G4S International Issue 2 2010

Transcription

ISSUE 2 10
ISSUe 2: 2010
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.
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
Ports and ships
G4S sets new security standards in a vital sector
Taking a global approach to outsourcing
Eurovision: tight security … with a smile
How we support law enforcement agencies
G4S iNTeRNaTioNal ISSUe 2: 2010
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 GavIn Greenwood
His work as a newspaper and magazine journalist has included stints as
a wire service reporter (Reuters) and postings in Southeast Asia, Hong
Kong and East/Central Africa. Now UK-based, Gavin specialises in
regional political, security and defence issues, including work in complex
environments.
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.
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.
reflect the views of G4S.
PubliShed by: G4S plc,
The Manor, Manor Royal,
Crawley, West Sussex Rh10 9uN, uK Tel: +44 (0)20 8770 7000
Fax: +44 (0)1293 554406
Website: www.g4s.com e-mail: [email protected]
PRoduCed by:
baskerville Corporate Publications,
Suite 13, 27 Colmore Row,
birmingham b3 2eW
ediToR: Roy Stemman
Tel: (44) (0)121 233 2636
email: [email protected] 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.
51
InternatIonal
CONTENTS
Issue 2: 2010
security with a smile
RegulaR
OpiniOn
FeatuRe
expeRtise
4
Eurovision was music to the ears of G4S Norway
Climate action
8
It’s OK to do it at work
Among new contracts announced in our News pages is a
five-year international agreement with pharmaceutical and
healthcare company GlaxoSmithKline (GSK) to provide a
broad range of secure solutions in the UK and 28 other
countries in Europe, North and South America, and
elsewhere in the world.
The GSK contract illustrates the desire of multinational
businesses to outsource to a single secure solutions partner
capable of providing services in all their areas of operation.
Marc Shapiro makes some valuable observations about
the security issues that face businesses in this situation, and
how our International Accounts Division can assist, in the
“Going global” feature (pages 36–39) in this issue.
Police and law enforcement agencies are increasingly
partnering with the private security industry in some
countries. Gavin Greenwood (pages 32–35) gives some
impressive examples, including G4S’s own role in the UK,
where our cost-effective support for the police ranges
from operational, medical and forensic involvement in
their custody suites to being a recruitment facilitator and
consultant to more than 40 police forces.
Having featured aviation in the last issue, we now turn
our focus on another vital security sector – Ports – and
our global port solution (pages 14–17) which is headed by
David Fairnie. Take a look at the map which illustrates this
article and you will see that we already have a very strong
foundation on which to build and extend our considerable
capabilities in this sector.
exciting Cities – tel aviv
10
From deserted sand dunes to a world city
global port solutions
14
How G4S is setting new maritime standards
Meet the Management
18
Grahame Gibson, G4S chief operating officer
and regional president, North America
Where in the world is …
21
This landlocked country split in half by a river?
internet: approach with caution
23
Social networking raises new security
and privacy concerns
History Revisited
26
Even the ancient Egyptians knew the
value of biometric controls
g4s sports
29
A review of the Group’s various sports sponsorships
support for law enforcement
32
Providing skills on demand to police authorities
going global
36
G4S International Accounts advises on outsourcing
updates
40
Follow-ups to topics discussed in previous issues
Behaving badly
nick Buckles
CEO, G4S plc
43
Preventing antisocial behaviour developing
into something more sinister
news
45
4
g4s InternatIonal issue 2: 2010
SECURITY WITH A SMILE
why the eurovision song Contest was music
to the ears of G4s Norway
it was just a simple song, inspired by folk music and a lost
love, but when Fairytale won the Eurovision Song Contest in 2009
the implications for Norway were enormous.
Since Alexander Rybak, the young singer-songwriter
whose performance in Moscow last year
won the hearts of the judges, was
representing Norway, it meant that
the Scandinavian country was
automatically invited to host
the 2010 Eurovision
Song Content.
It had no hesitation in accepting. after all, the
eyes of the world – including up to 125 million
television viewers – are focused each year not
only on europe’s singers and songwriters in the
competition’s spectacular final but also on the
attractions of the host country.
Fortunately for norway, the impressive new
telenor arena at Fornebu had opened just three
months before alexander rybak ’s musical triumph.
northern europe’s largest indoor stadium, it stands
on land once occupied by the old oslo
airport, to the west of
the capital.
as well as being the home ground of stabæk IF, a
Premier league football team, it is also used for
other major events, such as concerts when it can
accommodate audiences of 25,000 people.
that meant that norway had a state - of-the -art,
multi-purpose venue that was capable of
staging the eurovision song
Contest (esC).
5
6
But what about the security demands that such
an occasion would present to the organisers? The
contest, after all, is not only the world’s biggest nonsporting live TV event but would also be Norway’s
largest, in security terms, since it hosted the Winter
Olympics at Lillehammer in 1994.
Telenor Arena is well-equipped with security
technology, including alarms, access control systems,
CCTV and intercom integration, all of which had
been installed by G4S Norway’s technology division.
In addition, it has a contract with G4S to provide
manned security in the form of mobile patrols, static
security officers and stewards for exhibitions.
So it was not surprising that NRK, the Norwegian
public broadcaster, awarded a contract to G4S to
provide security for the ESC, working alongside
the police, NRK, Telenor Arena’s own security
administrator and the fire department during the fourmonth period of preparations and final performances.
It took effect from February through to 15 June, two
weeks after the final was broadcast to the world. For
the preliminary period, a 60-strong security team was
assigned to the contract but that number jumped to
350 personnel by 15 May, in the run-up to the two
semi-finals and the spectacular final on 29 May.
G4S Norway drafted in experienced security
officers from other parts of the country to reinforce
its regular team at Telenor. Such was ESC’s popularity
that there was no shortage of volunteers: there were
even queues of employees eager to work extra hours
in order to make their contribution to the event.
In addition to providing a range of services at the
main venue, G4S Norway was also on duty at ESC
Village in Town Square, downtown Oslo.
Most people think of the Eurovision Song Contest
only as an entertaining television show. The reality,
however, is that it is – first and foremost – a live show
with a small army of performers, musicians, camera
crews and support staff as well as various audiences.
As a result, Telenor Arena had to accommodate
90,000 people over the five days during which two
semi-finals and then the grand final were staged and
broadcast.
Traditionally, those attending the three live shows
included foreign visitors, delegations, fan clubs,
hospitality guests and VIPs, all of whom had to have
their credentials checked by G4S before admission to
the arena. Audiences were also allowed to buy tickets
to view several dress rehearsals.
“During the live final, 18,000 people were gathered
inside the arena,” says Christian Rist, G4S Secure
Solutions (Norway)’s event manager. “NRK rented
the arena for this purpose and around 700 of
its people were actively involved in the event. In
addition, between 200 and 250 volunteers and 2,500
accredited journalists were also in attendance: a total
of 6,000 people accredited for ESC 2010.
“The European Broadcasting Union (EBU) required
37 accreditation zones in the arena during the event.
The large numbers involved and the complexity
of the arrangements set high standards for security
control, but G4S was thoroughly prepared so that
everything should flow well.”
Contingency planning is essential for events on this
scale, so a series of exercises were staged, including
evacuation, first aid and traffic control to test
responses to “worst-case scenarios”.
Whilst no one lost sight of security’s importance, the
G4S team was ever-mindful of the fact that, above all,
the Eurovision Song Contest is a fun event designed to
be “a celebration of music, unity and diversity”.
“We did our best to make sure that ESC 2010 was
an experience that people will look back on with
joy,” Christian Rist adds. “We put great emphasis on
providing good service and security with a smile.”
On the day of the grand final, millions of people
watching the event in over 45 countries will have
recalled the winning performance a year earlier of
Alexander Rybak which received an overwhelming
number of points, 387 – the highest score any country
has achieved in ESC’s 54-year history during which
1,200 songs have been performed.
His song, Fairytale, ranked number one on iTunes
throughout the continent, became the third most sold
single in Europe last summer and turned out to be the
biggest Eurovision Song Contest hit since Katrina and
the Waves won the contest in 1997.
That’s a result that all of this year’s participants
would have been hoping to emulate and only time will
tell how much of a boost the Eurovision Song Contest
will give to their careers.
As the performers departed and the organisers
began dismantling the stage on which this impressive
show had taken place, G4S’s work was not done.
There was valuable equipment to protect and
contractors to assist as the business of returning
Telenor Arena to its previous appearance continued
through to mid-June.
And then, of course, G4S’s role at Telenor also
returned to normal as its Events team got ready to
assist forthcoming exhibitions and concerts, as well as
providing a secure presence for Stabæk IF’s football fans.
Let us not forget that there was one unrecorded
winner at this year’s Eurovision Song Contest: G4S.
The courtesy and helpfulness of the G4S Secure
Solutions (Norway) team will have left a lasting
impression on many of those, from all over Europe,
who passed through Telenor Arena’s doors.
That was certainly the opinion of the contest’s
spokesman, NRK’s Peter Svaar, who congratulated
G4S on showing “professionalism and enthusiasm
during the weeks of preparation for the Eurovision
Song Contest and during the actual event”. He added:
“We were able to concentrate fully on producing a
great show whilst G4S provided security in accordance
with our specification.” ❚
FOR MORe iNFORMatiON …
For further information on the topics covered in this article, log on to www.g4s.com or e-mail [email protected]
opposite , top :
norway’s alexander
rybak performs
an encore after his
performance won the
2009 eurovision song
Contest and led to his
country hosting this
year’s event.
opposite , bottom :
Members of the g4s
team at telenor arena
have their eyes firmly
focused on security
screens during the
event, while technicians
ensure performances
are recorded perfectly.
centre : a warm
welcome from g4s
for all the eurovision
participants.
