taking action on climate change

Transcription

Customers that see the challenge of securing their world more
holistically are able to protect critical assets more efficiently,
generate extra revenues, reduce costs and deliver a better
experience to the people they serve.
Recognise that the most secure and beneficial solutions come
from understanding the whole problem and the interdependence
of parts. Let us help you to see the opportunities that exist in the
challenge of securing your world.
Transforming security challenges into opportunities
For more information on G4S visit
www.g4s.com
ISSUE 3: 2009
The key to releasing wider benefits for our clients is to always
look at the bigger picture and consider solutions that transform
performance. To do this, we deliver world class project management
that brings together our expertise in logistics, technology, managing
the world’s biggest force of security personnel, and the knowledge
derived from providing security solutions in diverse regulatory
environments in 120 countries around the world. By doing this,
we offer governments and businesses secure solutions that deliver
more than the sum of their parts.
G 4 S I n t e r n at i o n a l
Our welfare and prosperity depend on us being able to operate in
a safe and secure environment. Sadly, in a world increasingly full of
risk, we have to focus even more on our security challenges. When
we do, however, most of us focus on the downside. At G4S, we
believe that in every security challenge there is an opportunity to
unlock hidden benefits that can help us to thrive and prosper.
ISSUE 3 09
Taking action on climate change:
Reducing our impact on the environment
New focus on port security
Using curfews to change behaviour
Intelligent approach to global risks
g4S International issue 3: 2009 51
CONTRIBUTORS
Keith Blogg
Security together with law and order have been his specialist subjects in
a journalistic career that extends from London evening newspapers to a
major TV station. Keith’s Metropolitan Police contacts led to him editing
The Job, the fortnightly staff magazine of the capital’s police force, for
four years. He is now a freelance feature writer.
Martin Gosling
A former British Army officer, policeman and senior probation officer
who worked on secondment in prisons, Gosling has wide experience of
the UK criminal justice system. He is now a writer and has contributed
to the Criminal Lawyer, International Police Review and other journals.
The opinions expressed in
these pages are those of the
contributors and do not necessarily
Martin Sayers
A UK-based freelance writer of ten years experience. He has been
widely published and specialises in feature articles about business,
technology and history.
reflect the views of G4S.
Published by:
G4S plc,
The Manor, Manor Royal,
Roy Stemman
Editor of G4S International Magazine. Roy has been writing on security
issues and reporting on the Group’s activities for more than 30 years,
during which time he has visited many of the countries in which the
Group operates. He also edits G4S Value Solutions.
Crawley, West Sussex RH10 9UN, UK
Tel: +44 (0)20 8770 7000
Fax: +44 (0)1293 554406
Website: www.g4s.com
e-mail: magazine@g4s.com
Produced by:
Baskerville Corporate Publications,
Suite 13, 27 Colmore Row,
Birmingham B3 2EW
Editor: Roy Stemman.
Tel: (44) (0)121 233 2636
email: roy@baskervillepublications.com
Design: Cox Design Limited, Oxon
Printed in Germany
The paper this magazine is printed
on is produced in line with the
standards of the Programme for the
Endorsement of Forest Certification
Schemes and is sourced from
sustainable forests.
Asia/Pacific
Africa
Central/South America
Australia ● Afghanistan ● Bangladesh
● Bhutan ● Brunei ● Cambodia ● China ●
Guam ● Hong Kong ● India ● Indonesia ●
Iraq ● Japan ● Kazakhstan ● South Korea
● Macau ● Malaysia ● Nepal ● New Zealand
● Northern Mariana Islands ● Pakistan ●
Papua New Guinea ● Philippines ● Sri Lanka ●
Singapore ● Taiwan ● Thailand ● Uzbekistan
Algeria ● Angola ● Botswana ● Cameroon
● Central African Republic ● Congo ●
Democratic Republic of Congo ● Djibouti
● Gabon ● Gambia ● Ghana ● Guinea ● Ivory
Coast ● Kenya ● Lesotho ● Madagascar ●
Malawi ● Mali ● Mauritania ● Mauritius ●
Morocco ● Mozambique ● Namibia ● Nigeria
● Sierra Leone ● Rwanda ● South Africa
● Sudan ● Tanzania ● Uganda ● Zambia
Argentina ● Barbados ● Bolivia ● Chile ●
Colombia ● Costa Rica ● Dominican Republic ●
Ecuador ● El Salvador ● Guatemala ●
Honduras ● Jamaica ● Mexico ● Nicaragua
● Paraguay ● Peru ● Puerto Rico ● Trinidad
& Tobago ● Uruguay ● Venezuela
Middle East
Bahrain ● Egypt ● Israel ● Jordan ● Kuwait
● Lebanon ● Oman ● Qatar ● Saudi Arabia
● Syria ● United Arab Emirates ● Yemen
International
Contents
issue 3: 2009
Taking action on climate change
Regular
Opinion
Feature
Expertise
4
G4S commits to reducing impact on environment
An amazing card trick
7
G4S Technology’s Symmetry is an
impressive integrated solution
10
Terrorism and piracy are reshaping maritime security
Dining in the dark
14
Under the watchful infra-red eye of G4S
One of the extremely useful by-products of the
secure solutions that we provide around the globe
is that our actions frequently save valuable resources
from being wasted.
When a security officer closes a window that has
been left open, for example, it not only prevents
an intruder from gaining easy access but also helps
maintain the required temperature within the
building. As a result, heating or air conditioning
systems do not need to work so hard and that saves
energy and money.
The same is true whenever actions are taken
to deal with an appliance that has been left on
unnecessarily or a tap has been left running. These
simple actions not only reduce the risk of fire or
flooding but, when multiplied by many thousands,
the annual savings are quite considerable.
But we have not lost sight of the fact that, in
order to provide our customers with a wide range
of secure solutions, we also have an impact on
the environment. G4S is now in the process of
measuring that impact and examining the best ways
of reducing the amount of carbon we produce as
we go about our business.
You’ll find full details in this issue’s very first
feature.
Exciting cities – Vilnius
15
Lithuania’s capital, where east meets
west, is being transformed
How we built a global brand
18
Nick Buckles looks back on the first five years of G4S
Meet the Management
21
Monica Lingegard, managing director,
G4S Secure Solutions (Sweden)
From monitoring to mentoring
24
A modern system of coaching with a very long history
History Revisited
27
Petrol station security a century later
Fighting fraud
30
How to deter deception and prevent insurance fraud
Where in the world is…
33
this island nation that has been
likened to heaven on earth?
35
Electronic monitoring offers new offender
management opportunities
38
Online subscription service monitors the latest hazards
Updates
40
Follow-ups to topics discussed in previous issues
Sailors reach world championship finals
43
G4S-sponsored Skandia Team GBR
puts in a strong performance
Young Peruvian athlete joins G4S 4teen
Nick Buckles
Chief Executive, G4S plc
44
Eduardo Palas brings a new sport,
Greco-Roman wrestling, to the team
News
45
4
g4s International issue 3: 2009
This is not
a time to
prevaricate.
Action is
needed
now
Taking action on
climate change
G4S commits to a global programme that will reduce its
impact on the environment
Some of the scenarios being suggested for
the future of our planet are truly scary. The experts
making these predictions describe a future world in
which extremes of weather will cause widespread
devastation and rising sea levels will result in extensive
flooding and the disappearance of coastal land and
even cities.
These events will also have a huge effect on
agriculture, causing food shortages that could lead to
civil unrest or even wars.
The questions scientists have been asking for a
decade or more are: “Why is this happening?” and
“What can we do to stop it?”
Most have come to the same conclusions. Global
warming, caused by human activity, is changing the
environment. And since the human race has caused
the problem, it needs to take actions that will reduce
the impact for future generations.
There are sceptics who say these forecasts are
nonsense and that global warming is just a cyclical
phenomenon with which the Earth and its inhabitants
must learn to live. The problem with that argument is
that if we do nothing in the hope that they are right,
and then they prove to be wrong, it will be too late to
turn back the clock.
This is not a time to prevaricate. Action is needed
now, particularly by reducing carbon emissions, in
the hope that the environment can be protected and
preserved for the benefit of all species on our planet.
That effort is necessary at an individual level – we can
all make a difference in a variety of ways – and at a
national level, with governments reaching international
agreement on a programme of reduction and finding
less harmful alternatives for the power we need.
Corporations can also play an important role
in creating change and G4S – the world’s leading
provider of secure solutions with operations in over
110 countries – recognises that its business activities
have a direct and indirect impact on the natural
environment.
That is why G4S is putting its full weight, in
partnership with a leading environmental consultancy,
behind a global Climate Action Programme designed
not only to manage that impact in a proactive way
but also to increase awareness among employees,
customers and suppliers about the need to conserve
the planet’s vital resources.
It began with an ambitious “trailblazer” programme
focusing initially on a representative sample of the
Group – its cash solutions operations and the seven
largest of its secure solutions businesses – and the
impact they had on the environment during 2007.
The trailblazers’ purpose was to test G4S’s ability to
identify and accurately measure the amount of carbon
emissions coming from buildings over which it has
operational control, as well as from its vehicle fleet
and employee business air travel.
The exercise was viewed as a success and proved
the business case for measuring and reducing its
carbon emissions. A Climate Action Board then
appointed a network of regional and national
environmental coordinators to implement the Group’s
strategy and broaden the scope of its programme.
During 2008, G4S’s carbon footprint analysis
measurement was based on businesses representing
half a million employees and over 22,000 vehicles
across 37 countries – about 82 per cent of the
Group’s global operations. It equated to 450,000
tonnes of carbon dioxide equivalent (CO2e)
emissions, over 70 per cent of which was generated
by its vehicle fleet, including the large armoured cash
vehicles which have heavy emissions.
Energy usage in offices and other buildings accounts
for over 20 per cent of G4S’s carbon footprint –
providing another opportunity to make reductions.
With G4S’s growth, that carbon footprint will
expand proportionately, so an average measurement
of 90 tonnes of CO2e per £1m of revenue has been
established.
The Group’s objective is to reduce carbon emissions
6
and measure the carbon footprint for at least 90 per
cent of the businesses which will embrace G4S Care
& Justice facilities for the first time, including prisons
which are high energy users.
The target is an annual 4.5 per cent drop in carbon
intensity between 2009 and 2012. Actions that will
help achieve this target will include not only looking
at alternative fuels for transportation fleets but also
improvements in fuel consumption through better
driving and route management techniques.
Employee awareness, in particular, is being
encouraged by a programme called “The Big
Think”, and that covers not only energy usage and
conservation but also increased recycling of materials
and reducing waste.
In July, G4S’s regional environmental coordinators
met in London to share their experiences and discuss
ways of improving their results.
They learned from Richard
Hawkins, Group security
director (G4S Cash Solutions)
and Climate Action Board
chairman, and Nigel Lockwood,
G4S communications manager
and Group environmental
manager, that although only five
months had elapsed since they
began measuring virtually the entire
Group’s carbon footprint, G4S has already caught up
with companies that have been doing so for years.
As well as being beneficial for the planet, in the longterm there’s another good reason for G4S reducing
its carbon footprint. Using less fuel or more
economical energy sources and reducing
waste will save the Group money, so the
Climate Action Programme will
eventually be self-funding.
However, it wasn’t lost
on the delegates that their
very presence in London for
the two-day workshop had,
ironically, also contributed to
the Group’s carbon footprint. Nigel
Lockwood even knew the impact of their
global travel: some 19 tonnes of CO2 had been
expended to get them to their destination.
The good news, as one would expect from a
company so dedicated to reducing its impact on
the environment, is that G4S has offset that impact,
like many other individuals and corporations, through
a scheme that invests in projects that do as much
good for the environment as the harm their carbon
emissions cause. So the one cancels out
the other.
In the future, the Group will be looking
at using technology – such as video
conferencing – as an alternative to air
travel to enable employees in different
countries to “meet” and communicate.
In situations where pollution cannot
be avoided and environmental damage
becomes inevitable, offsetting projects
can provide an opportunity to rectify it
and are one option which G4S is considering.
But the best option is to produce results with
positive action and, fortunately, a growing number of
individuals and companies, like G4S, are accepting that
they have a moral responsibility to do so. ❚
An amazing
card trick
Roy Stemman discovers why the magic of G4S Technology’s
integrated one-card solution has made it a world leader in security
How many cards do you need to carry
around with you? “Too many” is the usual response to
that question.
As well as the cash you carry, credit, debit, travel,
retail or even library cards probably vie for space
in your wallet or purse alongside ID, driving licence,
medical cards or other forms of plastic purchasing and
identity verification.
Your desire to dispense with some of them – at least
as far as working in a secure environment is concerned
– has the full support of UK-based G4S Technology. Its
Symmetry Security Management System is widely used
in some of the world’s most secure facilities … and it
uses just a single card to control a host of activities.
