companies
Pakistan’s high-risk geopolitical status has engaged military and law enforcement in countering threats for decades, straining the national budget and diverting funds. The demand for security for individuals, businesses, and banks has also significantly increased. Many businesses still rely on manual cash transfers, requiring secure transport between banks, ATMs, and large setups. Securing people and property is the state’s responsibility, but a lack of funds has neglected this service.
Consequently, private security providers have emerged, a trend seen globally. Over 400 security providers operate in Pakistan, but gaps in service standards pose threats. Surveys of over 100 companies reveal that while some guards are well-trained, most lack adequate training and experience. Their effectiveness varies by job, location, and employer.
We need to address misconceptions about security guards to improve deteriorating security standards (1) Private Security guards in Pakistan lack the legal authority to arrest or detain individuals, as they are not considered law enforcement officers. This limitation hampers their ability to effectively respond to criminal activity, potentially compromising public safety (2) They are all Armed: While some security guards are armed, this is mainly seen in high-security locations like government buildings, banks, and embassies.
The use of armed guards is regulated, and only licensed individuals can carry firearms. Most security guards do not carry weapons while on duty, and the misconception that all security guards in Pakistan are armed can create a false sense of security, leading individuals to overestimate their ability to handle dangerous situations. (3) Many security guards receive Limited and No Training, leaving them unfamiliar with basic security protocols and unprepared for emergencies, which poses serious public safety risks. In Pakistan, guards often are not required to have formal training or certification. Even when training is provided, it may be insufficient, leading to inconsistent service quality across the industry. While corruption exists in some sectors of Pakistani society, it is not fair to label all security guards as corrupt. (4) While some security guards in Pakistan may have limited education, this isn’t true for all.
The profession requires varying skill sets and educational backgrounds, with some positions needing basic literacy and others requiring higher education or specialized training. Education isn’t always a reliable measure of job performance. Many guards may have limited formal education but possess relevant skills from backgrounds in law enforcement or the military.
Analyzing the weaknesses and drawbacks in the private security industry, both as providers and receivers of security services, show:- (1) Unattractive Compensation Packages: Security guards in Pakistan typically earn low wages, often below minimum wage standards. Although the government has now set a minimum of Rs 37,000, it was previously much less. The high demand for security guards has created an oversupply of workers, allowing employers to pay lower wages. (2) Health and Age Concerns: Many security guards are either medically unfit or over the age of 55, which reduces their effectiveness. (3) Lack of Physical Fitness and Police Clearance: There is a notable absence of physical fitness certificates and police clearance certificates for security guards from both their permanent and current residences. Additionally, many security guards work long hours under harsh conditions without adequate benefits, leading to burnout and decreased job performance. (4) Lack of Public Awareness: Many people lack awareness about security issues and do not hire professional security guards to protect their property. They underestimate the value of trained security personnel and are often unwilling to pay for these services. This leads to lower wages for security guards, especially since private companies are also paid less.
Additionally, recently retired armed forces personnel are hesitant to join the security sector due to a lack of benefits like housing and food. (5) Limited Training and Inadequate Equipment: Security personnel often receive inadequate training, affecting their ability to handle complex situations and use modern equipment. In Pakistan, many guards lack essential skills, discipline, and certifications from recognized institutions like APSAA. Due to the absence of regulations, employers frequently skip training and development opportunities, especially since many guards are hired on a short-term basis. Low wages further deter investment in training.
Additionally, guards often lack access to basic equipment like radios or flashlights, as employers face financial constraints and concerns about theft in highrisk areas.
Many companies rely on outdated security technology and minimal deployments to cut costs, compromising effectiveness in an increasingly digital landscape. (6) Lack of Backup Security: Private companies do not bear the cost of backup guards, leading to gaps in security when primary guards are unavailable. (7) Non-Compliance with Armored Cash Vans: Except for one security company (SMS) in Pakistan which has 100% B4/B5 armored vehicles (all imported), only one other company has a small percentage.
B4/B5 armored vehicles in their fleet for the transportation of cash from financial institutions. Most Cashin-transit (CIT) companies in Pakistan lack armored vehicles, risking the safety of their staff while transporting high-value cash and valuables. It’s surprising that insurance companies ignore this issue for profit. While, both the Pakistan Banking Association (PBA) and the State Bank of Pakistan (SBP) have a responsibility to address this and classify companies based on their equipment, the influence of the banking industry makes them ignore this. In fact there is need for separate CIT Association, one which also could possibly include alarm and surveillance systems. (8) Policy Breaches: Both the Ministry of Interior (MOI) and security companies have breached verification policies for guards. The Pakistan Banks’ Association (PBA) plays a minimal role in addressing these issues within the banking sector. We urge the PBA, alongside the State Bank of Pakistan and the MOI, to take stronger actions to ensure compliance with security standards. (9) Risky Job: Security guards in Pakistan are always at risk of serious harm or injury, especially those required to be working in areas with high crime rates or terrorism threats due to the nature of their job.