7
8
That’s the message a
California company tells
its workers … and it’s
helping to change G4s
Technology’s impact on
the planet
Our headline may suggest we’re condoning
unacceptable behaviour but nothing could be further
from the truth.
It is Jeanne Imbrogno, director of operations for
AMAG Technology – the US sales arm of G4S
Technology – who provides us with this useful insight
into the difference that often exists between attitudes
to waste management at home and at work.
“Most of our employees are environmentally
conscious at home,” she observes. “They are almost
certainly recycling and separating items into different
bins in accordance with their community waste pick
up programme.
“But that attitude only transfers to the workplace if
you give them an avenue to use it. They want to do it
but you have to give them a little push that tells them,
‘It’s OK to do it at work, too!’
“That’s what we’ve done and the results have been
very rewarding.”
Headquartered in Torrance, California, AMAG
Technology began looking at waste management as
part of introducing the ISO 14001 Environmental
Management System. Using it as the catalyst
for improvement, AMAG has drastically
reduced the amount of paper it
uses in its offices by going
digital, and has also cut
packaging costs by recycling cardboard.
“It’s good to re-use both sides of a sheet of paper
to halve the amount needed, but it’s better not to use
any in the first place,” Jeanne explains. “The amount of
paper we are not buying is huge.”
In addition, AMAG is either re-using the boxes in
which the G4S Technology products arrive, or finding
other uses for the cardboard, such as cutting it up and
using it as a filler, which also reduces the amount of
polychips it needs.
These efforts, undertaken by every employee, resulted
in savings of over $15,000 (£10,400) in 2008. The
company then discovered that the State of California
was also encouraging businesses to reduce the amount
of waste that goes to landfill with an awards scheme. Its
application has resulted in the recognition it was hoping
for, having been declared a winner in the state’s 2009
Waste Reduction Awards Programme (WRAP).
AMAG hopes its continuing waste management
and energy reduction efforts in 2010 will bring even
greater benefits.
In the UK, its parent company G4S Technology,
one of the foremost innovators and suppliers of fully
integrated security solutions throughout the world, is
just as committed to reducing waste.
As a manufacturer, it faces one of the biggest daily
waste management challenges within G4S. Like its
AMAG sales operation in the US, it also uses the ISO
14001 certified EMS to monitor and reduce waste.
By using an extensive range of recycling initiatives,
its monthly landfill waste dropped from 130 cubic
yards to just 21 during 2008 – a level it maintained
throughout last year. It then improved its waste
management further by adding food composting to its
environmental activities in 2010.
Among its many other achievements has been the
elimination of polychips as a filler, replaced mainly
by reused cardboard as well as shredded paper,
thus avoiding the need for new packaging. In its new
products, it has also introduced self-locking packaging
that eliminates the use of glue, staples or tape for
assembly.
G4S Technology, whose corporate headquarters are
at Tewkesbury, Gloucestershire, is also reducing its
carbon footprint in other ways, including replacing some
air freight with sea transportation, using non-bleached
boxes and minimising the use of new foam packaging.
The most valuable lesson that the entire Technology
division has learned, and is keen to share with others,
is that when you engage and inspire your employees
with the need to waste less and recycle more, they
respond eagerly.
They know it’s right: they just need the opportunity
to follow their instincts. ❚
9
10 g4s InternatIonal issue 2: 2010
11
exciting cities
THE cHAngIng fAcE of TEL AVIV
From deserted sand dunes to a thriving world city in just a century
it has been described as “the city that never
sleeps” and few who have visited Tel Aviv would
disagree. This sophisticated and vibrant Mediterranean
coastal city may not be Israel’s largest – Jerusalem
and Haifa are bigger in area – but its metropolis is
home to over three million people, almost half the
population of Israel.
And with its climate, beach, bars, restaurants and
entertainment, its attractions are obvious.
There is, however, much more to Tel Aviv than
sunshine and nightlife. Whereas Jerusalem is the
country’s political capital, Tel Aviv is its financial capital,
as well as being a flourishing cultural and business
centre.
Its urban area is also the Middle East’s second
biggest city economy and is home to 67 embassies.
Yet, it celebrated its centenary just last year.
It was in 1909 that a small group of Jewish families
moved from the overcrowded conditions of the Arab
town of Jaffa to establish a “Hebrew urban centre in a
healthy environment, planned according to the rules of
aesthetics and modern hygiene”.
The town was built on dunes purchased from
Bedouins just to the north of Jaffa and was the first in
the region to have running water. It has continued to
expand ever since and in recent times has been in the
process of transitioning from a medium-sized city to a
bustling international metropolis.
It was classified as a “world city” in 1999 and is a
strong candidate for “global city” status. As well as
expanding further to the north, it has also grown
vertically and boasts a mixture of skyscrapers, as one
would expect from a thriving commercial centre.
But it has not forgotten its past. Though Tel Aviv’s
forefathers left Jaffa to build on adjacent land, its
subsequent success as a city has seen it extend its
boundaries to the south as well, and its metropolitan
area now embraces Jaffa (or Yafo, to use its Arabic
name).
So, a city that is just 101 years old now incorporates
above : a g4s security team at tel aviv station as part of its contract with Israel rail.
left: the Israel Diamond exchange in metropolitan tel aviv is watched over by g4s security officers.
an ancient harbour which is mentioned in the Bible
and is possibly the world’s oldest port. The two were
merged into a single municipality 60 years ago when
its official name became Tel Aviv–Jaffa, to ensure its
name is preserved.
Preservation of another part of Tel Aviv – the White
city – which emerged in the 1930s is also a priority
and has been a UnESco World Heritage Site since
2004.
famous for its architecture, the buildings in this area
were designed and built by german Jewish architects
who had trained at the Bauhaus, the Modernist school
of architecture which the nazis closed in 1933. Some
settled in Israel and adapted the architectural style of
homes and schools to suit local conditions. The result
is claimed to be the world’s largest concentration of
buildings in the International style.
Plans to demolish some of the earliest settlements
at neve Tzedek, which had fallen into disrepair, were
abandoned in the 1980s and most have since been
renovated and preserved, transforming the area into a
fashionable, tourist attraction. There are plans to build
a Light Rail system for Tel Aviv’s metropolitan area but
with the economic downturn, construction appears
to be on hold. When it is constructed, it will make
it easier for visitors to journey to and explore this
fascinating and historic area.
Also starting at neve Tzedek and running north is
Rothschild Boulevard, one of the city’s busiest and
most glamorous streets. It is therefore a main tourist
attraction and visitors can marvel not only at the
shops but also the Bauhaus architecture, for this also
forms part of the White city.
Security, of course, plays a vital role in a bustling
tourist area, so the g4S brand and presence have
become familiar sights for residents as well as visitors.
In fact, g4S Israel has long played a significant role
in the city ‘s security, having been operating in Tel
Aviv for more than 70 years. The company began as
Hashmira in 1937 – establishing its first branch in Tel
Aviv more than 10 years before Israel’s Declaration of
Independence (14 May, 1948). It was acquired by g4S
in 2002
Leading media companies, multinationals, major
banks, financial institutions, insurance companies,
embassies and tourist locations are among those
protected around the clock by g4S manned security
teams. Also benefiting from g4S secure solutions
are a variety of office complexes, shopping malls and
luxurious apartment blocks along the shoreline.
g4S Israel’s technology division is also kept busy
installing and maintaining electronic protection in the
form of various security systems, including ccTV and
access control, installed at major retail outlets, banks,
restaurants and government offices as well as the
Israeli Defence Ministry building.
national security is high on everyone’s agenda, of
course, in this country which has had complicated
relationships with its neighbours for many years. Yet
the success of Tel Aviv, with its liberal approach to
life and the international visitors it attracts, may justify
optimism about the future.
It is no surprise to learn that the city has 544 active
synagogues with daily prayers, including the great
Synagogue, which was established in the 1930s.
But one of its other famous beachfront landmarks
is the Hassan Bek Mosque – a reminder that it is a
multicultural city with sizeable christian and Muslim
communities.
All of them hope to benefit not only from the
ambitious new urban plans for Tel Aviv that the
municipality has on the drawing board, once the
economy permits, but also from a long and peaceful
co-existence. ❚
13
Setting new
Security
StandardS
for portS
and ShipS
G4s’s new sector head for
global port solutions discusses
his vision for the future
governments are havIng to confront the
possibility that, one day, they may have to deal
with the fall- out from a nuclear assault mounted by
terrorists, using a so - called “dirty bomb”.
this was spelt out to the British public in march
this year when three separate reviews of the
country’s ability to prevent a major terrorist attack
were published on the same day. an international
meeting on nuclear security was held in Washington
a month later.
the fear is that terrorists using small craft could
enter ports or launch attacks similar to that in
mumbai (India) in 2008 in which 150 people were
killed. If, instead of guns or grenades, they were
able to carry an improvised nuclear device, or a
chemical, biological or radiological weapon, up the
thames in a speedboat for example, the results
could be devastating.
speaking at a new command centre in march, lord
West, who was security minister until the labour
government was defeated in the general election in
may, said hundreds of thousands of boats arrived in
Britain every year and many went unchecked. the
UK is so concerned about the threat that one of its
responses has been to set up the national maritime
Information centre to track suspicious boats.
a month earlier, in the United states, Department
of homeland security (Dhs) secretary Janet
napolitano had met with federal, state and
law enforcement officials and private sector
stakeholders in south Florida to discuss port
security, including passenger and cargo screening
procedures.
“ effective homeland security requires vigilance
at all points of entry to our country – air, land and
sea,” she told the media. she also emphasised the
importance of new rules that increase the scope
and accuracy of critical information gathered on
shipments of cargo arriving by sea into the Us.
these developments will come as no surprise
to David Fairnie, who joined g4s as its director,
global Ports solutions, in 2009 to spearhead its
new maritime security strategy. on offer, to those
not already aware of g4s ’s expertise in this field, is
everything from risk consultancy through to total,
large -scale integrated security solutions.