Because this sounds too good to be true, the
company has just unveiled an impressive Technology
Innovation Centre at its world headquarters in
Tewkesbury, Gloucestershire. Corporate visitors can
try it out for themselves and discuss how this one-card
solution can integrate all of their security systems. It
even offers some really useful extras, as I discovered
when I accepted an invitation to tour the new
demonstration suite.
As well as showcasing the wonders of Symmetry in a
hospitality area of its manufacturing and development
centre, G4S Technology also uses it, naturally,
throughout the complex. So I experienced it
long before I was given a walk-through of its
capabilities: when I arrived at the gated entrance.
It was my first visit, so the number plate
recognition system could not find me in its database
and the gates remained firmly closed. Once I had
announced myself on the intercom, I was able to drive
in.
Had I been an employee, the gates would have
opened automatically and once inside the compound
I would have held my Symmetry card against a reader
and entered a personal identity number (PIN) number
to gain access to the building. If I were arriving outside
normal working hours there would be an additional
level of security: a biometric device would read my
fingerprint to check that it corresponded with the card
data and PIN.
It’s an impressive system, but there’s much more to
Symmetry, as I was soon to find out from my hosts,
Kevin Anderson, G4S Technology’s head of marketing,
and Emma Parker, its marketing communications
manager.
The company has been part of G4S for more than
30 years, building an enviable reputation for quality
on the strength of its market leading access control
8
Keith Whitelock, G4S
Technology’s chief
executive, receives
the Queen’s Award
for Enterprise from
the Lord Lieutenant
of Gloucestershire
at the company’s
headquarters.
systems. One only has to mention its installation
at the Pentagon in Washington, DC, to confirm
that reputation. It is the world’s biggest access
control system with around 600,000 card holders,
which control the movements of all employees,
contractors and visitors.
But G4S Technology is far more than an
access control business, though that continues
to be its prime manufacturing focus. Building
on that core expertise, it has gone on to
develop its open architecture Symmetry software,
enabling it to integrate a vast range of other controls
and capabilities with its access control products and
become a world leader in the building security sector.
For that reason, the first visitors to be given a tour
of the hands-on Technology Innovation Centre were
not visitors but their own UK employees – all 250
of them. In small groups they were each given halfhour training sessions by the marketing team so that
they understood the impressive new capabilities of
the products they were involved in developing and
manufacturing.
“The world of technology is changing,” Kevin
Anderson told me as we slowly worked our way
around the demo suite. “Five years ago, all phones
had their own network and wiring. Now using internet
protocol (IP) they all plug into the local area network
(LAN). Each phone is just another address on the IP
network.
“Security is going the same way, with devices such
as access card readers and CCTV cameras that can
be plugged into the LAN without the need to run
proprietary cabling. “
And that means that all these devices can “talk”
to each other and, better still, interact with each
other when controlled by Symmetry’s sophisticated
software. What’s more, Symmetry can adapt the way
it works to every customer’s needs.
G4S Technology has partnered with some of the top
names in security whose cameras, printers, scanners
and other products can all be seen working seamlessly
with the Symmetry system in the new suite. They
demonstrate, for example, how a scan of a visitor’s
passport or driving licence can be quickly converted
into data and integrated with a captured image so that
Symmetry’s identity management system can produce
a multi-purpose access card.
Visitors can also see video analytics in action and
learn how this technology, which reacts intelligently
to selected target images, can be integrated with
Symmetry. There’s also a huge touch screen display,
replacing the usual bank of TV monitors, on which
visitors can quickly learn to control the direction of
cameras, zooming in and out, or test the functionality
of other aspects of the Symmetry set-up.
Also on display at Tewkesbury is a range of solutions
that have become part of G4S Technology’s portfolio
of own products, all of which integrate smoothly with
Symmetry, of course. These include:
■ A range of CCTV cameras
■ The long-established GCS (Guard Control
System)
■ HISEC, a European standard access control and
intruder system
■ OneFacility, a facilities management system
currently available only in the US but arriving in
the UK next year, with an international language
version available in 2011.
It was an impressive demonstration not only of new
technology but also of G4S Technology’s expansion.
Time, my hosts said, for a drink. Would I like a
coffee or maybe a cold drink? As I made my choice, I
realised that the tour had not yet ended. Emma Parker
was purchasing the drinks with the same card that
gave us access and activated other security functions.
And that’s because G4S Technology has also
acquired GiroVend, a cashless payment system, and
with it a secure payment processing system called
PayChannel, which does the same job as a merchant
bank or PayPal in validating that funds are available and
deducting them as required from your bank account.
The card can also be topped up with coins and notes.
Like other visitors to the Tewkesbury centre, I
was greatly impressed but it is just one part of G4S
Technology’s success story.
Last year, it won the Queen’s Award for Enterprise,
which acknowledged their
sustained performance
in international trade.
It was presented to
G4S Technology’s
chief executive, Keith
Whitelock, by the
Lord Lieutenant of
Gloucestershire.
Export sales have
increased by 50
per cent in the last
three years. In fact,
over 60 per cent
of its sales go overseas
and over 80 countries
are already benefitting from
Symmetry’s wizardry. To facilitate
its sales and customer support services,
it has offices in Los Angeles, Boston, Paris,
Buenos Aires, Dubai and Panama.
Also in 2008, it became the first security sector
manufacturer to receive ISO 14001
accreditation for environmental
management systems
from the British
Standards Institute.
As I sipped my cold
drink, I wondered what
new wonders G4S
Technology’s small army
of boffins were creating
elsewhere on the site,
behind closed doors that
enjoyed maximum security,
thanks to Symmetry.
Now, let me test your
powers of observation.
Choose a card. Any card. My
guess is it will be a Symmetry
one-solution card.
That’s not magic, it’s
common sense. ❚
10 g4s International issue 3: 2009
New focus on
port security
Martin Sayers discusses how the heightened risk of terrorism
at ports and piracy on the high seas is shaping maritime security
The puzzling “disappearance” of a
4,000-ton cargo ship, Arctic Sea, became the focus
of global media attention in early August. What
everyone wanted to know was how, in these days of
high technology, a 300ft freighter carrying a cargo of
timber from Finland to Algeria could vanish without
trace in the Atlantic Ocean.
There were rumours and speculation, but it
was not until the Russian Navy seized the vessel
near Cape Verde, off the west coast of Africa, on
17 August that the truth began to emerge. There
are still conflicting accounts about the events
surrounding its mysterious journey, but each has
serious security implications.
The consensus of opinion within days of its
capture suggests that eight hijackers boarded
Arctic Sea on 24 July, off the Swedish coast,
on the pretext of having a problem with their
boat. This occurred one day after Arctic Sea
had left the Finnish port of Jakobstad.
They ordered the crew under duress to continue on
course from the Baltic Sea to the Atlantic Ocean and
not to report their presence on board. The vessel’s
journey was routinely monitored by various maritime
authorities until its last sighting off the coast of
Portugal, by which time it was no longer transmitting
signals that would pinpoint its position.
The bustling port in the Norwegian city of Bergen has been an
important trading link for centuries and is now a major centre
for the fishing, oil and gas industries, as well as for the cruise
market.
This mixture of people and freight makes for a formidable
security challenge – millions of tonnes of goods and hundreds of
thousands of passengers pass through the port every year.
G4S Secure Solutions (Norway) has been responsible for
security at the port since 2004 and provides a complete security
solution to ensure that all operations are conducted safely and
are free from outside interference.
The role of G4S involves access control at the three main
gates into the terminal. The entire wharf area is under constant
supervision by surveillance cameras and G4S personnel are
responsible for controlling all people entering the area. G4S is
also involved with the security and safe passage of the cruise
ships and passengers that pass through the port during the
summer months.
“The challenge for us is to ensure that security goes handin-hand with a quick and effective service,” says Geir Svanberg,
regional manager for G4S Secure Solutions in Bergen. “We are
able to supply flexible security solutions combined with a strong
record of customer service, which is exactly what the port
authority requires.”
CASE STUDY
Case Study: Bergen Port, Norway
The Maritime Security Committee has since said it
knew precisely where the Arctic Sea was throughout
its journey, but did not publicise this information in
order to protect the crew’s lives.
A £1.5 million ransom demand was made by the
kidnappers during the voyage to the Russian company
which insured the vessel, threatening to blow it up and
kill the crew if it were not paid.
Four Estonians, two Latvians and two Russians were
taken off the cargo ship by Russian Naval officers from
the guided missile frigate Ladny.
Fortunately, this hijacking failed to achieve its
objective and the crew survived. But there are some
very valuable lessons to be learned by everyone
involved in port and maritime security. The most
important is the ease with which the hijackers were
able to board the Arctic Sea.
Another is that the successful hijacking of vessels
off the Somali coast, with subsequent large ransom
pay-outs, is clearly leading others, in different waters,
to copy those techniques (see “Return of the pirates”,
G4S International, Issue 2/09, pages 42–44).
Even more alarming is the possibility that terrorists
will see these weakenesses as opportunities to help
them achieve their own aims.
Protecting sea ports
No one needs reminding of the terrible impact of
terrorism from the air, following the US attacks of
September 11, 2001. They illustrated in graphic terms
the direct threat posed to the world by terrorists
using aviation as a means to their end.
While increased security measures at airports were
an obvious reaction to those events, the security of
seaports has also become a priority.
A high level of security is essential at ports for
commercial reasons – the protection of cargo and
people – but now the risk of a terrorist attack must
also be a major security consideration.
Ports are particularly vulnerable to terrorist
attacks. Their size, accessibility by water and land,
location close to large cities, the amount of freight
and passengers passing through them, and their
transportation links make them attractive targets.
A concerted attack could result in large-scale loss
of life, along with a major disruption to international
trade, as happened in November, last year, when
terrorists took over a trawler, killing four sailors,
and used it to land themselves and their weapons,
undetected, close to the centre of Mumbai, India’s
commercial centre.
They then mounted an attack which killed 166
people – Indian nationals and visitors from other
countries – and wounded over 300 (see “Terrorist
attacks on Mumbai”, G4S International, Issue 1/09,
pages 18–19). Among those who died was Mumbai’s
counterterrorism chief.
Mumbai is the world’s most populous city and its
port handles around 60 per cent of India’s maritime
cargo. Yet a team of terrorists were able to disembark
close to the city without detection by masquerading as
fishermen on the trawler they had hijacked.
Agents of al-Qaeda also successfully used a vessel
in a suicide attack on a military target in 2000. They
detonated a small boat filled with explosives against
the hull of the USS Cole, a US Navy destroyer which
was refuelling in the Yemeni port of Aden, killing 17
US sailors and wounding 39 others.
Open doors to trade
The challenge that faces the maritime industry is how
to protect ports while still allowing for the global
flow of trade, which is heavily dependent on shipping,
with ports across the world offering open doors to
goods from other countries. It is this openness that
could allow terrorists the possibility of mounting a
devastating attack on a target country.
Global economies depend on commercial shipping
as the most reliable, cost-efficient method of
transporting goods and the estimated 12 million cargo
containers are in use around the world. A constant
concern is the threat of explosive devices being
smuggled through ports or even planting a weapon of
mass destruction inside a container which could then,
theoretically, be sent anywhere in the world.
It was the need for greater port security that led to
the introduction of a new set of international security
regulations for securing international harbours against
terrorism in 2004, affecting all passenger and cargo
ships involved in international trade and portable
drilling devices, as well as the ports which such vessels
visit.
This meant that ports across the world had to
ensure that their operations had tight and effective
security. Yet greater security has to be intrinsically
linked to the need to allow for the quick movement of
freight and people.
With this in mind, port authorities are increasingly
bringing private security companies on board as
they have the flexibility and experience to provide
complete security solutions at ports and harbours,
ensuring that tight security is combined with a fast
CASE STUDY
Case Study: Port of Dover, UK
Since 2004, G4S Secure Solutions (UK) has been dealing with
the security of cruise ships entering the port of Dover, one of
the country’s biggest ports and the leading docks for cruise ships.
Dover handles an average of 140 cruise liners a year. Services
provided by G4S include baggage checking and handling,
passenger screening, passenger services, mooring assistance,
stores and cargo loading.
This successful partnership has since led to the port authority
appointing G4S to provide a complete security solution for the
port and all the ships and passengers that enter and leave.
Dover port authority needed an established market leader in
the field of maritime security to take over the whole security
operation and handle everything from docking work to
detention.
“Of all the companies short-listed as potential suppliers, G4S
demonstrated that it had the right combination of industry
knowledge, people and expertise to work with us in the long
term,” explains Robin Dodridge, head of Landside Operations at
the port of Dover.
“G4S understands the importance of mitigating security risk
whilst maintaining excellent customer service levels.”
Among the services G4S now provides are X-ray scanning,
baggage handling and mobility services for ships visiting the
port, as well as 80 port security officers who work alongside 15
detention centre officers.
The number of officers on site fluctuates throughout the
season but G4S is able to provide a year-round solution that
meets the needs of both the Dover Harbour Board and the
cruise ship companies.
and efficient operation.
