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Home » Industry News » As kidnapping tactics evolve, SA CEOs turn to private security for executive protection

As kidnapping tactics evolve, SA CEOs turn to private security for executive protection

Phangela Group reports surge in demand for tactical escorts and high-level security intelligence as traditional measures fall short

Tactical escorts in unmarked vehicles. Executive abductions in broad daylight. Coordinated attacks using cloned police vehicles. These aren’t scenes from a thriller, they’re the lived reality for many South African business leaders in 2025.

Following a sharp rise in high-profile kidnappings, violent robberies, and blue-light crimes in Gauteng and beyond, private security firm Phangela Group says corporate South Africa is approaching a security tipping point and adapting fast. According to figures cited in recent media stories, just five years ago, 1,919 kidnappings were recorded over a three-month period. That number has now more than doubled with 4,748 cases reported for the same period. Gauteng leads with 2,499 incidents, followed by KwaZulu-Natal (901) and the Western Cape (275) underscoring a national crisis increasingly driven by abductions for ransom.

“Executive threats are no longer opportunistic but coordinated,” says Chris Thornhill, CEO of Phangela Group. “We’re seeing organised crime syndicates targeting business owners, directors, and high-net-worth individuals with increasing sophistication including impersonating police, using fake uniforms, and forcing mobile banking transfers under duress.”

Phangela, one of the country’s leading private security providers, has seen record-breaking demand for its tactical escort services, particularly undercover, armed units in unmarked vehicles. Thornhill notes this is not just about visibility, but about rapid response and discretion in high-risk environments.

“Security can no longer be a tick-box exercise,” he says. “Businesses are asking us to think like strategists, not just service providers. That’s why we’ve invested in intelligence-led operations, AI-powered case management tools, and deep collaboration with SAPS and other enforcement agencies.”

Phangela’s Special Operations and Investigations Unit shares real-time intelligence with law enforcement and uses predictive analytics to intercept threats before they escalate. This approach has earned the trust of national clients, particularly those managing mobile teams, logistics fleets, and C-suite executives.

Thornhill explains that traditional guarding models have become outdated in the face of these risks. “Our officers are trained to anticipate threats and de-escalate crises, not just to stand guard. Many of them come from tactical or intelligence backgrounds, and undergo continuous training to operate at the highest standard.”

The company’s national footprint includes 24/7 off-site monitoring hubs, geofencing alerts, and mobile response teams, all underpinned by hands-on operational leadership. Phangela also credits its strong internal development model, with many senior managers having risen through the ranks, a system that ensures institutional knowledge and accountability.

While international observers and embassies have periodically issued public warnings for South Africa, Thornhill cautions against reactionary panic. “Panic is not a strategy. These alerts, while well-intentioned, can deter tourism, undermine investment, and damage national morale. What we need are credible, coordinated responses that restore confidence.”

Thornhill is calling on CEOs, operations heads, and HR leaders to integrate proactive security into their risk and business continuity strategies, especially for mobile or high-profile teams.

“Private security will play an even greater role in public safety over the next 12 months,” he says. “We’re not here to replace SAPS, but to support and empower them. We thrive when the economy thrives, not when crime thrives. That’s why every business needs to move from reactive protection to proactive planning.”

For more information, visit www.phangelagroup.co.za.

 

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