“g4s has abundant experience in maritime
security, having provided services to port authorities
and shipping companies for decades,” Fairnie
explains. “ But there’s so much more g4s could and
15
DaviD Fairnie joined g4S as director, global ports Solutions, in 2009. he was born in
Scotland and is now based in dubai, uae. fairnie served for 23 years in the royal navy, leaving
as an above water warfare officer, and regards his development of the navy’s merchant vessel
board and search capability – now also implemented by other navies – as the highlight of that
career.
he then joined hart Security as director of maritime and supply chain security, leading a
team of consultants designing security solutions to comply with international legislation. with
his appointment as dp world’s director of security he was responsible for developing and
implementing a global security strategy, incorporating the world’s first certified iSo 28000 security
management system, to guarantee regulatory compliance at all of its terminal operations.
following his appointment by g4S as director, global ports Solutions, in 2009 he has been
working closely with the company’s regional presidents to provide secure maritime solutions
and engage directly with its customers in order to form strategic partnerships that are of mutual
benefit.
“we are starting to talk with our existing and potential customers on another level,” david fairnie
explains.
should be doing for them. i am working closely with
g4S’s regional presidents to provide secure maritime
solutions and engage directly with its customers in
order to form strategic partnerships that are of mutual
benefit.”
he speaks from long experience of security at sea
having served in the royal navy for 23 years (see
panel) until early 2003.
“at that time, post 9/11,” fairnie explains, “the
international community introduced the international
Ship and port Security code (iSpSc) which was to
be fully implemented globally by 1 June 2004, so i
was able to bring a lot of my military experience to
organisations that were selling and offering consultancy
services to the industry – both the port and shipping
sector – to comply with that particular piece of
legislation.”
he was engaged for a time in 2005 by the Kuwaiti
government’s Ministry of interior to conduct a risk
assessment of the large port area of Shuaiba, and in
the same year the dubai ports authority gave him
a similar assignment at a port they were looking to
acquire.
Subsequently, it embarked on a huge expansion
programme which took it from being a local,
regional port operator in the united arab emirates,
owning four ports, to its current position as a global
player, operating 49 marine terminals and 12 new
developments across 31 countries. along the way, it
acquired a large uS ports operator as well as p&o
ports, changed its name to dp world and engaged
david fairnie as its full-time director of port security.
“My remit was to ensure that we integrated the
three organisations successfully, with the strategic
objective of ensuring compliance with international
legislation, as it was then, and the evolving legislation
at all 49 terminals globally – which was quite a task at
that time,” he adds.
having achieved that, david fairnie was ready for
a new challenge and it came from g4S. he listened
to its strategic plans and liked what he heard. So,
the invitation to be involved in that journey was
“extremely appealing”, he says, adding: “it is an
opportunity to bring the whole industry’s standards up
to where we were at dp world.
“for many port operators, keeping their heads
above water can be difficult as they not only try to
navigate through a sea of compliance legislation but
also source competent security providers whose
people are properly trained and whose services meet
the high standards required,” says fairnie. “we can
help them through consultancy and by offering an
integrated approach that provides solutions based on
a combination of manpower and technology.”
with 95 per cent of global trade, by volume, being
moved through the global maritime trading system,
almost all of it in containers, it is a transportation
chain whose weakest links could be vulnerable to
exploitation by drug traders, people traffickers and
terrorists.
the increasing risk of terrorism since 9/11 has
resulted in much new legislation, including the uS’s
“we can help them through
consultancy and by offering an
integrated approach that provides
solutions based on a combination
of manpower and technology.”
Megaports initiative. this multi-agency network is
designed to deter, detect and interdict illicit trafficking
in special nuclear and other radioactive materials at
key international seaports, before they can be moved
into major cities or to other high profile targets.
if someone tries to transport radioactive material by
sea, for whatever reason, the 20-ft-equivalent (teu)
container in which it is shipped would be one of a
staggering 450 million that transit the globe each year.
to minimise the risk of fissile material being
smuggled into the uS in this way, the non
proliferation Megaports initiative seeks to equip 100
seaports with radiation detection systems by 2015,
scanning around half of the world’s global maritime
containerised cargo.
david fairnie has been working closely with adesta,
the uS systems integration and project management
company, which g4S acquired last year, to produce
a proposal for the uS government to provide
mobile radiation detection scanning systems for the
Megaports initiative. adesta has an unrivalled track
record of designing and deploying command and
control centres for the uS port community.
he is also engaging with other influential
international government agencies, such as the
european union’s Joint research centre, which
is currently defining the technical aspects of port
security in the next 30 years: a decision that will affect
hundreds of port facilities in the 27 member states.
clearly, for david fairnie and his global g4S
colleagues, the task has only just begun. ❚
Ports We Protect
in europe, g4S already plays a vital security role at the ports of dover,
Southampton, humber and Milford haven in the uK, at antwerp and
Zeebrugge (Belgium), gothenburg (Sweden), helsinki (finland) and tallinn
(estonia).
the uniteD states ports of new york, Long Beach, Los angeles
and texas city are also served by g4S, as are the south american
ports of Montevideo (uruguay), caldera (costa rica), and antofagasta
and Mejillones (chile).
other g4S maritime security operations include the protection
of five inDian ports and four aFrican ports, as well as those
in maDaGascar, Bahrain (Khalifa Bin Sulman) and
JorDan (aqaba).
17
meet the management
gRahame
gIBSOn
g4s Chief operAtiNg offiCer
& regioNAl presiDeNt,
North AMeriCA
profile by Keith blogg
CIRCLIng the
gLOBe, BY Sea
anD BY aIR
oN his first day with g4S in march 1983, grahame gibson found
that his predecessor as financial director of group 4 had not been told
he was leaving the company. the two men arrived to do the same job in
the same office – generating embarrassment all round.
It was hardly a smooth start to his career in security but one he can
now look back on with amusement.
Just two years later, grahame found himself fighting for the company’s
very survival. three successful armed raids on group 4’s CIt vehicles on
Friday, march 13, 1985 had resulted in insurers cancelling their insurance
contract. It left the company facing ruin by the end of the month if they
could not find a new insurer and pay the higher premiums now required.
“We had to develop crisis management and convince our customers
– largely the big banks – that they had to pay up to a 60 per cent hike in
prices,” grahame recalls.
today, 27 years after joining group 4, which later merged with
Securicor to become g4S, grahame combines the job of group chief
operating officer with his role as g4S regional president, north america.
“If you had told me at the start that I would be working with Securicor
in a combined company I would have laughed my socks off,” he adds.
“they were our deadly rivals.”
During his more than a quarter of a century with g4S, grahame
has helped the group turnover grow from £60 million to the current
£7 billion plus and has worked in virtually every country to build the
business.
Born in hull, Yorkshire, 57 years ago, grahame went to hull grammar
School where he captained the rugby team and played rugby for
Yorkshire schools. the leadership skills he learned then have been of
great help throughout his career. “I like to lead from the front and I love
the competition,” he says.
the opportunity to experience both came in 1988 when grahame
became a key player in a short-lived engagement with Securitas Sweden.
group 4’s businesses in norway, Denmark and Portugal were placed
under Securitas’ control in exchange for a 30 per cent interest in the firm.
a further placement of the Spanish business would have given group
4 a controlling interest and resulted in a complete merger. as the drama
played out, grahame was the group 4 man in Stockholm, “minding
our 30 per cent”, but boardroom rivalries and arguments over control
eventually doomed the whole project. Chairman and chief executive
Jørgen Philip-Sørensen decided to scrap the partnership, sell his interest
and reinvest in group 4’s own expansion.
above :
grahame (right)
congratulates a fellow
crew member as they
cross the line in first
place on one of the
legs of the round
the-world race. right:
skipper Mike golding
and grahame with
the two trophies the
team received on the
yacht’s triumphant
return to the UK.
It happened at exactly the right moment. new
opportunities were opening up as Communism rolled
back from Central and eastern europe, leaving whole
countries with no security infrastructure. grahame
worked to spearhead the drive east into hungary,
Czechoslovakia, Poland, Kazakhstan, azerbaijan and
other countries, including Russia itself.
“everything was collapsing overnight,” said grahame.
”the security market had not existed in those
countries as everything was done by the state. We
were creating a new market, finding the right kind
of persons to run and develop our businesses and
supporting them with expertise and resources.
“We did a deal with the hungarian government
to set up an agency to manage 2,500 government
and military properties previously occupied by Soviet
forces. We had to secure those facilities and the
military hardware in them – tanks, armaments, store
depots of fuel – otherwise they would have been
looted and gone forever. the only competition
came from former members of the KgB,
some of whom tried to use the techniques
they had used for the past 50 years.
Out of the chaos we became market
leaders.”
By 1996 grahame was ready for a
break. he took time out to sail on the
yacht group 4 which won the Bt global
Challenge round-the-world yacht race. It was
thanks to the race he met “the love of my life”
in Boston – Jinnie meriah DeSiata – the woman
who was to become his wife.
huge new career opportunities arose when
group 4 merged with Securicor to create g4S
in 2004 and for grahame it meant a new direction in
one of the biggest jobs in the company: as divisional
president for the americas & new markets.
a year later, he took on the role of g4S plc board
member and group chief operating officer, adding
a global remit to his responsibilities for the largest
market in the world.