“With maritime security now such an important
issue, port authorities across the world are increasingly
looking to outsource their security operations,” says
Steven Taylor, managing director of G4S UK Rail and
Maritime Services, which is responsible for security
services at a number of UK ports.
“They are not security specialists so, by outsourcing
to a company like G4S, which has the experience and
skills to offer a complete maritime security solution, a
port authority is able to concentrate on its core duty
– that of managing a port.”
As a leading supplier of maritime security solutions,
G4S offers a huge range of services to ports across
the world, providing security solutions that go far
beyond manned services. ❚
Dining in the dark
Guests who embark on a unique culinary journey in Brussels
do so in safety, under the watchful infra-red eye of G4S
Why would anyone choose to sit down for
a meal in total darkness? The answer may surprise
you. Eating food and trying to identify it by flavour
and texture rather than sight results in a very
different culinary sensation, even with items that are
familiar.
In addition, the experience gives participants a
valuable insight into what life is like for those with
visual handicaps or no sight at all.
It’s a concept that has proved popular in a couple
of major cities and has now been developed by
three friends in Brussels, who gave it the apt name
Only4Senses. Launched in December 2008, it
welcomes 60 guests on six days of each month at the
stunning arched caves beneath the famous Galleries
Royales Saint-Hubert shopping arcade in the heart of
the city.
The evening begins with a reception where diners
are introduced to their waiters, all of whom have
visual impairment or are totally without sight and
have been trained by the Ligue Braille. They are
then led into the pitch black restaurant, in single file
with hands on the shoulders of the person in front,
and guided to their seats.
Having so many people in one dark venue raises
security and safety issues and so the city’s fire
department requested the presence of cameras.
G4S Security Systems (Belgium) agreed to partner
the enterprising venture and install four infra-red
cameras and a surveillance monitor that can see
and record proceedings which are not visible to the
naked eye.
The clarity of the images is exceptional and
allows close control of the situation in the hall and
a prompt response should an emergency occur. It
has also provided exceptional added value to the
operation. Each event is directed from the control
room with the waiters receiving instructions on
what to do, via earpieces, in order to respond to the
diners’ needs. ❚
The
changing
face of
VILNIUS
Its historic past should transform into
a vibrant future for the European city
where east meets west
The very first mention of Lithuania, which sits
on the eastern coast of the Baltic Sea, is to be found
in a medieval Prussian manuscript, the Quedlinburg
Chronicle. And since that was published exactly one
thousand years ago, Lithuania has been celebrating its
millennium throughout 2009 – an event marked by
special events and the issuing of commemorative
gold coins.
In fact, it’s a double celebration because, by a happy
coincidence, its capital – Vilnius – has also been named
this year’s European Capital of Culture, an honour it
shares with Linz in Austria.
The southernmost of the three Baltic States (the
others being Estonia and Latvia), the Republic of
Lithuania shares with those two neighbours a history
of foreign domination which culminated in Soviet
occupation in 1940.
That period came to an end at the beginning of the
1990s when Lithuania restored its independence, on
11 March, 1990.
Estonia and Latvia
did the same within
an 18-month period.
Over a decade later,
in 2004, all three
became members
of NATO and of
the European Union
(EU).
Lithuania shares
its southern border
with Poland and its
south-east border
with Kaliningrad
Oblast which,
although it forms
the westernmost
part of the Russian
Federation, has no
land connection with
Russia. Vilnius is located near the country’s eastern
border with Belarus.
When Lithuania began its presidency of the Baltic
Sea States on 1 July this year it stated its aim of
strengthening cooperation in the region. This ambition
was echoed by the Swedish presidency of the EU, which
began on the same date. Lithuania’s Minister of Foreign
Affairs declared: “The Baltic Sea region has to become
the venue of an open and creative cooperation. We will
aim at lifting barriers … [and] encourage more freedom
of movement of people and the exchange of ideas ….
Russia’s Kaliningrad region and Belarus have to become
full-fledged members of the Baltic Sea region.”
It is its geographical location that particularly benefits
Lithuania and its capital, giving it the reputation as the
country where east meets west, at least as far as the
European continent is concerned.
By a small miracle, Vilnius’s ancient city centre, one
of the biggest in eastern Europe, has withstood the
ravages of time and periods of neglect, as well as the
conflicts of war and foreign occupation. With the
new freedoms that came with independence, it has
capitalised on its wonderful historical and cultural
heritage and is today attracting an ever-growing
number of tourists.
The most recent figures for foreign visitors to
Lithuania – most of whom pass through its capital –
suggest it is now welcoming one million a year. That is
double the number of visitors two years ago and also
almost double the population of Vilnius.
What attracts most of them to the capital is a city
sitting between two rivers, the Neris and Vilnele (from
which its name almost certainly derives), with an old
town of around 1,500 buildings at its core, constructed
in a variety of architectural styles. Baroque, for which
it is best known, sits comfortably alongside gothic,
classic and renaissance styles. So it is hardly surprising
to learn that this special feature of Vilnius is well
protected, having been designated a UNESCO World
Cultural Heritage site since 1994.
Proud though it is of its legacy, today Vilnius has
its mind very firmly focused on the future. Its vision,
inevitably, is rapidly changing the face of the city,
but everyone involved is aware of the need also to
preserve its past.
The 21st century makes demands on even the
most historical of cities, so in the past decade some
spectacular high-rise buildings have been constructed
in Vilnius’s business district, along with residential
Old and new: Vilnius’s
old town’s 1,500
historic buildings (left)
stand in stark contrast
to the city’s modern
developments.
Right: Lithuania also
has a new president,
Dalia Grybauskaite,
who was appointed
in July this year.
properties to house its ever-increasing population.
A new road development programme, incorporating
viaducts and a new bridge over the River Neris, has
begun to reduce traffic jams during peak periods.
Its international airport has benefitted from
modernisation. This includes the upgrading of its
passenger terminal and enhanced security measures,
including enhancement of its video surveillance system
and the installation of a concrete fence around its
extensive perimeter.
EU funding is helping the high tech Sunrise
Technology Valley to take shape and Vilnius University
– one of Europe’s oldest, founded in the 16th century
– is also benefiting from this financial support.
There are also plans to give Vilnius a new city
centre to rival its old one: a waterfront park on the
right bank of the River Neris. And a much-needed
national stadium, trade and leisure centre was recently
completed. It can hold 23,800 for sporting events and
37,000 for entertainment events.
Of course, all this activity has been taking place against
the backdrop of a global recession which will inevitably
slow the pace of change. But no one doubts that the
dramatic transformation of Vilnius will continue.
G4S has been making a major contribution to
the security of the nation and its capital since 1994.
Offering a wide range of services, from manned
security to cash services and technical solutions, its
principal market sectors are financial services and
retailing. However, it is not confined to businesses.
Home security, in the form of alarm installations and
monitoring, is also an important sector.
One of the millennium projects which best sums
up the spirit of the new republic is the rebuilding of
the Royal Palace of Lithuania, which was the political,
administrative and cultural centre of the country for
four centuries until it was demolished in 1851, having
been previously seriously damaged by fire.
Since 2002, following a parliamentary decision, it has
been under construction in order not only to provide
Vilnius with somewhere impressive in which to hold its
millennium celebrations, but also to give the growing
number of tourists an impression of what the palace
looked like in the 15th century.
Although not completely finished, a symbolic
opening took place on 6 July this year, attended by
the Swedish royal couple, the Queen of Denmark, the
King of Norway, the presidents of Lithuania, Latvia,
Iceland, Finland, Poland, Ukraine and Georgia, and the
prime minister of Estonia. Parts of the palace were
opened for a short period, but it will now be closed
until all construction work has been completed.
Six days after the ceremony, Lithuania’s first female
president was sworn in. It is expected that Dalia
Grybauskaite’s strong background in finance – she was
previously the European Commissioner responsible
for financial programming and budget and has been
nicknamed the “Steel Magnolia” – will help the country
survive one of Europe’s worst economic challenges for
many years.
It is certainly not the first credit crunch that
Lithuania has experienced in its first 1,000 years and
so it will doubtless face the current economic situation
calmly and with confidence. ❚
How we BUILT A
GLOBAL BRAND
Nick Buckles, CEO of G4S plc,
looks back at the Group’s achievements
since its creation five years ago
One of our first tasks, following the merger
that created Group 4 Securicor (now G4S) on 19 July
2004, was to put in place a strategy and vision for the
new organisation’s future.
It is a story of impressive growth and performance
but because it has occurred, step-by-step, over a
60-month time span, it’s easy to lose sight of just how
much has been accomplished.
So what better time than the fifth anniversary of
G4S’s birth to reflect on our success so far and to
consider what the future has in store?
Culture change
The merger brought together a number of respected
security businesses – principally Securicor, Group 4,
Falck and Wackenhut – with their own cultures and
values.
It was essential that the new organisation should
have a single brand and share the same vision and
values and we are well on the way to achieving that.
G4S is now well established as a global brand identity
across the Group, with only a few exceptions which
are gradually being phased out.
We are a much more cohesive organisation than we
were five years ago and the resulting teamwork has
proved extremely beneficial.
We have also built on our respective strengths
and created some very robust centres of expertise,
enabling us to spread best practice across the Group.
That was achieved by appointing product experts,
alongside their normal roles, in areas such as cash
solutions, electronic monitoring, event security,
de-mining and risk consulting and then starting to
spread that expertise globally across the business.
Strategic goals
Our immediate post-merger strategy consisted of
five key objectives, the first of which was to achieve
synergies throughout the company. We did so very
early on in the programme, contributing a one per
cent improvement in profit margins without materially
affecting the business.
Our second objective was to create a global leader
in the industry.
How have we done? We are now by far the biggest
secure solutions company on the planet. Some might
argue that this is only because Securitas, our main
competitor, has been broken up and now trades as
three separate business entities: manned security, cash
services and security systems. But that is not the case.
If the three Securitas businesses were reconstituted
into a single entity once more G4S would still be
larger, whether in terms of revenue, profit or people.
Next we began spreading our cash solutions
expertise throughout the Group.
The result? We are now the acknowledged global
leader in cash solutions and product development
within that business category, and our business
performance in this area has improved greatly.
Our fourth objective was to combine manned
security and security systems in order to offer
integrated solutions that amalgamate technology and
human response more widely across the Group.
We have two very large contracts which
demonstrate that this strategy is beginning to attract
the interest of major customers. In the US, we are
working with Bank of America and in the UK we are
providing integrated solutions to Carillion, the UK’s
leading support services group.
Finally, we set about combining the extensive
presence of the various businesses in developing
economies to create an unrivalled New Markets
platform.
The effect is that our New Markets business has
expanded from 12 per cent of Group revenues, in the
first days of the merger, to 27 per cent at the time
of our half-year 2009 results. That’s a remarkable
achievement. It has grown organically by at least 15
per cent per year.
Government focus
About 18 months ago we reviewed our strategy
and decided to focus on more complex outsourced
solutions for customers. So cash solutions began
putting its emphasis on cash centres and ATMs and
secure solutions started examining the sectors with
which it could establish an outsourcing partnership.
At that stage, government business accounted for
around 15 per cent of our revenue. Over the past two
years, however, that has grown progressively, through
acquisition and development, and income from central
government contracts is expected to be around 30
per cent of total revenue in 2009.
We are also starting to implement this focused
sector or segment strategy across the whole Group,
with the appointment of business development
directors for Aviation and for Ports. And we are in the
process of recruiting for the same position in the Oil
and Gas sector.
So the next evolution for G4S is to focus on those
business sectors which provide long-term outsourcing
opportunities that will further strengthen our
performance.
As well as becoming the global leader during the
past five years, our share price has increased by 130
per cent whilst the FTSE 100, during that period,
has been almost flat. And we’ve outperformed our
security peers in terms of financial performance and
share price.
The future
With our current strategy we
now have our sights set on
2012 and, despite the economic
downturn, we still feel it is valid
and can produce the planned
results. We hope, by then, to
be a £10 billion organisation,
probably even more
weighted towards
government and
developing markets,
with higher growth
and margins in those
sectors. It would see
us establish the Group
as the undisputed
global leader in
secure solutions.
Our performance
so far is an
achievement
in which every
member of the G4S
family has played
a part and takes
pride, as they will in
the future. ❚
meet the management
Steering a
steady course
towards
profitability
MONICA
LINGEGARD
MANAGING DIRECTOR, G4S
SECURE SOLUTIONS (SWEDEN)
profile by Keith Blogg
A veteran yachtswoman used to sailing
in troubled waters, Monica Lingegard has put the
same superb navigational skills to good use in her
business life. When she climbed on board G4S Secure
Solutions (Sweden) as its managing director in 2006
the company was passing through distinctly choppy
waters.
G4S had just lost a major contract – security at
Stockholm’s Arlanda Airport – resulting in a drop
of €20.2 million in its annual income from manned
security.
The company found itself in a loss-making situation,
in a market where competition was intense.
Fortunately, Monica came to the business with a
successful background in company turnaround. Her
previous job had been to move Prenax Global AB, a
business subscription agency, from severe losses to a
profitable growth rate of 25 per cent a year.