Incomplete Documentation and Benefits
Security companies often fail to comply with necessary documentation and benefits for their guards (1) Firing practice schedules (2) Training schedules and time frames (3) Training syllabi (4) EOBI and ESSI registration/cards for all guards (5) Medical insurance coverage from a recognized insurance company, health policies and death claim benefits (6) Provident fund is non-existent except for a couple of companies (2 or 3 out of 400) having also messing facilities, leave policies (paid, casual, sick & annual) (7) Welfare policies for guards’ families (e.g., medical, education for children, widow pension, etc.) (8) NADRA and police verifications (9) Support for old age or medically unfit guards. This should be audited and companies made to pay their dues to their employees.
Following is the comprehensive comparison analysis of medical benefits and other incentives for guards, in this only SMS provides all facilities to its guards:
| Comparison of Medical Benefits and Other incentives for Guards | |||||||
| Name of COY | COY ONE | COY TWO | COY THREE | COY FOUR | COY FIVE | COY SIX | |
Minimum Salary | 37k | 32k | 32k to 37k | 32k to 37k | 26k (presently under review) | 28k to 32k | |
| Medical Insurance/Health Insurance | OPD | ✓ | x | x | x | ✓ | x |
| Hospitalization | ✓ | x | x | ✓ | ✓ | x | |
| Death Claim/Benefit | ✓ | Case to case | x | Case to case | x | ✓ | |
| Provident Fund | ✓ | x | ✓ | x | ✓ | x | |
| Messing Facilities | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | |
| Employee Recognition(Guards of the Month) | ✓ | x | x | x | x | x | |
Training School | Basic | ✓ 80hrs | x | x | x | x | x |
| Firing | ✓ 40hrs | x | x | 3x Round Firing | x | x | |
| RefresherTraining | ✓ 16hrs | x | x | x | x | x | |
| Leave PolicyPaid, Casual. Annual & Sick | ✓ | x | x | x | ✓ | x | |
| Free Education for wards | ✓ | x | x | x | x | x | |
| Job Opportunity for Words After Death | ✓ | x | x | x | x | x | |
| Gazetted Overtime | ✓ | x | x | x | x | x | |
| Past Death Salary/Widow Pension | ✓ | x | x | x | x | x | |
| Veteran Protection Unit (VPU) | ✓ | x | x | x | x | x | |
Suggestions for the Betterment of Private Security Guards
Over 600,000 private security guards are employed across Pakistan, handling critical responsibilities such as protecting sensitive locations, providing escort services, and transporting large sums of money. It is recommended to follow a structured approach that ensures balanced development of the private security sector.
(1) Stringent Licensing and Scrutiny:
The Ministry of Interior should issue licenses to security companies only after thorough scrutiny, ensuring that only competent companies are allowed to operate in the private sector.
It is recommended that the Islamabad Capital Territory (ICT) and Provincial Govts each have a Commission headed by a retired IG Police, comprising senior retired police officers, armed forces officers, bureaucrats and representatives of business and the community, to ensure compliance of license conditions.
(2) Upgrade Weaponry:
Security guards should be equipped with modern, effective weapons that match those used by criminals.
(3) Mandatory Training:
Non-military personnel hired by security companies should undergo job-specific training, and all guards should participate in regular firing practices. If large companies have their training schools, those should duly certify without any bureaucratic hassles.
(4) Improved Compensation and Working Conditions:
Guards should work a maximum of 8-hour shifts, be adequately compensated, and be provided with insurance coverage. Improving compensation packages and ensuring reasonable working hours could attract more qualified personnel, particularly from the armed forces. Provident Fund or Gratuity, medical insurance etc is a must
(5) Enhanced Monitoring and Documentation:
Security companies should monitor guards twice daily, maintain complete documentation, and ensure guards are physically and mentally fit
(6) Specialized Security Measures:
Private companies should deploy at least three guards and one supervisor per branch and ensure all guards are proficient in weapon handling and threat detection.
(7) Collaboration with Law Enforcement:
There should be close coordination between private companies, security companies, and law enforcement agencies, including regular meetings and the establishment of special task forces.
(8) Control Rooms and Rapid Response:
Security companies should establish control rooms with police and ranger representatives to ensure a swift response to security breaches.
Conclusion
The analysis reveals significant disparities in benefits offered by security companies. While some provide medical insurance, others lack critical benefits like life insurance and gratuity. Living conditions, meal provisions, and transportation are generally inadequate, and employee recognition programs are missing. Training programs are limited, and leave policies are poor. Notably, only one company stands out with superior medical benefits, education support for dependents, job opportunities for families, and unparalleled overtime pay.
To enhance security in Pakistan, recommendations include centralizing control, ensuring uniform training, and employing private security guards instead of police escorts. This approach would also help reemploy ex-servicemen, addressing socio-economic challenges faced by retirees.
SMS exemplifies excellence in security through dedication, rigorous training, and a client-first philosophy built over 38 years. As SMS is providing all the social benefits and adhering to minimum wage and other labor laws, other private security companies should do the same.
The government of Pakistan should implement these regulations for the betterment of the hundreds and thousands employed in the private security workforce.