“this meant all g4S Secure Solutions regions
reported direct to me and I was travelling all around
the world,” adds grahame. “I would fly more than 100
times per year – and over two thirds were long haul
flights. It was physically demanding, very draining and
started affecting my health. I reached the point where
it was obvious this was not sustainable.”
today, as the americas’ supremo, grahame
still takes over 100 flights a year, but the majority
are short haul. From his home near Boston,
massachusetts, a typical week is a Sunday or monday
morning flight to London or Florida, business meetings
and business dinners throughout the week and a
return back to Boston on Friday evening. many weeks
involve multi-location travel – Boston to Chicago to
Florida to new York and back to Boston. another
week it might be Boston to Detroit to Omaha to
new Jersey to Oslo (norway) and back to Boston.
Once a month there is a main g4S group Board
meeting and in addition there are meetings of the
group management Board and the group executive
Committee.
Under grahame’s leadership, g4S’s share of the US
market – about half the global market – is now breathing
down the neck of the US market leader, Securitas.
“In 2001 Securitas was two and a half times bigger
than us. now, in 2010, it could be the year when we
19
©gaBRIeL ReIg
overtake them,” says grahame. “We are not yet in
the cash solutions business in the US but it is a market
that we need to get into at the right time and in the
right way.”
his government portfolio is impressive by any
yardstick. Customers include the US Department
of energy, the State Department, naSa and the
Department of Defense.
“We provide a series of paramilitary base operations
support services for the US and UK governments in
most conflict zones around the world, in all cases of an
equal standard to the military in those countries,” he
explains. his commercial business portfolio is equally
impressive. among top clients are Bank of america,
DuPont, IBm, Chrysler, Shell, gSK, ge, altria and the
nuclear power stations of Florida Power & Light.
Outside his career commitments, grahame is a
confirmed family man – the father of four (matthew,
aged 30, elanor, 27, george, nearly eight and Josephine
six). he adds: “For years I have been a weekend
husband and a weekend parent – not ideal but it is
all my family (and I) have ever known. In the years to
come, I hope to spend more time with my wife, children
and grandchildren in due time, as they grow up.”
although born in england, grahame now has US
citizenship and has embraced the US way of life with
enthusiasm. he supports the Boston Red Sox baseball
team and the new england Patriots (american
football) and relishes the dynamism of the country and
the people.
In winter he drives to Vermont for the skiing and
has recently realised a dream by acquiring a 54ft yacht,
Ruby Mae, named after a song by the Felice Brothers,
a favourite new band. he is a wine enthusiast and has
a cellar of 1,000 bottles or so and does enjoy good
food – his wife, Jinnie, runs a cooking school.
But amidst the home comforts he enthuses about
the future. “never before has our business been as
exciting as it is today – the innovation that technology
and It brings, together with the ever accelerating pace
of change, makes g4S a very dynamic place to work. I
wish I was 20 years younger.” ❚
Making a point during
an interview in south
america for an
argentinian magazine.
g4S InternatIonal issue 2: 2010
21
WHeRe In THe WoRld Is…?
THe COuNTRY uNdeR our spotlight in this
issue is landlocked. It is also divided by a major river
which runs from north to south, before forming a
boundary with neighbouring countries as it meanders
towards the sea.
Along the way, its journey is interrupted by massive
dams and hydro-electric projects which harness and
share its power.
Power of a different kind has long been a factor in
the history of this beautiful but poor country. It fell
under the spell of a military dictator for three decades
until he was overthrown in 1989.
Today, with the return of democracy, its president –
elected in 2008 – is a former Roman Catholic bishop
from one of the country’s poorest areas. He resisted
calls for his resignation a year later after admitting
he fathered an illegitimate child during his time as a
bishop.
His political career was launched with the promise
to tackle inequality and corruption: the country over
which he presides has long had a reputation for
smuggling, money laundering and organised crime.
Another issue he has to tackle, in a country where
agriculture is the most important source of income, is
land ownership. It is said that 70 per cent of its arable
land is owned by under two per cent of landowners.
Currently the world’s fourth largest exporter of
soya, this country can expect to sell even more
produce overseas as the demand for food increases
around the planet.
But where in the world is it? Turn the page to find
out if you have guessed correctly.
22 g4S InternatIonal issue 2: 2010
Where in the world is …?
PARAgUAy
THe RepubliC Of Paraguay in south America
enjoys subtropical rainforests and an abundance of
wildlife, as well as large areas of largely uninhabited
plain – the Chaco. It fought over and gained a large
part of this lowland region in a war with neighbouring
Bolivia (1932–35) which left 100,000 dead.
A little over 60 years earlier (1865–70) it was also
at war with Argentina, Brazil and Uruguay in an even
more deadly dispute in which it lost two-thirds of all
adult males and large areas of its territory.
Today, as one of only two landlocked south
American countries, its economy is very dependent on
two of those former enemies. Brazil and Argentina are
its major trade partners.
It does, however, enjoy direct access to the Atlantic
ocean via the mighty Paraná River, south America’s
second longest after the Amazon, which flows through
Brazil, Paraguay and Argentina, forming a barrier
between them in places.
Paraguay sits either side of its largest tributary,
the Paraguay River, and the country’s name derives
from it. Before it reaches Argentina, it flows past the
Paraguayan capital, Asunción, which is home to 1.8
million of Paraguay’s more than six million population
and is the country’s political, industrial and cultural
centre.
g4s has had a presence in Paraguay for 22 years
and is the market leader in providing secure solutions.
It offers manned security, cash solutions, close
protection, alarm monitoring and response, security
technology, gPs satellite tracking, consulting and
training services.
It operates in the major cities, such as the capital,
Asunción, and Ciudad del este, and among its
prestigious contracts are the Us embassy in Asunción,
Unilever and esso standard del Paraguay. It also
serves most of the leading banks, including Citibank,
HsBC, sudameris Bank, Banco Familiar and Banco
Amambay sA.
A new service – safe Boxes – which g4s Paraguay
has established in the vaults of a former Citibank
building, has proved very popular. It enables businesses
and individuals to store their valuables and important
documents securely and in confidence.
previous page:
asuncion
Cathedral.
left: Jesuit ruins
right: lopez Presidential
Palace, asuncion
it is just four decades since the first computers
connected and “talked” to each other in california on
the arpanet. It took another three years before arpanet
extended its reach and made its first trans-atlantic
connection in 1973 with university college, London.
Since then, of course, the internet has expanded
beyond everyone’s expectations, enabling instant
global communication between people and businesses.
Indeed, our lives now seem to depend increasingly
on the internet, not only in business but also
personally. More of us make purchases by computer
and some government departments now allow
companies to file tax returns and other data online
instead of filling in paper forms.
But like all good things, there can be a downside.
computer security remains a major concern and the
ease with which data can sometimes be intercepted or
hacked into continues to surprise many observers.
The new phenomenon of social networking has
added to those concerns. what began as a simple way
for students to share information about themselves
– Facebook – and a method for people to keep their
friends up-to-date on their views and activities in just a
few words – Twitter – have both grown incredibly.
Facebook, which launched just six years ago, now
has 400 million users. The more recent Twitter (2006)
had 75 million visitors in the month of January 2010.
Twitter’s latest figures reveal that some 50 million
tweets are now sent every day – a 1,400 per cent
increase on the previous year.
INTERNET:
appRoach
wITh cauTIoN
it’s a whole new world of fast communication and
social networking but, Roy stemman reports, it
is raising new security and privacy concerns
23
Just as remarkable is the way in which many
businesses have decided to harness these sites’
potential, either as marketing tools or to improve their
interaction with customers.
time wasting
Not everyone shares that enthusiasm. Theo paphitis,
boss of uK stationery chain Ryman and one of the
wealthy entrepreneurs who judge new business ideas
on the uK TV show Dragons’ Den, regards such social
networking sites as time-wasting and self-indulgent.
“Narcissism has become rampant,” he argues,
“as users wallow in the minutiae of their own banal
narratives.”
he would not mind so much if this were done in
people’s own time but many users do their online
networking while at work. Since actions speak louder
than words, paphitis – who despite his criticism also
admits to having a Facebook page – decided to limit
his employees’ internet access to sites that could be
justified as useful to their work.
Faced with the same problem, portsmouth city
council in hampshire, uK, went further. In 2009 it
imposed a total ban on staff using Facebook after it
discovered that municipal workers were logging onto
the site up to 270,000 times a month. when the time
spent on the site was annualised it was estimated
that portsmouth city hall’s employees had spent an
average of 413 hours a month on Facebook.
another internet phenomenon, YouTube (the
free online video hosting site launched in 2005)
is undoubtedly in top position as a time waster. It
receives 300 million visitors a month worldwide
of whom three-quarters intend to watch just one
streaming video but stay to watch several. why do
they stay so long? Because it’s entertaining and also
because they are bored. The growth of YouTube also
consumes corporate networks’ bandwidths, slowing
down other digital traffic.
Even something as useful as search engine Google
can sometimes be blamed for time wasting. To
celebrate the 30th anniversary of one of the earliest
computer games, pac-Man, it put a playable version
on its homepage. Naturally, some of the 500 million
unique users who visit Google each day decided to try
their hand, spending on average 36 seconds doing so.
Individually it was not much but collectively –
according to the developer of a time management
software programme – it meant that 4.82 million
hours of global productivity time could have been
wasted at a cost of uS$120 million.
How secure?
another major concern about social networking sites
is privacy – or lack of it. That’s a problem the uS
Marine corps has addressed head on, renewing its
ban in 2009.
“These internet sites in general are a proven haven
for malicious actors and content,” it observed on
its website, “and are particularly high risk due to
information exposure, user-generated content and
targeting by adversaries.”
But other arms of the military are more relaxed,
with senior commanders writing blogs or maintaining
Facebook pages.
Many people treat Facebook as their diary, recording
intimate details about their lives which they believe
they are sharing with just a few special friends. In May
this year, Facebook had to introduce simpler controls
to make it easier for users to determine exactly who
could gain access to their data. This followed earlier
changes which, in effect, gave everyone access by
default, unless the user specified otherwise – and that
proved to be a complicated process.