But what she found when she looked at the way
G4S was then performing was rather daunting.
“It was a company with systems which were oldfashioned, costly to run and did not deliver anything to
the business,” she recalls. “We were not getting value
“An open mind to all
new opportunities
and possibilities
has enabled me to
overcome obstacles
and taken me to
a position that
clearly satisfies
my ambitions.”
for money for the services we were paying for. And
we had a lot of departments, such as IT and Finance,
which were in need of specialist skills.
“In the past, the company should have done more
to win new business.
“By the time I joined, that situation had changed
and we had to fight for every krona. Whilst the G4S
business I inherited did have a culture, it was too
internally focused. It therefore required a huge culture
change to make us competitive, customer-oriented
and sales-focused.”
A career spent in company analysis and management
consultancy enabled Monica, now aged 46, to rise to
her biggest challenge.
“I am strong strategically and very passionate,
both as a leader and as a sales person hunting new
business,” she says. ”I think I have been able to clarify
and communicate our vision.”
Realising that speed was essential to transform the
non-profit business, Monica – working with colleagues
in Britain – launched her “Turnaround Deck” of 220
actions which were needed to steer the company, not
only into calmer waters but also back to profit.
Major staff changes brought in a new, leaner and
more expert team and within 18 months the business
was breaking even. Savings of €6 million in overheads
made a major contribution to its results.
Today, turnover is topping €100 million a year.
Reflecting on that achievement, Monica explains:
“In an unprofitable company, where you have to
implement many changes and perform hundreds of
different actions to drive them through, it is difficult
not to find yourself with your hands in the mud more
often than you would like.
“My new management team and I have been
involved in everything, from top to bottom, in order
to understand and change the things that needed
fixing in our business. We still have much to do, but
I feel far more confident now than a couple of years
ago.”
Monica Lingegard
(second from right)
in discussion with
colleagues about
a new “Good
Guys” concept,
which implements
and clarifies the
company’s values.
Pictured with her
(from left) are: Maria
Ekstrom, director,
Special Services,
Anni Svensson,
head of information
and MD’s assistant,
and Johan Vanerell,
sales manager,
business area East.
The daughter of a supermarket owner, Monica
learned to face challenges early in life. As a teenager,
she sailed across the Atlantic with her father in his
yacht and from that experience came a life-long love
of boats and the sea.
With an MBA from the University of Stockholm and
speaking four languages –Swedish, English, German and
basic French – she trained in executive management
with Bull AG in Munich before taking her first job as a
project, key account and staff manager at Cap Gemini
Finance.
“My career has been 75 per cent in the consulting
industry, where you get to see many different
businesses and industry sectors,” she says. “You get to
enjoy a high speed of learning, acquiring new expertise
developed during your education, but unlike university
you get paid for it.
“Being a woman, I took an early decision that in any
relationship I would retain my independence – which
some men would not approve of. Luckily, that has not
been a problem and I have been with the same man
for 25 years.
It was important for Monica to have a good
education and career because she has always been
attracted to the responsibility and influence that a top
management position provides.
“I never had any clear milestones or targets to
reach,” she explains. “An open mind to all new
opportunities and possibilities has enabled me to
overcome obstacles and taken me to a position that
clearly satisfies my ambitions.”
Working a 60-hour week – and still finding time to
dovetail business with her commitments to husband
Johan and three children, Axel (15), Agnes (13) and
Adam (5) – Monica believes that only her tremendous
energy and physical fitness have enabled her to stay
the course.
Two or three times a week, the day starts at 05:30
with a breakfast of yoghurt and fruit, cereal or a
sandwich before a visit to the gym an hour later. By
08:00 she is at her desk, dealing with papers and
finance, before starting a long round of meetings with
colleagues, clients and business partners. Sometimes
there is lunch with a potential client at the excellent
company restaurant, but often there is time only for a
quick bite to eat at her desk.
At 17:00, Monica the mother takes over. She and
Johan, who runs an advertising agency, share parenting
duties, so if it is her turn she will collect Adam from
the child care centre. Sometimes, if business permits,
she picks him up early and fits in a swimming or tennis
session.
Monica is a competent cook and may prepare the
evening family meal: “I can do spaghetti or pancakes,
but if it is a special meal I leave that to Johan, who is a
really excellent cook. After dinner we talk together or
I may help with the homework.”
At around 19:00 it is time to become an MD once
more and Monica deals with G4S presentations or
goes through administrative and financial details.
“Even in Sweden there is still a situation where
women take more responsibility for their children and
their household than the men do,” she observes. “I
would assume there are a lot of women who would
say I spend too little time with my children, but the
way I spend my time is a decision I have taken and I
don’t feel it’s a problem.
“There is not a lot of ‘me-time’ for myself. I can’t do
too much sitting down and reading the paper and I
don’t go to the cinema with my girl friends. But that
does not worry me.
“My two priorities are my career and my family.” ❚
From
monitoring to
mentoring
Martin Gosling looks at a modern system
of coaching skills that has a very long history
Twenty years ago, the term “mentor”
would have meant little to most people, beyond
conjuring up a vague image of a wise and helpful older
friend. But more recently, the word has been seized
upon, usually in a corporate setting, and is being
deployed in a number of ways across many activities in
which people interact.
Most people therefore regard it as a new concept.
That may be true for modern man, but not for the
ancient Greeks.
The original Mentor appeared in Greek mythology.
He was described by Homer as a friend of Ulysses who,
before departing on his legendary Odyssey, appointed
Mentor to be the wise and faithful counsellor to his son,
Telemachus, who had remained at home.
How successful Mentor was in his task, or which
methods he used, is not recorded, but his name has
been perpetuated and invoked in various contexts
in the intervening 3,000 years. Nevertheless, it was
not until the 1970s that he began to appear in some
management literature in the United States.
Later, in the United Kingdom, his characteristics
became more clearly defined as an academic
phenomenon by Professor David Clutterbuck who has
since established advanced programmes that teach
mentoring and coaching skills.
No clear ideal
Now, a range of definitions and aims of mentoring
have emerged. There is a European Mentoring and
Coaching Council, a mentoring project for orphans in
Russia and a programme aimed at disaffected youths
in South Africa.
Each scheme has the common thread of pairing
an individual mentor with a beneficiary who is often
referred to as the protégé. Above all, structured
mentoring initiatives seek to achieve a positive
outcome for the protégé in terms of development
within a career setting, academically or when
overcoming personal deficits of character, poor
circumstances or unlawful behaviour.
Some proponents of the process have dubbed it
“mentorship” and, although the concept falls short
of being an accredited psychological construct, it has
nevertheless matured into a recognisable discipline in
its own right.
So what is it?
Some core aspects of the process provide a broad
definition:
“Mentoring is the presence of caring individuals who
provide support, advice, friendship, reinforcement and
constructive examples to help others succeed. Mentoring
can mean the difference between success and failure.”
(National Mentoring Partnership, Q & A, 2002.)
Another definition:
“Mentoring, particularly in its traditional sense, enables
an individual to follow in the path of an older and wiser
colleague who can pass on knowledge, experience and
open doors to otherwise out-of-reach opportunities.” (The
Coaching and Mentoring Network.)
Mentoring in the Armed Forces
It is reasonable to suppose that in any highly
structured organisation, such as an army, there is
already an established framework within which
individuals look to those of senior rank to provide
guidance and support.
However, this is likely to take the form of instruction
and encouragement at a surface level and, because of
the hierarchical, command culture that characterises
a disciplined body, the more personal form of
relationship inherent in mentoring is unlikely to thrive.
Despite this, the Australian Army takes the practice
of mentoring very seriously and uses it as a defined
structure to enable soldiers of all ranks to achieve
their potential. In the United States Air Force, a policy
directive states that “mentoring is a fundamental
responsibility of all Air Force supervisors”.
In a paper headed “Mentoring Makes a Difference”,
Lt Col Penny H. Baily, USAF, asserts that mentors fill
four roles: they coach, facilitate, advise and advocate.
Nevertheless, it could be argued that such a
proscriptive approach to mentoring (doing it by
numbers) effectively eliminates most of the more
subtle and long lasting benefits that may be found in
less formal models.
A G4S initiative
In 2008, eight members of the Manchester-based
element of G4S Care & Justice (UK)’s electronic
monitoring operation, were trained as mentors. The
aim was to work closely with a youth development
organisation, Brathay Hall Trust, and BEST, a behaviour
and education support team, on Merseyside, in
supervising a group of disaffected 14–15-year-olds at
risk of being involved in criminal activity or of being
excluded from full-time education.
Those involved in electronic monitoring inevitably
encounter young people whose behaviour has got
them into trouble with the law and requires them to
be tagged. The mentoring project was launched as
a way of helping certain young people make better
choices about their behaviour and, by doing so, the
G4S mentors hope that the protégés will avoid ever
needing to be electronically monitored.
But it was also very much about helping G4S staff
develop their mentoring, coaching and interpersonal
skills and, at the same time, give something back to
the local and international communities. G4S gave its
support by meeting some of the costs.
The project, “Journey of a Lifetime”, involved a sixmonth period of mentoring as well as fund raising
by both mentors and protégés, prior to the group’s
departure to a village in a remote part of Chile.
Six G4S mentors and their protégés, led by G4S’s
electronic monitoring communications director Claire
Sims, and five support staff from Brathay and BEST,
travelled to the Mitrauquen Community which had
previously received only one European visitor.
The Mitrauquens, a people whose lives are steeped
Let’s get physical: the
project was challenging
in a variety of ways
that were beneficial
not only to the Chilean
community they visited
but also to the young
participants from the UK
and their G4S mentors.
in tradition and who travel only by foot or horse,
welcomed the visit and sought the group’s help
in clearing their religious ground. This was a great
honour for the team. By sharing the often-challenging
experiences with their mentors, each participating
youngster benefited from observing and emulating
appropriate responses to difficult circumstances. It was
also extremely helpful for the youngsters to meet a
community with such different lifestyles and values.
Following their return to the UK, the mentoring
continued, lasting for a full year, and positive outcomes
have been achieved by all who took part (see: http://
jofal.org/). Some of the young people and mentors
continue to be in contact outside of the project.
Unlike most schemes run in commercial organisations
and the armed services, in which the mentors held
the power and the knowledge while the young people
taking part are expected to achieve set goals, the G4S
project was not based on a hierarchical framework.
“This mentoring project was not based on the
traditional concept of mentoring of an older, wiser
person helping a younger person to achieve set
objectives but much more about a learning experience
for both the mentor and young person,” Claire Sims
explains. “The young person was helped to make
sense of their often chaotic and difficult circumstances
and to identify strategies that would help them achieve
their goals as well as being given the space to reflect
on their own ideas and experiences.”
The agenda was negotiated between them, with the
relationship being based on mutual respect, trust and
support, as well as appropriate challenge. At any time
the young person could opt out of the relationship.
“The shared experience in Chile also helped develop
the relationship between our staff and the young
people,” Claire adds. “We were all in a different
community, facing shared challenges and experiencing
new things which brought us closer together.
“The relationships on our return to England were so
much stronger, which meant that the learning of new
strategies was accelerated. The mentor and the young
person got so much more out of the relationship than
simply the achievement of an objective.”
A less formal way
It is probable that mentoring has always taken place
at an informal level in every type of organisation,
whether social, commercial or statutory (police,
prisons, probation) but significantly also in extended
families.
In these circumstances, the mentor is neither
nominated nor labelled as such. And the mentee/
protégé would probably be shocked to be so called.
Nevertheless, it could be argued that this often
unacknowledged process is at least as powerful and
effective as its structured and frequently expensive,
counterpart.
In any setting where an individual identifies
another as having the skills, personality, manner of
approach and knowledge that provoke admiration
and respect, a process of mentoring could be said to
have begun. This may be beneath the awareness of
either participant and the mentor may be seen by the
aspirant as a combination of role model or previously
absent father/mother figure.
Subconsciously, a desire is formed to emulate some
or all of the characteristics of the mentor. However,
in other cases both participants will acknowledge
the nature of the relationship and each will fulfil the
required role.
In instances where this has happened to a marked
degree, the “pupil” may even have involuntarily
acquired mannerisms and speech patterns not unlike
those of the mentor – and in later years may even
repeat some of the mentor’s jokes!
In any event, if the original Mentor ever existed
outside of Homer’s imagination, it is likely that he
would be greatly amused by the current blossoming of
activity taking place in his name. ❚
history revisited
Driving force
that fuelled crime
The only concern when cars first took to the road was finding
somewhere to fill up safely with gas. More than a century later,
there are far wider security issues to consider
When Bertha Benz took her husband Carl’s
invention for its first long-distance test – without
his knowledge! – she drove straight into the history
books.
Accompanied by her two teenage sons, she drove
a Patent Motorwagen No 3 from Mannheim to
Pforzheim, Germany, a distance of 64 miles, in August
1888. It took her from dawn to dusk and she sent
Herr Benz a telegram to say she had arrived safely.
