Leadership and Commitment in ISO 18788: From the Boardroom to the Operational Frontline

Introduction

ISO 18788:2015 places strong emphasis on leadership and commitment as the driving force of a successful Security Operations Management System (SOMS). Security operations often function in high-risk, sensitive, and complex environments. Without clear leadership at every level—from the Board and Executive Committee (Exco) to Divisional Managers, Supervisors, and SOMS Champions—the system risks becoming a “paper exercise” rather than a living framework for professionalism, human rights compliance, and risk management.

Effective leadership must shape the tone at the top, the tone in the middle, and the tone at the operational level, creating alignment, consistency, and accountability across the organization.

Tone at the Top - Board and Executive Leadership

Clause 5.1 of ISO 18788 requires top management to demonstrate leadership and commitment to the SOMS. For boards, CEOs, and executive committees, this means more than simply approving policies.

Key responsibilities include:

  • Setting the Vision - Establishing the mission, values, and commitment to lawful, ethical, and human rights-compliant security operations.
  • Approving Policies - Endorsing the Security Policy, Human Rights Statement, and Code of Ethics.
  • Allocating Resources - Ensuring that sufficient budgets, personnel, and technology are available for effective SOMS implementation.
  • Integrating SOMS into Strategy - Aligning security operations with organizational goals, governance frameworks, and international obligations.
  • Leading by Example - Upholding accountability and ethical conduct in their own actions, establishing credibility across the system.

Tone at the Top sets the direction and demonstrates to stakeholders—clients, regulators, and employees—that the company is committed to professionalism, compliance, and continual improvement.

Tone in the Middle - Divisional and Sectional Leadership

While tone at the top establishes the vision, it is middle management—Divisional Managers, Sectional Heads, and Regional Leaders—who translate strategy into action.

Key responsibilities include:

  • Cascading Objectives - Aligning departmental and divisional strategies with SOMS objectives and risk management frameworks.
  • Monitoring Compliance - Ensuring that processes, audits, and risk controls are consistently applied across their functional areas.
  • Bridging Communication - Acting as the link between senior leadership and frontline supervisors, ensuring policies are understood and contextualized for local realities.
  • Embedding Culture - Reinforcing ethical behavior, accountability, and respect for human rights in daily practices.
  • Capacity Building - Providing training, awareness, and support to supervisors and operational teams to ensure they can meet SOMS requirements.

Tone in the Middle ensures that the SOMS is not only a corporate strategy but also an operational priority.