Employers are now taking advantage of this
“openness” and checking job applicants’ social
networking revelations to find out what an individual
is really like. according to a Microsoft survey, whose
results were announced early in 2010, seven in 10
employers now research candidates online before
recruiting.
It questioned human resource managers at the top
100 companies in the uK, uS, Germany and France,
discovering that Facebook and Twitter checks are now
an important part of the job selection process.
one uK office worker lost her job in 2009 after
posting a rant on Facebook about her boss –
forgetting that she had previously made him one of
her “friends” on the site, which meant he could read
it. he did so and fired her – online.
Even using Twitter can get you into trouble, as
Derek Simpson, joint general secretary of the uK
union unite discovered. During unite’s negotiations
with British airways, over the threat by cabin crew
to strike, Simpson tweeted about their progress
while they were still taking place. posted on Twitter,
they record the precise time each brief observation
was made – using his Blackberry – and were blamed
in part for the failure of the two sides to reach
agreement at that stage of their talks.
This desire to share our thoughts with others or
to comment on people or events tells the outside
world much more about us than we might realise.
It’s something that businesses ought to be giving far
greater consideration to. are employees wasting time
on the internet? are they commenting on the work
they do for you or giving your competitors valuable
insights into your corporate culture? Do they need
guidance from a social networking policy?
If you feel such concerns are over exaggerated,
consider this. In october last year, Visible
Technologies, a company specialising in data-mining
of social networking sites, forums and blogs, formed
a strategic partnership and technology development
agreement with In-Q-Tel, the investment arm of the
central Intelligence agency.
If the cIa sees a possible value in your employees’
tweets, you can be sure others will, too. ❚
FoR moRe inFoRmation …
For further information on the topics covered
in this article, log on to www.g4s.com or e-mail
[email protected]
25
history revisited
BIOMETRIC CONTROLS
mArtin sAyers reveals that even the egyptians had a database recording the
uniqueness of each worker during the construction of the pyramids
Although we mAy not realise it, biometric
systems, which identify a person through unique
physical or behavioural features, are an essential
feature of modern society. The most obvious example
of this is in the fields of criminal detection and law
enforcement, where fingerprints have been used for
over 100 years as a means of identification.
DNA has also become an established method of
swiftly identifying suspects by matching something as
small as a flake of skin to a person’s DNA database
record and thereby securing a conviction.
Biometric systems are now being used increasingly
in other walks of life. The Indian government is even
introducing a biometric element to its national census
in a bid to more effectively identify its population of
1.2 billion and pave the way for a national identity card
scheme.
In such a huge country, it is deemed essential to
have a single unique identifying characteristic on hand
for every member of the population and, as a result,
fingerprints of anyone over the age of 15 will now be
taken as part of the census.
From the security industry’s point of view, the
use and development of biometric technology has
had huge implications and the next generation
of biometrics is going well beyond the science of
fingerprints and DNA to map a host of different
physical characteristics and other unique identifiers.
Facial recognition is already being used to monitor
individuals remotely – whether in crowds, clubs or
public gatherings – and the use of such software
can even enable CCTV systems to pick out faces in
a crowd and compare them to a stored database.
Security teams at the entrances to casinos and sports
stadiums are already using this technique to ensure
banned individuals are refused entry.
Iris identification is also being used extensively,
notably at airports where iris recognition sensors help
fast-track passengers through passport checks. The
US military now employs portable iris enrolment and
recognition devices to record and identify prisoners.
Soldiers in volatile areas such as Afghanistan can
now also use the same technology to find out if
terrorist suspects have been arrested before and if so
for what reason – simply by scanning their eyes. Some
theme parks are now using the technology to control
customers’ access to rides and attractions, according
to their ticket type.
The future of biometrics could even see the
extinction of keys and other physical devices for
opening locks. Fingerprint or iris recognition devices
are already being used to open doors and start cars
by simply pressing a finger against a biometric reader
or looking into a device. This new technology even
has a “liveness” detection capability that measures
variables such as a finger pulse or pupil response. This
27
this argentinian
identity card was
issued to a British-born
citizen, Cyril raikes,
in 1938 and includes
both a portrait image
and a fingerprint. an
argentinian police
officer, Juan Vucetich
(pictured) is credited
with first using
fingerprint evidence
to solve a crime.
overcomes the horror scenario of body parts being
removed to be used by criminals to gain access.
This type of identification technology is also being
employed in the development of a “smart-gun” which
can only be fired by one person. Such a device would
have a fingerprint scanner or other biometric sensor
that would lock the trigger against anyone but its
registered owner.
Although the first working smart-gun has not yet
been patented, lawmakers are already anticipating the
device’s arrival. In the US, New Jersey has passed a
state law that will forbid the sale of any firearm that
isn’t a smart-gun, to come into force three years after
a working smart-gun first goes on sale.
The next generation of biometrics could even go
beyond the purely physical into identifying people
through their actions. Ground-breaking research at
the University of Plymouth in the UK is looking at
the potential to verify the identity of computer and
mobile device users by the way in which they type.
This technique involves monitoring distinctive rhythms
in keystrokes and other patterns that may be apparent
from keyboard activities – a development that could
have huge implications for online security.
“We have developed experimental prototypes and
proof-of-concept implementations for a number of
scenarios involving both desktop systems and mobile
devices,” explains Steve Furnell, head of the university’s
Centre for Security, Communications and Network
Research, who is leading the study.
“We have looked at the ability to confirm the
identity of desktop users in parallel with other typed
activity such as email and word-processing while
on mobile devices. We have applied the keystroke
analysis techniques to the entry of PIN numbers and
text messages on phones,” he explains. “So long as
a means exists to acquire information such as interkeystroke timings, the approach could also be applied
in wider online scenarios.”
The science of biometrics has a far longer pedigree
than is generally realised. The principles behind
modern biometric technology can be traced back
to Egyptian times, when workers building the great
pyramids were not only identified by name, but also
by their physical size, face shape, complexion and
other noticeable features, such as scars.
The next big development in the field of biometrics
did not occur until the Victorian era, when those
responsible for law enforcement started to develop
systems that used fingerprints as a means of identifying
individuals.
Although fingerprinting had been used in China as
early as the 14th century and was implemented in
India five centuries later, its security potential was not
fully realised until the late 1800s.
The first breakthrough in the field was when
an Argentinian police officer, Juan Vucetich, used
fingerprint evidence to identify a woman who
murdered her two sons and cut her own throat in an
attempt to implicate someone else.
The culprit had tried to blame her neighbour, who
despite a brutal interrogation refused to confess, and
Vucetich found a bloody print on a door post at the
crime scene that matched hers, proving her identity
as the murderer. This success led to the adoption of
fingerprinting by police forces the world over.
Throughout the 20th century, various biometric
breakthroughs were made, including iris recognition
which was mooted as far back as 1936, whilst voice
recognition technology first came into being during
the 1960s. DNA fingerprinting was another huge
breakthrough and this technique has since been
instrumental in solving hundreds of thousands of
crimes.
As the technology behind biometrics becomes ever
more advanced, it seems certain that these systems
will make an increasingly important contribution to
our lives and to the security industry in particular. ❚
Three
golds for
BriTain’s
sailors
skandia Team GBR and the g4s 49ers were
looking to continue their impressive starts to this
sailing season when they headed for the hyeres
regatta on the south coast of france (official title:
semaine olympique francais) in april.
however, light winds caused problems for the team
and the 49er class in particular. The lack of wind made
for some challenging racing conditions and the 49ers
were unable to get out on the water for the first
couple of days.
When the winds eventually picked up, g4s 49ers
stevie Morrison and Ben rhodes began to climb up
the leader board and slowly move into contention for
a podium finish. But the difficult conditions eventually
prevented stevie and Ben finishing in the medals on
this occasion.
fellow g4s 49ers Chris draper and Peter greenhalgh
fared no better, due to the fact that they withdrew from
the regatta after one race when Chris received the
news that his first child – a son, harry – was about to
be born and he returned home to the UK.
however, there was success elsewhere for skandia
Team gBr. 49ers Paul Brotherton and Mark asquith
won gold. it was the duo’s first victory since reuniting
as a team last summer, after six years apart.
elsewhere, Bryony shaw and Paul goodison also
secured gold, allowing the team to come away from
a difficult regatta in hyeres with three gold medals in
total.
in addition, there was a silver medal for Charlotte
dobson in the laser radial class and a bronze medal
for Megan Pascoe in the 2.4mr Paralympic class. ❚
29
sPorTing ParTnershiP for g4s in KenYa
from left: adam
Miller, g4S regional
managing director for
east africa, Pauline
Korikwiang, g4S 4teen
athlete from Kenya,
Bob Munro, founder of
Mathare Youth Sports
association, and Haile
gebrselassie, g4S
global ambassador,
display a giant cheque
celebrating g4S’s
sponsorship of MYSa
in Kenya; Fanuel Kenosi
in action; eduardo
Palas prepares for
a bout of greco
roman wrestling;
Mangal Ho warms up
before competing in
an archery contest.
LeGendaRy maRaThon RunneR and
g4s’s global ambassador haile gebrselassie flew from
ethiopia to Kenya at the end of april to visit fellow
long distance athlete Pauline Korikwiang.
Pauline is a member of g4s 4teen, the group of
aspiring young athletes who are being sponsored by
g4s and for whom gebrselassie is mentor, and his
unexpected arrival at her nairobi training session
took her fellow students by surprise. They were
thrilled to meet and learn from the double olympic
gold medallist and current marathon world record
holder.
gebrselassie’s visit coincided with the announcement
that g4s Kenya has become sponsor of Mathare
Youth sports association (MYsa), the national sports
and community organisation. it will see the children
of nairobi’s Mathare slums offered unique long-term
support from g4s. a staff of 60 run MYsa with the
help of 7,000 volunteers.