Until then, the newly-created motorcar had travelled
only short distances.
Along the way she encounterd various mechanical
problems but managed to overcome them all. And
since her exploit was unique – in fact, the sight of
an automobile on the roads frightened a number
of people she encountered – there were no filling
stations along the way at which she could stop for fuel.
Instead, Bertha Benz filled her vehicle at dispensing
chemists with Ligroin, which fuelled her husband’s
invention.
Last year, brave Bertha’s ground-breaking drive was
commemorated, 120 years later, with the creation of
the Bertha Benz Memorial Route which allows tourists
and others to follow in her tracks and to celebrate
Germany’s industrial heritage.
Within two decades, by which time Henry Ford’s
Model T (or Tin Lizzie, as it was known at the time)
had started to make motoring a popular pursuit,
modern petrol or gas stations began to appear to
meet the demand. They were previously suppliers of
fuels for other applications.
Earlier this year, the oldest surviving gas filling station
– as they are known in the United States – celebrated
its centenary. It began life as a blacksmith’s shop but
by the late 1880s it was also selling kerosene and lamp
oil. The appearance of horseless carriages persuaded
its owner to sell gasoline and in 1909 it became a gas
and oil station, in an area known as Mansion Park in
Altoona, Pennsylvania, supplied with oil by refiner
Samuel Reighard.
It’s still doing buisness 100 years later, though the
Reighard family association ended in 1978 and it is
now owned by the Martin Oil Company. What’s
more, it has continued to provide the old-fashioned
full service, including filling customers’ vehicles and
cleaning their front and back windows.
Elsewhere, self-service has become the norm. And
whereas the main safety concerns of the motoring
pioneers was to keep a naked flame away from the
liquid gas they were filing their tanks with – still
an important precaution, of course – the security
and safety emphasis a century later is focused on
preventing theft and assaults on customers and staff at
the thousands of filling stations around the globe.
With rising prices at the pumps and declining
reserves of fossil fuels guaranteeing that this upward
trend will continue in the future, modern filling
stations have had to install security systems that would
have been beyond the wildest imagination of the early
suppliers of motor fuel.
CCTV systems and licence plate recognition are
now valuable weapons in the fight against those who
fill up and attempt to drive off without paying.
But fuel theft is just one of the criminal actions that
petrol station owners and managers have to contend
with.
The major change came about in the 1970s when
filling stations began to look for other ways of boosting
their income. The convenience store had already
proved popular, not only with customers but also with
robbers, and the gradual transformation of petrol
stations into large-scale retail establishments has
added new hazards to those operating in this field.
Alarmed by the increase in attacks on US
convenience stores, the Western Behavioural Sciences
Institute conducted a study in the mid-1970s into
ways in which robberies could be deterred. It pointed
out that as well as the actual losses from shoplifting
and money snatched from tills, these stores were
also losing revenue from customers who were too
frightened to visit the stores at certain hours, as well
as suffering from recruitment problems which had the
same root cause.
Those difficulties are just as applicable to filling stations
with combined convenience stores and they have
learned the same lessons: redesigning the layout of their
establishments to give would-be thieves fewer places to
hide as well as making CCTV recordings of activities in
vunerable areas, and situating ATMs in well-lit areas.
Some American states have also introduced
legislation which imposes security requirements
designed to reduce the number of attacks.
The Florida 1999 Convience Store Statute, for
example, stipulates the use of a drop safe or cash
management device that restricts access to cash
receipts. Store owners must also post a conspicuous
notice at the store’s entrance stating that the cash
register contains $50 or less. And stores’ cash
management policy must limit available cash at all
times after 11 pm.
Among the latest security measures being employed
by the major chains of filling stations are secure
handling machines like G4S’s CASH360 (see “Out of
reach with CASH360”, G4S International, March 08,
pages 5–8). These are exciting the whole retail sector
and are proving understandably popular with filling
stations, which are particularly vulnerable because
they are sometimes situated in remote locations and
are often open around the clock.
What makes CASH360 machines so appealing is that
they process payments, giving change where necessary,
but retain the cash received in a secure environment.
That removes most temptation for staff to take money
and eliminates opportunities for robbers to snatch the
takings from an open till.
But filling station owners are not always victims – on
rare occasions they are shown to be criminals. In the
UK last year, three members of a gang were jailed for
their part in a credit card scam which involved secretly
filming the PIN numbers of customers using ATM
machines inside petrol stations. They had bought the
establishments specifically to carry out the high-tech
fraud, which involved placing hiden cameras in the
ceilings above the ATM machines. They netted over
£250,000 from cloned credit cards whose data had
been recorded in this way, before being caught.
What the long-term future has in store for filling
stations may be difficult to predict, as the rush to
develop electric, solar, or other forms of powered
vehicles gathers momentum. Changes are inevitable,
but whether they will be as revolutionary as those of
the past century, since Bertha Benz’s momentous drive
through to the creation of over 600 million pasenger
vehicles on the world’s roads, remains to be seen.
The only certainty is that security, in some form, will
be an important factor. ❚
FIGHTING FRAUD
How to deter corporate deception and prevent insurance fraud in a business environment
There are two ways to tackle embezzlement
or other forms of fraud in business. One, of course,
is to investigate it, expose the culprit, prosecute and
recover as much of the losses as possible.
The other – and far more sensible – approach is to
ensure that your company is compliant with all the
checks and balances that are necessary to make fraud
by an employee or contractor virtually impossible.
In the current economic climate, it is inevitable that
corporate and insurance fraud will increase. And G4S
investigators around the world know how easy it is for
credible people to cheat their employers out of huge
amounts of money without anyone suspecting what is
happening.
John Walker, director, Consulting & Investigations,
7
6
5
4
3
2
G4S Security Services (Thailand), says one of his
fraud investigation cases demonstrates this particularly
well. It involved a female finance manager, working
for a very large multinational company based in Asia,
who was trusted and respected by everyone in the
business.
“Yet she had stolen several hundred thousand
dollars over a period of years by using ‘ghost’
employees – in other words, paying people who did
not exist and siphoning off those payments into her
own accounts.”
She had invested the stolen money in small-tomedium enterprises which provided maintenance,
water dispensing, landscaping and vehicle leasing
services.
Incredibly, the biggest customer of those businesses
was the very company she had defrauded. Fortunately,
G4S in Thailand was able to recover much of the
money for its customer by showing that its money had
been invested in these new and successful businesses.
“That particular investigation is one of my
favourites,” John Walker comments, “because it shows
how important certain procedures and disciplines are
for a business’ well-being, and yet so many companies
ignore them.
“No one did a proper background investigation
on this employee before she was hired. If they had
done so, they would have discovered that she had
attempted a similar fraud on a previous employer. On
that occasion, she was caught at the first attempt and
summarily discharged, and that meant there was no
police record.”
Not only did the company fail to carry out preemployment checks but there were also no checks
and balances within the business to alert the directors
to the losses. “And even though everyone in the
company was aware that she was living above her
means, no one – not even the managing director –
questioned it,” Walker adds. “It happens all the time.”
Sometimes it is not the employees who act
fraudulently, but the person at the top of a business.
The astonishing case of Bernard Madoff, now in prison
after confessing to defrauding thousands of investors
of billions of dollars, illustrates how easy it can be for
some confidence tricksters to fool even seasoned
financiers, simply because no one asks the right
questions.
His Ponzi scheme involved paying established
investors with their own money or that of more
recent participants in his scheme, rather than from
actual earnings on investments.
Manipulating funds for personal benefit is a popular
means of fraud and one that can be very difficult
to unravel. Among the many cases on its files, the
US-based G4S Compliance & Investigations Special
Investigations Unit (SIU) recently completed a twoyear probe into fraud at insurance agents ABIS.
© PA Photos
A protestor stands
with a board near the
courthouse for the
sentencing hearing for
convicted swindler
Bernard Madoff
in New York
Its customer required evidential documentation
that would enable the Pennsylvania Attorney General
to determine if a prosecution against the agency
was warranted. The G4S SIU conducted personal
interviews, reviewed accounts, located witnesses
and coordinated their efforts with Fraud Division
investigators from the Attorney General’s office.
This combined effort revealed the existence of
a type of “pyramid scheme” that had operated in
2006 and 2007 around the collection and payment of
insurance premium dollars. It culminated in the arrest
of the primary owner/agent for ABIS and may extend
to others.
Reporting the case in his Insurance Fraud Section
Newsletter (May 2009), Pennsylvania’s Attorney
General Tom Corbett reveals that $250,000 worth
of premiums on 89 policies were transferred from
the company escrow account to the ABIS operating
account, to pay the business’ operating expenses. The
insurance companies never received their premiums.
The owner was arrested on 2 April and charged
with one count of insurance fraud, three counts of
theft by failure to make required disposition of funds,
and three counts of theft by deception, as well as
misapplication of entrusted funds.
For the past 20 years, G4S Compliance &
Investigations (formerly MJM Investigations before its
acquisition by G4S in April 2008) has been fighting
insurance fraud, as well as other corporate crimes.
“Insurance fraud is a global problem that has
become a $211 billion-a-year industry,” says Mike
Malone, the company’s president. “We currently
handle investigations in 90 countries from our base in
Raleigh, North Carolina.”
Recent surveys in the US and the UK have shown
that nearly one in 10 say they would commit insurance
fraud if they knew they could get away with it, and
more than one in three felt it was OK to exaggerate
insurance claims.
One area where that happens quite frequently is in
personal injury claims, particularly related to vehicle
accidents. It is estimated that these inflated demands
add $13–18 billion to the US’s annual insurance bill.
Fraud and corporate misconduct can have farreaching consequences across the globe, often creating
perilous problems for its victims, Mike Malone adds.
He urges businesses to be more pro-active:
“Insurance claims fraud is widespread and expensive,
with estimated losses exceeding $30 billion in the
US alone. Fuelled by technological advances that
have made crimes such as identity theft and claims
manipulation both easy to commit and hard to detect,
fraudulent activity continues to grow and attract a
variety of criminal types.
“To combat fraud, we combine industry-leading
expertise with highly customised solutions to manage
risk and help detect, prevent and reduce fraud. That
allows our clients to protect their businesses and their
customers and develop new and profitable customer
relationships.”
In addition to its niche market of insurance fraud,
G4S Compliance and Investigations also provides
a range of other risk management services, from
pre-employment screening and incident and ethics
management to due diligence examinations and
Sarbanes-Oxley compliant employee hotlines.
“Risk and investigation challenges are opportunities
for businesses to add value and extend competitive
advantages,” says Mike Malone. “Globally, G4S is
deploying the strategy, processes and technology to
avert catastrophic losses and meet urgent compliance
deadlines, increasing a company’s bottom line.”
Fighting fraud is an expensive and complex
proposition for organisations and finding the most
cost-effective way to win that battle is a major
challenge.
The experts are all agreed, however, that the most
valuable lesson to learn and to put into practice is that
the best time to manage risk is before trouble starts. ❚
Where in the world is…?
The beauty of the island
nation that is this issue’s mystery
subject has led some to describe it
as paradise.
It was Mark Twain who said,
“From one citizen you gather the
idea that ------- was made first and
then heaven…”
Certainly, its white sands and
clear seas teeming with marine
life are seen as heavenly by most
visitors. Its luxury hotels and
booming tourism add weight to
such judgments.
But those who live and work on
the island also experience both anticyclones and devastating cyclones.
Indeed, it will surprise many visitors
that the Dutch, who first settled
the main island in the 17th century,
left after a century because of the
tough climatic conditions.
In fact, it was a cyclone which
blew three boats of the Dutch fleet
off course and led them to discover
the island (though the Portuguese
had explored it earlier and it was
known to other nations’ sailors as
far back as the 10th century).
After the Dutch left, the French
took control but the British
captured it in 1810 during the
Napoleonic Wars.
If you haven’t identified it yet,
here’s one more clue.
This country is the only known
home of the famous flightless bird,
the dodo, which was driven to
extinction within 80 years of the
island being inhabited by man.
Just turn the page to find out if
you were right.
Where in the world is …?
Mauritius
previous page:
A statue of Shiva and
a Hindu temple at
Grand Bassin Lake.
this page:
The Chamarel waterfall
and (below) the
now-extinct dodo
which lived on the
island of Mauritius.
Carl Mayo, chief
executive of G4S
Mauritius (standing)
and colleagues look
forward to the future
with confidence.
When the Dutch arrived
at the main island of what is now
the Republic of Mauritius, they
named it in honour of Prince
Maurits van Nassau. After the
French took over the island it
was renamed île de France, but
reverted to Mauritius after the
French surrendered to a British
invasion in 1810.
Today, these influences are
evident in many forms but
particularly in the languages used
by the country’s one million
inhabitants. English is spoken in its
Parliament – the only place where
it is the official language – but
members of the National Assembly
are also allowed to address the
chair in French. English is also used
in government and the courts
but most newspapers and media
opt for French. Most people are
fluent in both, as well as speaking
Mauritian Creole.
Situated in the Indian Ocean,
although 2,000 kilometres from
the south-eastern coast of
Africa it is still regarded as part
of that continent. The republic
also includes the Agalega Islands,
Cargados Carajos Shoals (Saint
Brandon) and Rodrigues island.
Since it achieved independence
in 1968, Mauritius has developed
a diverse economy enjoying
remarkable growth in a
number of sectors, including
tourism, finance and
industry. Its capital, Port
Louis, is Africa’s wealthiest
city and the island has
become one of the most popular
holiday destinations on the globe,
particularly with honeymoon
couples.
G4S entered the Mauritian
market in mid-2007, striking up a
joint venture with a local partner,
The Rogers Group, the island’s
largest corporation.
Through the leverage of strong
local and international brands,
the business has been able to
flourish and is currently challenging
the apparent dominance of an
established global competitor.
G4S Mauritius is currently
supplying services in the manned
security, facility management and
systems fields. It has also entered
the cleaning sector with the
acquisition of a local company,
which takes the total G4S
workforce on the island to 600,
and further expansion is planned.
Using curfews to
change behaviour
Electronic monitoring offers new opportunities for
offender management, as well as providing a range of
solutions that extend beyond the justice system
Confidence in the use of electronic
monitoring for offenders, as an alternative to
custody, is growing. So, too, is its geographic
spread as more governments examine its
potential and conduct pilot schemes to test its
capabilities.
As a result, those justice systems that are
already using the equipment are now exploring
better ways of doing so, using carefully planned
curfews in order to achieve the best results.
Technological advances in electronic
monitoring (EM) during the past two decades
are also creating new opportunities. What is
now needed is for those involved in managing
offenders to recognise and make the most of
those opportunities.
Who says so? A Joint Criminal Justice
Inspectorates’ report, published in the UK by
the Ministry of Justice (MoJ) in October last
year, concluded that “electronically monitored
curfews have the potential to make a powerful
contribution to the effective management of
sentenced offenders” but they were “a missed
opportunity”.
It is a conclusion that G4S Care & Justice
Services (UK) welcomes and with which it
agrees. It is working with others to implement
this recommendation – for example, through an
MoJ Steering Group, on which it has a seat, and
by taking other actions.
Among those who are showing a keen interest
in using curfew compliance monitoring to the full
is Jane Nadin, a South Yorkshire magistrate, who
wanted a better understanding of the tagging
system and its potential.
She arranged with G4S senior relationship
manager Tracy Eadie to be fitted with a tag for
28 hours and to be under a curfew between the
hours of 6pm and 7am.
“As part of the experiment, Tracy and I had already
discussed the fact that I would deliberately breach
my curfew,” Mrs Nadin explains. “This gave me
the opportunity to find out just how sensitive the
equipment was. I was very impressed when I got the
print-out from the control centre which reported
just when I had left the house and for how long. That
really brought it home to me that G4S were fully
aware, should a subject breach their curfew order.”
She described it as “a very positive experience”
when she was invited to give an account of the
28 hours she was tagged at the Joint Sentencers
the incredible flexibility of EM as a management tool.
Sometimes, their decisions need to be taken with
others in mind – such as in cases where there is a
known victim – so that the curfew imposed ensures
the offender is at home when the victim needs to be
out, collecting a child from school, perhaps, or even on
their way to and from work.
Traditionally, curfews have been night-time detentions,
requiring offenders to remain in their homes for
12-hour periods, from dusk to dawn, and that’s still the
norm for three-quarters of those whom G4S is asked
to tag. But those responsible for offender management
are beginning to experiment with complex scenarios
Conference in South Yorkshire, attended by 240
Justices of the Peace, Her Majesty’s Courts Service
staff and probation officers. The meeting’s theme
was “Increasing Judicial Confidence in Community
Sentencing”.
There are many ways in which curfews can be used
effectively, says Richard Morris, managing director of
G4S Electronic Monitoring (UK), which tracks the
movements of nearly 12,000 people on a daily basis
and has seen significant growth in its operations in
recent years. Those who decide how best to deal with
offenders, he says, are becoming increasingly aware of
that can be easily accommodated by EM systems.
The hardware has changed little: it involves a
personal identification device (tag) fitted around the
subject’s ankle, which transmits radio signals to a home
monitoring unit which, in turn, relays data to the G4S
control centre via GPRS (the mobile phone network).
The software controlling EM, on the other hand,
has become more sophisticated, allowing for greater
flexibility.
So, for example, the curfew imposed on a dealer
found guilty of selling drugs to children requires him to
be housebound daily at the start of the school day, at
lunchtimes and again at the end of the school day.
Football hooligans have curfews imposed on them
that coincide with their teams’ match days and at
weekends.
And a prolific shoplifter is given two curfew periods
a day: from 9am to 2pm and from 4pm to 9pm, to
keep her away from the shops as much as possible.
The free periods allow her to take her children to and
from school.
The system can even accommodate multiple
addresses and one 14-year-old boy received a curfew
at both of the homes of his separated parents, to fit
around their custody arrangements.
All the above examples are
actual cases dealt with by
G4S in the UK. The company
is also involved in a two-year
“Intensive Alternative to
Custody” pilot scheme which
began in April this year, run
by the Greater Manchester
Probation Trust.
This is targeted at
18–25-year-old male offenders
and offers them an alternative
to a prison sentence of less
than 12 months. G4S Care &
Justice is managing enhanced
EM curfews and a community
outreach service as part of the
scheme.
There are, of course, very
sound financial reasons for
a government to encourage
non-custodial punishment and
control instead of a prison
sentence. It costs far more to
house and feed an offender in a
custodial facility than to impose
detention in a subject’s own surroundings. But, of
course, economics are not the only consideration.
Targeted curfews can be extremely beneficial
to those offenders prepared to learn from the
experience. As well as enabling them to enjoy certain
freedoms, the curfew system also removes some
of the temptations that got the person in trouble
with the law in the first place – drugs, alcohol or the
presence of individuals who are a bad influence.
Many of those who are tagged respond well to the
stability, structure and supervision which EM gives to
their lives. This is borne out by surveys carried out for
G4S by Leeds University in 2005. And in 2008, four
out of every five of the 2,000 respondents to a G4S
exit questionnaire agreed that being on a tag meant
they “had stopped offending”.
As well as running a large EM operation in the
United States, G4S Justice Services, Inc, provides
technical sales support to local G4S companies around
the world which are bidding for EM contracts. It is
also responsible for manufacturing the monitoring
equipment that is used.
Whereas the UK and most other countries are
using radio-frequency equipment, the US has been
developing GPS devices for several years, using
the same principles as satellite navigation systems.
It provides more information about a person’s
whereabouts, can impose restrictions on them
entering specific places or even towns, and that, says
G4S Justice Services’ chief executive officer Blake
Beach, is clearly where EM is heading.
“A lot of the GPS development in the US has been
driven by asylum issues, as well as domestic violence
and sexual predator cases, all of which have a need
to know where those people are at all times. Prison
overcrowding is also an issue in the US, as it is in other
countries. The rest of the world is now interested in
the GPS solution, so it looks like some countries just
embarking on EM pilots are going to skip an entire
generation of technology and go straight to GPS …
now that it is becoming more reasonably priced.”
There are also non-justice applications for electronic
monitoring, including the use of tags on individuals
with Alzheimer’s that will raise an alarm if they wander
away from the safety of their homes or nursing
facilities.
But whereas EM was developed as a form of limited
detention and punishment that would result in a swift
response from law enforcement agencies if the subject
left a restricted zone, the advent of GPS will almost
certainly blur the boundaries between custodial and
commercial demands.
With the miniaturisation of GPS transmitters and
the dramatic drop in their cost, they will become a
very common method of asset tracking. They could
be attached to virtually any valuable or special item so
that owners can personally monitor their whereabouts
and know if they are moved. But that will doubtless
result in moral dilemmas, particularly in matters
relating to human privacy and freedom.
Only time will tell whether that is considered a
small price to pay for maintaining law and order in an
increasingly troubled world. ❚
Intelligent
approach to
global risks
G4S Risk Management launches a subscription
service to keep customers aware of current threats
and hazards to their businesses and employees
Globalisation brings many benefits to
those corporations which have successfully expanded
their businesses around the world. But it also has its
downside.
It requires businesses to anticipate economic
and political trends in various countries and
make judgments about how best to exploit those
opportunities or mitigate their adverse effects,
whether already established in a region or considering
investment.
At the same time, senior executives must recognise
the risks that confront the employees they send
abroad to visit or work in certain regions of the world
and, in particular, those countries that are widely
considered to be dangerous. It is a duty-of-care
responsibility that needs to be taken very seriously.
The problem for many companies is that senior
managers seldom have enough local intelligence on
which to make their judgments. They will be aware of
trends and speculation carried in the global media, but
they lack up-to-the-minute reports of rapidly changing
situations from those with “their ears to the ground”:
well-connected and informed observers who can
“read” situations and predict the likely outcome.
It is a situation that G4S has faced many times during
its rapid expansion, to the position where it now has
operating companies in over 110 countries. As a result,
it has become adept at keeping its finger on the pulse
of the nations in which it has a presence, responding
to changes as they arise.
Now, through its G4S Risk Management business, it is
sharing that expertise with others by establishing a webbased Global Intelligence System (GIS) that extends its
reach far beyond its own operational range.
Subscribers have access to up-to-the-minute
geopolitical intelligence on individual threats and
hazards in over 220 countries, territories and
dependencies. GIS does this by drawing on detailed
information from a comprehensive range of privileged
and open sources, as well as from in-country contacts
throughout the entire G4S global footprint. That
information is available to clients through searches on
its dedicated, password-protected, internet portal.
It means that subscribers with access to the web
can obtain vital information, around the clock, from
anywhere in the world. This could be about global
security incidents that suddenly flare up and, perhaps,
subside just as quickly.
Those requiring political and security risk analysis for
continuity planning can obtain detailed assessment of
various threats, ranging from micro-security risks (lowlevel crime, limited infrastructure and environmental
hazards) and strikes, riots and civil commotion,
through to serious organised crime and terrorism.
G4S’s GIS also alerts its subscribers when there are
risks of insurgency, guerilla and civil war, as well as
warning of international armed conflict, abduction and
the threat of kidnap for ransom and extortion.
A choice of daily, weekly and monthly incident
alerts, reports and analysis is available, with companies
choosing their level of subscription based on the
number of users and how many countries on which it
requires information.
“We believe GIS is the most comprehensive and
user-friendly intelligence system available,” says Dan
Smith, head of Research and Analysis for G4S Risk
Management. “GIS helps businesses to develop
suitable contingency and security plans to help protect
their assets, ensuring their business and employees
operate safely and effectively.”
G4S Risk Management is inviting potential
subscribers to try out GIS on a 30-day free trial at
www.gis.g4s.com, which also provides a demonstration
of the Global Intelligence System’s global capabilities. ❚
updates
Back issues of G4S
International can
be viewed and
downloaded on
the Group website:
www.g4s.com
on topics previously discussed in the magazine
BIOMETRICS:
DNA
Israel
Scientists in Tel Aviv claim that
it is possible to fabricate blood
and saliva samples to match the
profile of an innocent person and
then engineer a crime scene with
this false data. All that is needed
is access to a DNA profile in a
database. No tissue from the
individual is required.
“Any biology undergraduate
could perform this,” said Dan
Frumkin, lead author of a paper
published online by Forensic
Science International: Genetics.
Dr Frumkin is the founder of a
company that has developed a test
to distinguish between real DNA
samples of blood or saliva from
fake ones.
United Kingdom
DNA gathered at a murder scene
may help clear the name of one of
the 20th century’s most notorious
murderers, Dr Hawley Crippen.
The American physician was
executed in 1910 for the gruesome
killing of his wife, Cora, a music
hall singer.
He was found guilty of poisoning
her, dismembering her body,
dissolving parts of it in acid, and
burying the mutilated remains
beneath the floor of their North
London home before setting sail
for Canada with his lover.
But now forensic scientists in
the US say his execution is “the
most serious miscarriage of justice
in 100 years”. They claim to have
established, using the latest DNA
techniques, that the remains were
those of a man.
Dr Crippen always maintained his
innocence, telling friends that Cora
had gone to live in California. A
cousin of the convicted murderer
hopes that the new evidence will
result in a pardon.
See “DNA: more powerful than
a fingerprint”, G4S International,
September 06, pages 44–45.
© PA Photos
Dr Crippen is escorted from
the SS Montrose in Canada
after his arrest. He was later
executed for his wife’s murder.
France
Police arrested 32 people and
seized jewels in June this year
as part of their investigation
into a spectacular Paris heist six
months earlier. Those arrested are
suspected of having taken part in
the attack on celebrity jewellers
Harry Winston in December
2008, or either assisting in the
preparations for the attack or in
the sale of the jewels.