The sponsorship, designed by g4s and MYsa, will
benefit the association and its children in a sustainable,
constructive and valuable way.
MYsa started in 1987 as a small self-help youth
programme linking sports with environmental clean
ups, aids prevention, leadership training and other
community service activities.
in the ensuing two decades it has grown to involve
around 20,000 young people who enjoy social
development through football: it is one of the leading
organisations within the development through
football community. it was crowned street football
World Champion in 2006 when it participated in the
football festival held in Berlin, germany.
as well as enjoying gebrselassie’s participation in the
activity surrounding the sponsorship announcement,
Kenya’s media and g4s’s key customers were treated
to an MYsa exhibition football match. later, the
children at st Paul’s orphanage, another g4s Kenyasponsored project, sang and danced to welcome
gebrselassie and other 4teen members when they
arrived with sporting equipment for the home. it was
his second visit to the orphanage.
since that visit, gebrselassie has reminded us what
it is that makes him so special and inspires others to
follow in his footsteps. he travelled to the spanish
capital to take part in the Madrid 10-kilometre race,
which he won comfortably in a time of 28 mins 56
seconds. less than a month later he ran the same
distance in an even faster time (28 mins 02 seconds),
despite the cold and wind, when for the third time he
won the BUPa great Manchester run in the UK.
Mangal
Moves UP The
ranKings
TaLenTed G4s 4Teen archer Mangal ho
made a good impression in the 30th senior archery
national Championship held in guwahati, assam, in
north-east india, in april.
This competition was a step-up for Mangal as it
was for seniors, whereas Mangal, who will be 17 in
october, is still a junior and was one of the youngest
participants.
he improved his ranking at the senior level, moving
up to 18th place nationally, which bodes well for the
future.
sTrong PerforManCe
froM fanUel
spRinTeR and G4s 4teen member fanuel Kenosi from Botswana is going
from strength to strength this season. he returned to south africa in april for
a Yellow Pages event at which the Botswana athletics association was selecting
competitors for two upcoming events. fanuel’s performance in the 200m earned
him an invitation to both.
one was the Mauritius Track and field event at which the impressive sprinter
won the 200m in a time of 21.44 seconds, competing against athletes from
france, senegal, Mauritius, south africa and Kenya.
next, he represented Botswana in the 200m at the african Championships
where his even faster time of 21.26 seconds gave him 3rd position. later, he
improved on that time at an athletics event in Masunga, Botswana, where his
200m in 21.05 seconds won him first place. he also finished first in the 100m in
10.50 seconds.
edUardo To rePresenT
his CoUnTrY
G4s 4Teen wResTLeR eduardo Palas recently won Peru’s national
wrestling competition for his age-group, which means that he has successfully
qualified to represent his country in the Pan-american games.
eduardo, an 18-year-old greco-roman wrestler from lima, Peru, became
a g4s 4teen team member almost a year ago and already has a number of
victories to his name.
The Pan-american games are taking place in nicaragua in august this year.
www.g4ssport.com
a new G4s sport website was launched on 1
June, enabling visitors from around the world to
keep up-to-date with the group’s sponsorships.
Check it out at www.g4ssport.com.
it has a news section as well as links to a flickr
picture gallery of g4s 4teen members and the
skandia Team gBr squad, for which g4s is a
silver sponsor. There are also profiles of individual
athletes and videos showing them in action or
being interviewed.
You will also find a section devoted to various
sports programmes in local g4s communities.
Why not bookmark and visit the website
regularly? if you prefer, you can sign up to receive
its newsletter, or follow its progress on Twitter,
facebook and YouTube.
31
GIvING SUPPOrT TO
lAW eNFOrCeMeNT
Gavin Greenwood looks at how outsourcing could become a global
trend among police authorities and other law enforcement agencies
The process of establishing what comprises
core police functions and what duties may be
undertaken by the private sector has been underway
throughout much of the world for some years, as local
and national governments demand greater operational
efficiency at lower costs from their law custodians.
Much of this focus has been on outsourcing duties
and functions that require no specialist police skills or
legal sanction represented by the warrant card. As a
result, there has been a major shift in many countries
to contract out to the private sector such generic
functions as IT and basic administration, freeing
warranted personnel and funds for core police duties.
The now-established model of buying skills from
commercial companies such as G4S has also moved
into providing specialised support services, specifically
tailored to supplement, complement or enhance
various police functions and duties that can be carried
out by experienced civilian contractors.
For companies such as G4S, this relatively new
business area offers a broad spectrum of opportunities
as a combination of economic, political and
technological imperatives make the task of policing
increasingly complex and costly.
investigating gang crime
The first recorded example of a police force using
a private contractor to supplement – or in this case
effectively replace – a regular force was in Florida in
the mid-1960s when The Wackenhut Corporation
(now G4S) was hired to investigate organised criminal
gangs in the US state.
This precedent was subsequently adopted
sporadically across the US, often in the face of
considerable resistance from police departments.
Such defensive attitudes continue into the present day
where some police officers believe their unique role
and capabilities are being challenged by what they view
as outsiders but G4S still has a role to play (see “How
G4S helps police forces”).
Future trends – reflecting the experience in the
US, UK and other jurisdictions – suggest that only
communist countries and some authoritarian states
are likely to continue retaining all functions associated
with policing in-house. Indeed, the motives that
underlie concerns within these countries to maintain
closed and often opaque police forces have served as
an argument as to why more open societies should
embrace a transparent and inclusive model.
Nevertheless, private sector companies that offer
sophisticated support services to the police are
mindful of the sensitivities between appearing to
challenge established policing structures and providing
the specialist personnel whose support enables
warranted officers to be employed to their maximum
advantage.
A key element in achieving this balance depends
on those employed on such contracts having been
carefully screened and assessed to ensure they meet
the highest professional standards.
Backing up the front line
The principal driver in determining the extent to
which British police forces, and others across the
world, will match resources against functions is
increasingly economic rather than political.
Constraints in public expenditure are set to
dominate the management and administration of
policing in the developed world for the foreseeable
future. This was made clear in December 2009 when
Britain’s Home Office issued a White Paper titled
Supporting the Police to Succeed. It states that at least
£70m will have to be saved each year by 2013–14
through a number of economies, including what it
termed “rationalising back-office support services”.
Once this process is embedded, and shown to
have cost and social benefits in reducing expenditure
without compromising the police role in tackling crime,
it is extremely unlikely that any future government
will reverse the principle of greater private sector
participation in specialist law enforcement tasks.
The advantage G4S offers police authorities –
Custody detention officer Catrin
Maunder checks on the welfare of a
person who has been detained in the
ton Pentre custody suite in south Wales.
33
through Police Support Services and G4S Policing
Solutions, for example – is the ability to supply a
wide range of policing skills at short notice and
within a closely defined budget. Demand for such
services reflects a number of scenarios, from a
surge in requirement for support, due to a spike in
investigations that strains resources, and the need
to raise performance in order to meet targets, to an
unexpected shortage in experienced personnel.
An obvious example would be the aftermath of
a major terrorist incident that requires additional
specialist staff to support the investigation as well as
other personnel to help cover for full-time officers
redeployed from other tasks.
While the need for additional trained personnel
is clear during an emergency, central and local
governments, along with senior police officers, also
recognise that the increased sophistication and
complexity of crimes – many involving a high level of
technological expertise, often with transnational links
– requires a matching level of specialist personnel.
invaluable expertise
In some investigative areas the number of available
officers able to process often time-consuming and
highly detailed evidence is insufficient to produce the
required results within an acceptable timeframe.
This may be a particular problem when dealing with
financial crimes and those involving the painstaking
examination of IT and CCTv documentation and
records. G4S contractors, many of whom have spent
many years in investigating offences in these areas,
offer invaluable expertise for precisely as long as it is
required for the relevant police service to build a case.
Further, G4S provides consultants to help police
forces in the UK and overseas meet complex
operational, administrative and human resource
challenges.
While there’s a clear limit to the extent the private
sector can become involved in direct police work,
there are many areas where fine-tuning the existing
“crossover” areas can be expanded and enhanced.
Public perceptions and political considerations will
largely determine where these boundaries lie, but
financial pressures on public services across much of
the world are set to continue for many years.
The constrained economic environment will remain
a constant source of pressure on police forces and
their paymasters to seek cost-effective solutions to
ensure their work is supported and enhanced by
experienced professionals. ❚
POlICe DUTIeS
PerFOrMeD BY G4S
in The uniTed KinGdom, G4S’s Police Support Services is the
market leader in this sector and since 2003 has been providing costeffective solutions involving complete management of all functions at 30
police custody suites and 500 associated cells.
The duties of its custody detention officers are wide-ranging, covering
identity verification, drug testing, obtaining DNA samples and footwear
impressions, searches, risk assessment, recording and returning personal
property, seizing items of an evidential nature, taking witness statements,
preparing charges, and preparing and managing bail.
Staffordshire Police Northern Area Custody Facility, which became
operational five years ago, is operated and maintained by G4S’s Police
Support Services. It won an award in 2009 for meeting all targets, 100 per
cent of the time.
According to A Frontline Force, a report published in March 2010 by the
CBI, the voice of British industry, on proposals for more effective policing,
G4S is saving South Wales Police £1.2m a year through its five-year contract
to manage the force’s custody suites using 97 custody and detention officers.
a g4s nurse
practitioner captures
forensic evidence in
the medical suite of
a secure facility.
the CBI’s recent report,
“a frontline force”,
highlights the value of
g4s’s contribution to
UK police authorities.
It points out that the contract has “enabled 53 police
officers to be released from full-time custody duties
and return to frontline operational duties”.
G4S figures suggest that a British police force can
make up to 40 per cent savings using outsourced
civilian detention officers, and 20 per cent in savings by
using contracted medical forensic services.
Since 2005, G4S Forensic and Medical
Services has provided front line support to
over a dozen police forces. This business
unit, part of G4S Integrated Services in
the UK, delivers a range of services to
detainees and victims of crime across the
country, employing a multi-disciplined
staff structure that includes doctors,
nurses and paramedics.
The highly-trained staff operate
within custody suites, assessing around
7,500 detainees per month. G4S also
provides sexual offence examiners
who work across specialist victim
suites to provide care and support to
survivors of crime.
Having also been transporting prisoners under
its Court Services contract since 1993, G4S Care
& Justice Services is also able to provide a tailormade service to police forces, including transporting
detainees to and from custody suites, to court and
even from the point of arrest.
In addition, a separate business unit, G4S Policing
Solutions, works as a recruitment facilitator and
consultancy for more than 40 police forces in the UK
as well as for international forces, via UK agencies,
using a database of 17,000 former police officers
and specialist staff. It points out that 95 per cent of
all policing work does not require warranted police
powers. The scope of its work has already been
discussed in these columns (see “Finding the right
person for the job”, G4S International, Issue 4/09, pages
7–9).
G4S Cash Solutions (UK) is also working closely
with the police, providing flexible training and
awareness sessions on tackling cash-in-transit crime.
This is part of a joint approach to tackling the wider
issues of crime in the community on both a national
and local level.
in The uniTed sTaTes, G4S custom
protection officers (CPOs) are currently in place at
seven local sheriffs’ offices across Florida. In some
cases, their scope of work includes courthouse
security and control room operations for access
control and monitoring of inmates. They are also
involved in Juvenile Assessment Centre operations,
managing access control to the county jail and
providing armed security at the inmate video visitation
centre. The use of G4S’s highly trained CPOs on less
critical, security-related roles at sheriffs’ offices allows
sworn deputies to focus on other issues.
in afGhanisTan, some members of the
police force need special training to deal with
improvised explosive devices in order to operate
safely and effectively alongside the International
Security Assistance Force (ISAF) and coalition teams.
That training is being given by rONCO, the
international mine and unexploded ordnance clearance
company acquired by G4S in 2008.
A graduation ceremony for 18 members of the
Afghanistan National Police (ANP) force, held in
Kabul on 8 April this year, was the culmination of
an intensive nine-week improvised explosive device
defeat (IeDD) training package.
rONCO senior management attended the
ceremony along with ISAF and ANP representatives
and the media.
35
GoInG GLobaL
G4s international accounts Division’s marc shapiro discusses
the security issues facing businesses as they grow internationally
There comes a time, in every globallyexpanding business, when it is necessary – in the
long-term interests of the enterprise – for its senior
management to pause and ask some fundamental
questions.
What worked well in the early stages of a company’s
development may no longer be the right formula
to carry it into the future as it expands out to new
territories.
It is essential that this evaluation includes security
services – how they are sourced in other countries
and the guidelines that are in place for their
procurement.
There are many options and considerations but,
in our experience, taking a holistic approach usually
produces the best outcome.
Done properly and compared to the traditional
procurement process, this broader vision should
improve service levels, reduce risks, ensure standards
are maintained across borders and increase return on
investment.
Let us examine some of the issues that face
corporate security and purchasing departments in
creating a global request for proposal (RFP) that
meets an organisation’s goals of cost-effectively
protecting its assets and people:
satisfying stakeholders
Corporate security expects the supplier to deliver the
highest quality of service, together with accountability,
standardisation and a single point of contact. That’s
difficult to achieve when businesses use a different
security provider in each of the countries in which
they have operations.
Procurement, on the other hand, will typically be
looking to meet security and safety requirements at
GLoBaL case sTuDY 1
made to measure security
When a manufacTurer of measuring instruments began seeking a gobal security solutions
provider in 2008 it found that most were asking the wrong questions and responding in the same old fashion.
They just focused on the organisation’s current scope of work, hoping they’d be the lowest bidder.
What this forward-thinking manufacturer wanted, instead, was someone who understood its business
objectives.
after listening to its sourcing team, G4S encouraged the firm to forego the traditional procurement process
and take a holistic, transparent approach instead. In this way, G4S was able to demonstrate that by utilising
risk-based site assessments, during and after the procurement process, it would be able to drive service
level improvements and achieve additional cost savings. These would not have been part of the standard
procurement process for a global security initiative.
The contract provided for a dedicated account management team of four security professionals and a gain
share plan which provided the platform for delivering an aggressive cost-reduction programme within the
first few months.
as a result, the manufacturer was able to achieve savings of over 13 per cent by trusting G4S to implement
prudent cost-saving security measures by re-engineering the manned security staffing model with a view to
integrating security technology into one total solution.
by allowing G4S to take a different, innovative approach, rather than just bidding on the status quo, this
global manufacturer is now meeting its security goals across 18 sites in nine countries as well as managing its
expenditure in a more transparent way.
37
the lowest possible cost, and will continue to look
for even greater savings throughout the term of the
contract.
at the same time, each country facility will want
to ensure that any decision to change the incumbent
security supplier does not have a negative impact on
its operations, either in terms of performance or cost.
Finding the right balance is a challenge, and as an
organisation extends its global reach it becomes
increasingly complex. For example, in a service-based
procurement, how do you benchmark the process?
How do you ensure that all suppliers achieve the same
standard without making huge demands on your own
GLoBaL case sTuDY 2
exploring a new approach
one of The world’s super-major oil and gas companies is partnering with
G4S to provide security solutions at its worldwide facilities, beginning in the
Europe, Middle East and africa, and asia Pacific regions.
Initially, it wanted to reduce costs by decreasing margins on existing
contracts in exchange for increased volume of new business under a global
agreement.
Instead, G4S proposed a total cost-of-ownership approach that it believed
would make a long-term difference in establishing a true partnership, in
return for both the existing and new business.
a global master frame agreement was put in place which included a
profit-enhancing mechanism for over-achieving against a set of defined key
performance indicators and a shared savings plan was implemented.
Reasonable criteria were established which outlined a guaranteed cost
reduction or payback programme and a simple principle for award: achieving
the same or lower costs at the site level.
G4S conducted on-going assessments across hundreds of sites to stimulate
innovation through re-engineering of security measures, wherever possible.
opportunities that were investigated and offered for implementation included
the deployment of security equipment to augment or replace posts; improved
processes and procedures; reduced and/or changed staffing models (fewer
but better quality security personnel); adjusted schedules to reduce overtime
and provide additional outsourcing of other functions or ancillary services.
a dedicated global account manager was assigned who works closely with
the G4S International accounts Division and the customer to drive the
mobilisation effort and manage this large global account.
by implementing a true partnership approach, both G4S and our large oil
and gas customer have taken steps to ensure a long-term mutually-beneficial
business relationship in which both parties can achieve their individual and
mutual business objectives – providing solutions that protect the security of
their facilities and safety of their global workforce while meeting our mutual
cost-reduction programme commitments sensibly.
corporate resources? and how do you handle issues
raised by different country laws and regulations?
Looking beyond the present
besides, getting all the above elements right is just a
starting point. You may have satisfied the needs of
your current security infrastructure, but what about
the future? Chances are, many of your facilities and
the security providers who protect them will be
functioning in a traditional way “because it’s how
we’ve always done it”.
What is needed, however, is a security strategy
that looks beyond the present and is ready and able
to change in line with business developments as well
as technological advances in security. To embrace
change smoothly, you require security providers
who can innovate successfully, which in turn gives
rise to another challenge: how do you leverage their
experience and lessons they have learned across all of
your operations?
Global businesses cannot afford to stand still any
more than they can afford to allow security standards
to vary from one facility or country to another. What
many businesses fail to realise is that with expansion
their risks may have shifted – or be about to change –
but their security response may not have done so.
The way forward
Those global organisations which choose to manage
all aspects of sourcing their international security
providers need to have a clear understanding of the
existing security infrastructure, working hours and
job categories. In order to avoid vendors who may
low-ball their estimates in order to secure a contract,
existing minimum wage rates should be stipulated
within the RFP.
Similarly, you should specify the minimum levels of
holidays, vacation hours, health insurance, training
hours and employment screening that you are willing
to accept. In this way, you will level the playing field
for all vendors and make the evaluation process much
easier.
at the same time, however, you should invite
bidders to recommend alternatives that they feel
could sustain the service levels and reduce costs.
If you intend to align all of your organisation’s
sites under a single global frame agreement, be sure
this can be done in a reasonable period of time by
capturing the contract termination dates for current
contracts and reviewing their cancellation provisions.
partnership solutions
If you are to achieve your goal of decreasing costs
without compromising on the quality of your overall
security programme, the sourcing of a global security
solutions provider should be seen as a partnership, not
as a commodity.
You need to be sure that your chosen partner
understands your value drivers, shares your vision
and can help you achieve your objectives. one way of
determining this is to be less prescriptive about your
needs and, instead, to share the security challenges
and problems you face.
The most efficient way of doing this and maintaining
the required standards is to seek a vendor whose
geographic footprint enables it to handle the majority
of your locations worldwide through their direct
operations rather than by subcontracting.
Your RFP should also elicit which security providers
have an effective global account management
programme in place and can provide a global account
manager as a single point-of-contact. This individual
should function well at both the strategic and
operational levels and be empowered to act across
the businesses.
You can eliminate the need to negotiate multiple
contracts for various countries individually by
outsourcing to a vendor who has the ability to
provide a global framework agreement. This should
incorporate commercial terms, key performance
indicators (KPIs), invoicing and legal language in order
to gain a level of standardisation across the operations.