Single diamonds worth £100,000
each were among the gems, gold,
pearls and cash stolen from the
jewellers, near the Champs-Elysées,
in what has been described as
“the most lucrative” raid in French
history. The total value is put at
£75 million.
Four robbers dressed as women
were involved in the crime.
United Kingdom
Three men have been arrested
COUNTERFEITS
Spain
Police in the port of Valencia, on
Spain’s east coast, arrested 14
people in August in connection with
the largest haul of forged €500
banknotes in European history.
They had a face value of eight
million euro (£7 million) – more
than the total of fake notes
previously confiscated by Spanish
police since the country adopted
the euro.
They described the garage
premises they raided as a
“sophisticated laboratory in the
process of producing eight million
euros” using machinery bought in
France and expensive chemicals
and dyes imported from China.
© PA Photos
DIAMONDS
under suspicion of involvement in
Britain’s biggest jewellery heist in
which 43 items, encrusted with
almost 1,500 diamonds and valued
at around £40 million, were stolen
in August.
Warning shots were fired by the
robbers in an attack on Graff, in
London’s Mayfair.
Two smartly-dressed men carried
out the robbery and appeared
to make no attempt to disguise
themselves from Graff’s CCTV
cameras. But police now believe
they had arranged for a professional
make-up artist to alter their
appearance by using liquid latex to
age them, on the pretext that they
were appearing in a pop video.
Spain is believed to be the
biggest user of €500 notes in
the Eurozone because of their
popularity in “black money”
transactions.
acquired it after Drees’s death in
1988.
While on display in 2006 a space
expert informed the museum that
it was unlikely that NASA would
have given away any moon rocks
just three months after Apollo’s
return. An investigation by the
Rijksmuseum has confirmed that
the object is “a nondescript,
pretty-much-worthless stone”.
Moon rocks have been
presented to more than 100
countries by NASA but most
of these have come from later
missions.
Netherlands
A piece of “moon rock” that has
been owned by the Rijksmuseum
in Amsterdam for over 20 years is
a fake. It is just a lump of petrified
wood.
Its provenance seemed beyond
doubt, having been presented
to former Dutch prime minister
Willem Drees as a private gift
from the then-US ambassador,
during a visit by the three Apollo
11 astronauts to Holland after the
first moon landing.
The Dutch national museum
See “Diamonds are still
trumps”, G4S International,
Issue 2/09, pages 38–41.
See series on “Counterfeits”, G4S
International, June, September
and December 2008.
on topics previously discussed in the magazine
INTERNET
British computer hacker
Gary McKinnon faces
extradition to the US.
United States
A 28-year-old computer hacker has
been accused of the largest theft of
confidential data in US history.
To the embarrassment of the US
secret service, it has been revealed
that Albert Gonzalez was once
one of their informants, helping
them to track down hackers. It
is now alleged that he used his
links to the secret service to warn
criminals about investigations.
Gonzalez was indicted by a
federal grand jury in August for
allegedly stealing data from 130
million bank accounts via retailers
and financial companies’ computer
networks. He was already in
prison, awaiting trial in another
hacking case. Two unnamed
co-conspirators located in or near
Russia are also charged in the
indictment.
Meanwhile, police commissioner
Raymond Kelly revealed in
April that the New York Police
Department (NYPD) was
experiencing 70,000 attempts each
day to break into its computer
system. These attempts, he said,
were from mystery hackers mostly
based in China.
In the same month, the Wall
Street Journal reported that Chinabased hackers had successfully
broken into the Pentagon’s
computers and gleaned design
features of the F-35 Joint Strike
© PA Photos
updates
Fighter jet programme.
United Kingdom
Young people with “unconventional
– and not strictly legal” computer
talents could be offered work at
a new cyber security operations
centre at GCHQ, the UK
government’s Communications
Headquarters which is part of the
country’s intelligence and security
service.
They will be recruited, according
to Lord West of Spithead,
the Security minister, in the
fight against “attempts, many
orchestrated from abroad, to
infiltrate the national computer
network”, according to a report in
The Independent in June.
Promising that GCHQ would not
recruit any “ultra, ultra criminals”,
Lord West said: “We need
youngsters who are absolutely into
this stuff. If they have been naughty
boys, quite often they enjoy
stopping other naughty boys.”
It seems unlikely that Gary
McKinnon, the Briton who hacked
into 97 US computers, including
Pentagon and NASA systems,
during 2001 and 2002 in search
of evidence that UFOs exist,
will be offered a job at GCHQ.
The unemployed computer
programmer, who has Asperger’s
syndrome, faces extradition to the
US and the possibility of up to 70
years in prison.
His search, which was conducted
from the bedroom of his North
London home, has been described
as “the biggest military hack of all
time” and cost £436,000 to repair
the damage caused.
See “Phishing”, G4S International,
September 06, pages 26–27.
© Mark Lloyd
G4S-sponsored
sailors reach world
championship finals
The G4S-sponsored Skandia Team GBR
sailing squad performed impressively at the 49er sailing
world championships at Lake Garda, Italy, in July.
The six-day event, held at the Fragolia Sailing Club,
involved over 70 entrants in a series of qualifying
races, culminating in the final medal race in which 10
boats competed.
Four of the top ten two-man crews who made it
through to the finals were Skandia Team GBR members,
including Stevie Morrison and Ben Rhodes, who finished
in fourth place, and Chris Draper and Peter Greenhalgh,
who were placed sixth. Both these crews are also
receiving individual sponsorship from G4S.
In the run-up to 2012, the 49ers will be battling
for the honour of representing Great Britain in the
Olympics. There is only one place available in the
British team for this particular event, which made its
debut at the 2000 Sydney Games.
It requires great agility and athleticism from the
crews as they endeavour to outperform their rivals
in small, double-handed, twin trapeze sailing dinghies,
powered by huge sails.
Earlier this year, G4S announced renewal of its
sponsorship of the British sailing team (see G4S
International, Issue 2/09, pages 32–33). It has been a
Silver level sponsor and exclusive security provider to
Skandia Team GBR, in the Olympic and Paralympic
classes, since April 2006.
G4S provided security and support services to
the team as they competed around the world in
the lead up to the Olympics in 2008, taking care of
team logistics, translation and security needs on the
ground in Beijing. In doing so, it made an important
contribution to Skandia Team GBR’s most successful
Olympics to date.
Morrison and Rhodes also enjoyed individual
sponsorship from G4S at that time and, as well as
renewing that arrangement, G4S has also signed a
partnership with the newly-formed 49er crew of
Draper and Greenhalgh. ❚
Young Peruvian athlete
joins G4S 4teen
Action Images/Pilar Olivares
Greco-Roman wrestler replaces Kazakhstan weightlifter
who won gold in Beijing
When Ilin Ilya became the first member of the
G4S 4teen international sports programme to win an
Olympic gold medal, his phenomenal success created
an unexpected opportunity for another young athlete.
The Kazakhstan weightlifter had been an integral part
of the G4S 4teen initiative since its launch in June 2007,
with Olympic legend Haile Gebrselassie
as its global ambassador and
mentor to the youngsters.
The programme was
conceived to support
and motivate 14
promising young
sportsmen and
sportswomen
from around
the world who
showed potential
for winning
medals in the 2012
Olympics in London.
But Ilin exceeded all
expectations by taking
gold in his very first
Olympics, in Beijing.
At the age of 20,
Ilin beat the rest
of the world in
his weight
category
(94kg) by
snatching
180kg and
jerking
226kg:
a remarkable total of 406kg which won him an Olympic
gold medal.
Having exceeded all expectations so early on and
having achieved the programme’s goals an incredible
four years ahead of schedule, it was agreed that Ilin
should step aside from G4S 4teen to give another
young person the opportunity to follow in his
footsteps and learn from his experiences.
G4S announced Ilin’s departure in January this
year and embarked on an extensive search for
a replacement, working with National Olympic
Associations to identify a suitable candidate.
Eduardo Palas, a 17-year-old Greco-Roman wrestler
from the San Juan de Lurigancho district in Lima, Peru
(pictured left), was revealed as the new G4S 4teen
member on 4 August, following a long selection process
run in conjunction with the Peruvian Institute of Sport.
With an impressive list of achievements already to
his name, Eduardo has demonstrated determination,
courage and tenacity in becoming Peru’s top junior
wrestler.
Like other G4S 4teen members, Eduardo will
receive the ongoing support of the local G4S
company, as well as access to G4S’s international
network of staff and athletes around the world.
In addition to receiving financial support to help
him with training, equipment and travel to major
competitions, Eduardo will be provided with training in
key life skills, including computing and foreign language
lessons, as well as help in raising his profile at home
and abroad.
Eduardo will also be invited to G4S training camps
around the world over the next three years, where he
will meet up with fellow 4teen athletes and gain vital
experience from some of the world’s leading experts
and sporting legends.
Welcoming Eduardo Palas to the 4teen programme,
its mentor, Haile Gebrselassie, said it was great that
the young Peruvian was bringing a new sport to the
team. ❚
news
G4S scoops
Investor
Relations
award
G4S has been named the top
quoted company for Investor
Relations in the Support and
Business Services Sector of the
36th Thomson Reuters Extel survey.
The complete results cover 31
Pan-European industry sectors,
all major European countries and
include extensive trend analysis on
the growing relevance of IR to the
investment community.
Commenting on the achievement,
G4S CEO Nick Buckles said: “The
current climate has underlined the
importance of developing close
relationships with investors and we
are delighted that the efforts of
our IR team, and in particular our
director of Investor Relations, Helen
Parris, are paying off.”
AHMED conquers Mont Blanc
Security officer Ahmed Ben
Zahraa, who works for G4S Secure
Solutions (Belgium), was beaten
by bad weather when he made his
first attempt to climb Mont Blanc,
western Europe’s highest mountain,
earlier this year.
Together with colleague Miloud
Messaoudi, field supervisor,
manned services, he had spent
months preparing for the challenge.
After reaching a mountain hut at
3,200 metres in a blizzard, guides
advised the pair to go no further
because of deteriorating conditions.
Safety must come first, so they
took that advice and descended
from the mountain. Other climbers
on the mountain at the same time
who ignored the conditions died
during the storm.
Despite that experience, Ahmed
Ben Zahraa was determined to
conquer Mont Blanc and so he
made a second attempt in August.
This time the weather was kind
to him and at 20:00 on 4 August
he unfurled the G4S flag on the
summit, at an altitude of 4,810
metres.
As well as being a great personal
achievement, Ahmed’s climb to the
top is an inspiration to others. It
demonstrates that for those who
don’t give up anything is possible.
Support for conservation is running high
Since its inception in 2000, the
Safaricom Marathon in Kenya has
raised over one million US dollars
(£620,000) for a range of wildlife
conservation projects, as well as
assisting education, healthcare and
community development.
This year, for the first time,
G4S Kenya became a co-sponsor
with telecom provider Safaricom,
who are one of G4S’s premier
customers in East Africa.
A team of 40 G4S security
personnel provided assistance
throughout the marathon and
half marathon races on 27 June,
in which a thousand runners took
part.
A G4S fire engine also made an
appearance but, fortunately, its
services were not required.
The event takes place each year
on the Lewa Wildlife Conservancy,
which takes the runners through
some of Africa’s most breathtaking
scenery, and attracts competitors
from all over the world. Each team
is asked to raise a minimum of
100,000 Kenyan shillings (£814).
The proceeds benefit a variety of
projects located in the north of the
country.
As a co-sponsor of the
Safaricom Marathon,
G4S Kenya fielded an
impressive security team
news
Mine clearance
in Mozambique
David Hudson, NAMESA
regional president,
and his colleagues
give a big welcome to
disadvantaged children
at the G4S Happy Day
event in Delhi – one of
64 participating locations
in 27 countries.
10,000 smiles greet Happy Day
Of the numerous events around
the globe which reflect G4S’s
corporate social responsibility,
the biggest and most diversified is
undoubtedly “Happy Day”.
For the second year, G4S’s North
Africa, Middle East and Southern
Asia (NAMESA) region set about
bringing joy and happiness to
disadvantaged children at 64
locations throughout the 27
countries in which it operates.
The fun-packed “Happy
Day” is seen as the company’s
commitment to future generations
and this year it reached out to
10,000 children. Those invited to
the events were either disabled,
HIV-infected, orphans, poor,
disadvantaged or underprivileged
youngsters.
Every country in the region
planned its own day in which G4S
executives played a leading role,
dressing up in themed costumes
and joining in the games.
David Hudson, regional
president, G4S NAMESA,
used the occasion to
announce “scholarships” for 10
underprivileged children for a
period of five years. They have
all been living with their mothers
in Delhi Jail Crèche, which is also
supported by G4S, and it is hoped
that this additional support will help
steer them in a better direction.
“This is the day that G4S has
dedicated to help those children
who are less privileged than us,”
David Hudson said in a message
to the region. “It is a day with one
clear objective: to bring a little
fun to their lives and a smile to
their faces … and then we will feel
generously rewarded.”
G4S Risk Management has been
awarded a contract by South
Africa’s largest oil and gas company,
SASOL, to carry out a landmine
and unexploded ordnance survey
and clearance programme in
Mozambique.
Ten teams from the company’s
Ordnance Management division,
made up of around 500 African
and European de-miners and
vegetation cutters, are being
deployed to clear around 1,000
square kilometres of land in the
Pande/Temane region.
When completed, SASOL
will be able to lay thousands of
kilometres of seismic lines which
will facilitate exploration for oil and
gas deposits.
G4S has been providing
ordnance management since
1994 and its teams have operated
in over 24 countries, including
Afghanistan, Cyprus, Iraq, Nepal
and South Lebanon. During that
time it has cleared thousands
of kilometres of land and
destroyed over 20 million items of
unexploded ordnance.
Back to grass roots for Events boss
Very few, if any, of the 450,000plus spectators, or the tennis
players they came to see at The
Championships in Wimbledon,
south London, this summer would
have noticed anything different
about one of the team of 700 G4S
security officers on duty.
But among them, wearing the
same uniform and performing the
same duties, was Mark Hamilton,
managing director of G4S Events.
He chose this year’s Wimbledon
event to apply his “back to
the floor” philosophy, working
alongside officers performing bag
and perimeter searches, escorting
players, checking tickets and
carrying out anti-ticket touting
surveillance.
Hamilton, who has been involved
in security and crowd safety
management for over 35 years,
became head of G4S’s Events
division when his company, Rock
Steady, was acquired by G4S in
2008.
“Providing the range of
services we do for Wimbledon
is fantastically exciting, but also
a very real challenge,” says
Mark Hamilton. “I believe it’s
important that senior management
understand the responsibilities of
front line employees, who work
tirelessly to ensure the health and
safety of the public at events such
as this throughout the year.”
Doug Hewitson, managing
director of G4S Secure Solutions
(UK), added: “Mark prides himself
on attending as many of the
events that G4S provides services
to as possible. This approach
ensures that he fully understands
customers’ needs and that his
operation is reflective of our focus
on ensuring that senior managers
engage in all aspects of a project.
“We encourage all of our senior
executives to familiarise themselves
as best they can with customers’
needs. Donning the uniform is a
great way of achieving that.”
G4S has had a 20-year
involvement with The
Championships at the 42-acre All
England Club.
Quenching thirst for water protection
A major electronic security
protection system is being
installed by G4S at 33 reservoirs in
southern England.
The contract, awarded by Sutton
and East Surrey Water, recognises
G4S’s position as the UK’s leading
protection specialist for critical
national infrastructure (CNI). G4S
will install and maintain CNIguard
smart sensoring systems at the 33
reservoirs across east Surrey, parts
of west Sussex, west Kent and
south London.
This will ensure that Sutton
and East Surrey Water is in
better compliance with measures
laid down in the Security and
Emergency Measures Directive
1998, a government directive which
aims to protect water supply and
sewerage services from disruption
by civil emergencies or security
events (see “A fresh approach
to water”, G4S International, Issue
2/09, pages 34–37, for other
examples of G4S’s water-related
security contracts).
Simon Thomson, security
manager for Sutton and East
Surrey Water, said that G4S had
“demonstrated that it had the
resources and expertise to provide
a joined up security service to
protect our reservoirs. We are
confident that our partnership
will enhance our already strong
security arrangements.”
Keith Whitelock, managing
director of G4S Technology, said
the company was delighted to have
been awarded the contract by
“one of the leaders in the sector
of planning for and implementing
this type of solution, and we are
very pleased that we can help to
maintain security across its most
critical sites.”
Security and strawberries:
two of the key
ingredients for a
successful Wimbledon
tennis championship.
news
Kazakhstan
has its eye on
the ball
Adventurer reaches Mongolia in taxi
Neil Goldsmith in the
driving seat, with Phil
Shingler, G4S Cash
Solutions (UK) sales and
marketing director, whose
support and promotion
of the project was
instrumental in turning
Neil’s dream into reality.
His charitable journey
from England to Mongolia
took him and his white
taxi across 16 countries.
Why would anyone choose to
drive a third of the way around
the world in a London taxi?
Neil Goldsmith provides a fourword answer: “for charity and
adventure”.
Having hear about the Mongol
Rally from a friend, Neil – a
commercial accountant with G4S
Cash Solutions (UK) – decided it
was the perfect way to spend a
summer holiday, as well as raising
at least £1,000 for charity, which
was the minimum requirement for
all teams. He had to wait three
years before getting a place on the
popular adventure.
Last year’s competitors
raised £200,000 (see: http://
mongolrally09.theadventurists.com
for more details).
All that was required for Neil’s
team of four, and the other 450
teams taking part, was to motor
from Europe to Mongolia. It wasn’t
a race: there was just a start
date and a finishing line with no
dedicated route to follow.
Neil’s team drove through 16
countries, knowing they would
have no support from GPS or the
organisers, in order to reach the
rally’s final destination – Ulaanbaatar,
Mongolia’s capital. But having got
as far as Russia, a visa mix-up
prevented Neil from completing
the final leg. That honour went to a
solitary teammate.
Their white cab proudly
displayed a G4S logo throughout
the arduous journey, in recognition
of £500 of support for his
adventure from G4S staff. Neil and
his team raised over £6,000 which
will help several charities, including
the non-governmental Children
and Young People’s Protection
and Development organisation
which is tackling the problem of
homelessness, abuse, trafficking
and other forms of exploitation of
the young.
And the taxi? That was donated
to charity, too. Neil and his team
couldn’t face driving all the way
back in it.
It isn’t every day that a G4S
security officer comes face-toface with one of England’s top
footballers. So, even though
England had beaten Kazakhstan 4-0
in their 2010 World Cup qualifying
match at the Central Stadium
in Almaty on 6 June, Bakhit
Suleymenov was keen to collect a
few autographs.
As a member of the G4S team
protecting Almaty Airport, Bakhit
was hopeful that an opportunity
might present itself when the
England players flew home, so he
took his own football to work that
morning.
Striker Wayne Rooney, who
scored England’s most spectacular
goal in the match, was among
those happy to oblige.
G4S Kazakhstan has been
providing security services at the
airport for seven years and has
a security team of 150, mostly
providing perimeter protection.
Passion and protection among the Pyramids
Microsoft describes its “Imagine
Cup” challenge as one way it is
“encouraging young people to apply
their imagination, their passion,
and their creativity to technology
innovations that can help solve the
toughest problems facing us today”.
In the last year, no fewer than
300,000 students from more than
100 countries and regions initially
responded to its challenge, of whom
59,000 eventually competed and
444 from 70 countries made it to
the Imagine Cup World Finals held
in Cairo in July.
For most of the students it
was the culmination of a year’s
hard work and dedication, but
for Mohamed EzzEldin, managing
director of G4S Egypt, and his team
it was the start of a marathon effort,
delivering 11,000 hours of manned
security in seven days, as over 1,000
people converged on the Egyptian
capital for the finals.
Planning for the software giant’s
Imagine Cup World Finals, which
was first held in Barcelona, Spain,
six years ago, begins as soon as
the previous year’s event has
finished, and the security element
commenced in February 2009.
The brief was demanding. The
finalists stayed in three hotels and a
range of additional venues, including
Cairo’s major tourist attractions,
were also included in the security
plan. For example, the Citadel, one
of the most impressive sites in
Egypt, was used for the opening
ceremony and the Pyramids at Giza
provided the magnificent backdrop
for the closing ceremony.
As often happens with largescale events, unexpected issues
arose and had to be handled
speedily and effectively. One
finalist arrived in Cairo suffering
from the H1N1 virus and, following
standard Egyptian procedure,
was taken into quarantine. G4S
provided all the support needed
to make sure the student was
comfortable, liaising with Microsoft
to ensure his well-being.
Late night planning and rapid
changes to schedules ensured that
the competition continued with no
major interruptions and it concluded
successfully with the winners at the
foot of the Pyramids.
Tom Marshall, G4S regional
managing director for Egypt and the
Levant, paid tribute to the security
team. “They embodied all that is
good about G4S and the NAMESA
region,” he said. “They showed true
team spirit and worked hard to
exceed the customer’s expectations
and go that extra mile.
“I don’t think Mohamed EzzEldin
slept for eight days. He seemed
to be able to be in three places at
once and the team never lost their
sense of humour. A job well done.”
The top three teams
celebrate their success
at Microsoft’s “Imagine
Cup” finals in Cairo.
Outstanding contribution recognised
Ian Nisbet, chief executive of G4S
Cash Solutions (UK & Ireland),
received the “Building the Future”
award at the annual lunch of the
British Security Industry Association
(BSIA) in July.
This recognises an individual’s
outstanding contribution to raising
the profile of the security industry
and improving its practices.
Brian Sims, editor of SMT Online
and one of the two presenters of
the award, said Nisbet, in his role
as chairman of the BSIA’s Cash and
Valuables in Transit Section since
2006, “has been instrumental in
driving forward the association’s
ongoing campaign to reduce cashin-transit attacks”.
The award is determined by
previous winners and is bestowed
on the person or organisation that
has created the most significant
footprints towards a vibrant,
professional and mutually profitable
security guarding industry.
Two G4S Cash Solutions crew
members were among those
who also received special awards
for outstanding service, which
recognised their courageous or
meritorious actions.
Also collecting an award at
the event was G4S’s Ministry of
Defence pre-employment screening
team of Gurkhas whose dual
role requires them to be training
support tutors for the British Army
as well as security officers.
G4S
worldwide
Countries in which G4S operates
North America
Canada
●
United States
Europe
For more information about G4S
and its operations, visit: www.g4s.com
Austria ● Belgium ● Bulgaria ● Czech Republic ●
Cyprus ● Denmark ● Estonia ● Finland ●
FYR Macedonia ● Greece ● Guernsey ● Hungary ●
Ireland ● Isle of Man ● Jersey ● Latvia ● Lithuania ●
Luxembourg ● Malta ● The Netherlands ● Norway
● Poland ● Romania ● Russia ● Serbia ● Slovakia ●
Slovenia ● Sweden ● Turkey ● Ukraine ●
United Kingdom
Asia/Pacific
Africa
Central/South America
Australia ● Afghanistan ● Bangladesh
● Bhutan ● Brunei ● Cambodia ● China ●
Guam ● Hong Kong ● India ● Indonesia ●
Iraq ● Japan ● Kazakhstan ● South Korea
● Macau ● Malaysia ● Nepal ● New Zealand
● Northern Mariana Islands ● Pakistan ●
Papua New Guinea ● Philippines ● Sri Lanka ●
Singapore ● Taiwan ● Thailand ● Uzbekistan
Algeria ● Angola ● Botswana ● Cameroon
● Central African Republic ● Congo ●
Democratic Republic of Congo ● Djibouti
● Gabon ● Gambia ● Ghana ● Guinea ● Ivory
Coast ● Kenya ● Lesotho ● Madagascar ●
Malawi ● Mali ● Mauritania ● Mauritius ●
Morocco ● Mozambique ● Namibia ● Nigeria
● Sierra Leone ● Rwanda ● South Africa
● Sudan ● Tanzania ● Uganda ● Zambia
Argentina ● Barbados ● Bolivia ● Chile ●
Colombia ● Costa Rica ● Dominican Republic
● Ecuador ● El Salvador ● Guatemala ●
Honduras ● Jamaica ● Mexico ● Nicaragua
● Paraguay ● Peru ● Puerto Rico ● Trinidad
& Tobago ● Uruguay ● Venezuela
Middle East
Bahrain ● Egypt ● Israel ● Jordan ● Kuwait
● Lebanon ● Oman ● Qatar ● Saudi Arabia
● Syria ● United Arab Emirates ● Yemen
Customers that see the challenge of securing their world more
holistically are able to protect critical assets more efficiently,
generate extra revenues, reduce costs and deliver a better
experience to the people they serve.
Recognise that the most secure and beneficial solutions come
from understanding the whole problem and the interdependence
of parts. Let us help you to see the opportunities that exist in the
challenge of securing your world.
Transforming security challenges into opportunities
For more information on G4S visit
www.g4s.com
ISSUE 3: 2009
The key to releasing wider benefits for our clients is to always
look at the bigger picture and consider solutions that transform
performance. To do this, we deliver world class project management
that brings together our expertise in logistics, technology, managing
the world’s biggest force of security personnel, and the knowledge
derived from providing security solutions in diverse regulatory
environments in 120 countries around the world. By doing this,
we offer governments and businesses secure solutions that deliver
more than the sum of their parts.
G 4 S I n t e r n at i o n a l
Our welfare and prosperity depend on us being able to operate in
a safe and secure environment. Sadly, in a world increasingly full of
risk, we have to focus even more on our security challenges. When
we do, however, most of us focus on the downside. At G4S, we
believe that in every security challenge there is an opportunity to
unlock hidden benefits that can help us to thrive and prosper.
ISSUE 3 09
Taking action on climate change:
Reducing our impact on the environment

taking action on climate change

Transcription

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