It can then be supplemented by local-to-local
addenda, allowing adjustments to reflect differences in
regulations, rates and scope of work.
Lastly, you should seek security partners who are
looking for long-term involvement. a global agreement
should be viewed as at least a five-to-seven-year
commitment. The level of commitment can
also be determined by a vendor’s
willingness to enter into a
risk-and-reward
programme
based on
contract
performance.
over-achieving
against contracted
KPIs will increase
a vendor’s profit,
whilst under
achievement will have
the opposite effect. This helps motivate your global
security partner and is a win-win situation for you.
You should also be looking for suppliers with
the capability of providing solutions that extend far
beyond manned security, such as executive protection,
risk management consultancy, investigations, video
analytics and the ability to integrate security
technology and equipment, service and maintenance
on a global basis.
as well as streamlining
your corporate security
management, such integration
should be capable of delivering
greater cost savings through
reduction of losses and a safer
more secure environment in
which your business
can succeed.
We
know from
our own
experience and
from those of major
global businesses who have
tried different ways of outsourcing
their security in multiple countries that taking
a common holistic, transparent approach is likely to
produce the best and most dynamic solution. ❚
39
40
updates
on topics previously discussed in the magazine
MaRItIMe
pIRaCY
sOMALiA
When a team from a european
war ship answered a cargo
ship’s distress call, in March, they
located six pirates and the body
of a seventh. He had apparently
been shot by security personnel
travelling on board the united
arab emirates-registered vessel,
the MV Almezaan.
attempted hijackings of vessels,
usually carried out by somali
pirates to obtain large ransoms,
have resulted in the deaths of
a dozen sailors at the hands of
international navies, according to
alan Cole, who heads the antipiracy initiative of the uN Office
on drugs and Crime.
the vessel was protected by
armed guards because it had been
hijacked twice in the previous
year whilst sailing to Mogadishu, a
journey which took it close to the
pirate port of Haradheere.
despite the success of the
onboard security team in repelling
the pirates and the successful
interception by the eu Naval Force,
dIGItaL pIRaCY
uNiTeD sTATes
the latest move in the war against
those who profit from intellectual
property theft comes from the
producers of The Hurt Locker. they
are suing 5,000 people who are
alleged to have downloaded copies
of the Oscar-winning film over the
internet.
the company which produced
the film, Voltage pictures, has said
anyone who watched the film
on home computers will have
there are industry concerns that
placing armed guards on board ships
sailing through the Indian Ocean and
Gulf of aden could make the pirate
attacks more violent.
Meanwhile, passengers on luxury
world cruises have been advised to
observe blackouts between dusk
and dawn when sailing through
these troubled waters. Captains on
the p&O vessels Aurora and Arcadia
have advised passengers not to use
the promenade deck and to keep
their cabin curtains closed between
18:00 and 07:00.
special forces.
Mystery surrounds what has
since happened to the pirates.
some reports suggest they were
released and put in a boat many
miles from shore and are thought
to have died. a Russian defence
Ministry spokesman explained that
they had not been charged with a
crime because Russia did not want
to pay to feed them in prison.
see: “Return of the pirates”, G4S
International, 2/09, pages 42–44.
RussiA
Russian special forces intercepted
a tanker, the Moscow University,
carrying 86,000 tons of crude oil
worth around us $50 million,
within 24 hours of it being hijacked
by somali pirates in early May.
the 23 crew members had
managed to lock themselves in
a safe room when the pirates
boarded the vessel. the special
forces used a helicopter from an
anti-submarine destroyer to drop
onto the oil tanker, release the
crew and take 10 somalis into
custody. One is reported to have
been killed in a gun battle with the
to pay damages for copyright
infringement. It will require 5,000
unnamed defendants to pay $1,500
each to be released from their
liability. If the case goes to court,
the company says it will demand
up to $150,000.
the film, which tells the story of
a bomb disposal team in Iraq, won
six Oscars including Best picture
in 2010. Kathryn Bigelow also
collected the Best director award.
despite this recognition, the
Hurt Locker has earned only
$16.4 million at the us box office.
In their legal claim against those
who have watched illegal copies,
the producers refer to such
actions as “rampant infringement”
and point out that distribution
of even one unlawful copy could
“result in the nearly instantaneous
worldwide distribution of that
single copy to a limitless number
of people”.
see: “protecting pirates from
piracy”, G4S International,
sept 07, pages 19–21.
g4s InternatIonal issue 2: 2010 41
aRt tHeFt
FRANCe
a lone thief is thought to have
been responsible for stealing
paintings worth up to £100 million
from the Museum of Modern art
in May.
the masked raider gained access
to the museum at night through a
ground floor window. police are
investigating why the alarms were
not activated and why the security
personnel on duty were not aware
of the intrusion.
In just 15 minutes, the thief cut
five masterpieces – by picasso,
Matisse, Braque, Modigliani and
Leger – from their frames and
escaped with them rolled together.
ap photo/Josh Reynolds
uNiTeD sTATes
a new attempt is being made
to solve “the biggest art theft in
history”. the FBI is reported to
have resubmitted dNa samples
taken 20 years ago from the scene
of the crime, the Isabella stewart
Gardner Museum in Boston,
Massachusetts, in the hope that
new analytical techniques will lead
them to recover the masterpieces.
FORGed
dOCuMeNts
uNiTeD KiNGDOM
a man who posed as an
immigration lawyer was jailed
for five years in april for his part
in a scam that has cost British
taxpayers millions of pounds.
Manchester Crown Court heard
that abdullah azad, 76, ran a
“welfare centre” which provided
clients with fake documents
including passports, visas, Home
the thieves, who were dressed
as police officers, gained access
to the museum on a false pretext
then tied up the two security
officers on duty. they got away
with 13 paintings including five
works by degas and three by
Rembrandt.
the most valuable was “the
Concert”, one of only 36 known
works by the dutch artist Vermeer,
which has been valued at $250
million.
Office stamps, letters and
endorsements, as well as college
stamps and letters, and national
insurance number cards.
some of those who used his
services were said to be unaware
that the documents he issued were
not genuine and even gained British
citizenship as a result. Most of his
clients have never been traced.
When the serious and Organised
Crime agency raided azad’s centre
in 2007 they found nearly £18,000
in cash, 400 foreign passports
and 5,000 families’ files relating to
around 15,000 people.
He admitted 34 specimen charges,
including 19 offences of forgery, 13
of assisting unlawful immigration,
providing immigration services when
not qualified and possessing a stamp
for use in fraud, from 2003 to 2007.
azad was released from prison in
2002 after serving a sentence for his
part in a similar earlier scam.
see: “Missing masterpieces”, G4S International, Mar 06, pages 4–7, and “protecting works of art”, Jun 06, pages 12–14
see: “passport to security”,
G4S International, Mar
06, pages 20–21.
empty frames from
which thieves took
“storm on the sea of
galilee,” left background,
by rembrandt and
“the Concert,” right
foreground, by Vermeer,
remain on display at the
Isabella stewart gardner
Museum in Boston.
42
CCtV
RussiA
dmitry Kudryavtsev, a director
of a company with a $1 million
contract to run CCtV cameras
in the north-east of Moscow, was
arrested in January and charged
with fraud.
It is alleged that instead of
sending live feeds over its network,
stroyMontageservice was
streaming pre-recorded images
to police stations. a routine
inspection between May and
september 2009 had found that
cameras in several districts of the
capital were not sending real-time
video, said a police spokeswoman.
the company is also accused
of distributing a computer virus
in an alleged attempt to damage
the operations of a rival business
operating in the city’s western
districts. Moscow has an estimated
80,000 CCtV cameras.
uNiTeD sTATes
Half of the 4,000 CCtV cameras
on New York’s underground
system do not work. this was
revealed when police investigating
a murder at one of the stations
found there was no video footage
of the killer.
Mayor Michael Bloomberg
placed the blame at the door of
the Metropolitan transportation
authority, describing the problem
as a dangerous blind spot in the
safety net. His announcement was
made within days of two suicide
bomb attacks on the Moscow
Metro – the world’s busiest
underground system – which left
at least 40 people dead and over
100 injured.
the Moscow attacks led
Clark Kent ervin, who was the
first inspector general of the
us department of Homeland
security (dHs), to warn that
the government needs to do
more to protect mass transit.
He recommended the use of
widespread monitoring cameras as
well as bomb detection dogs and
random bag searches.
Meanwhile, the dHs has
successfully conducted preliminary
tests on a cheap CCtV camera
capable of surviving a large bomb
blast with its video recordings
intact.
although not involved in its
development, the dHs seCuRe
programme had issued a request
to technology companies to
produce a “video black box”. It
then tested one of the cameras to
destruction by blowing up a transit
bus with 16 of the rugged cameras
on board.
each camera’s memory chip had
been preloaded with video files
in order to see how much was
retained. the bus was reduced to
a mass of twisted metal but the
cameras were all recovered and
the memory devices in 14 of them
were found to be fully intact.
this was the second of three
test phases. the third will look at
how well the camera withstands
the kind of heat likely to be
generated in a burning vehicle by
baking the camera-and-chip units
in an oven.
see: “surveillance and
acceptance”, G4S International,
Mar 08, pages 9–11.
BEHAVING BADLY
Antisocial behaviour is a new name for conduct that
has been around for years, says MArtin GoslinG
– until it develops into something more sinister
in forMer dAys when a boy threw a snowball
at an elderly gentleman in the street it was considered
a prank. Now, in many countries, such an act is seen as
evidence of the deterioration in community standards
and labelled “antisocial behaviour”.
Elsewhere, gangs of armed men terrorise certain
neighbourhoods and their conduct is given the same
description. So what exactly is antisocial behaviour?
And why does it dominate the agenda of political
reform in so many countries?
In the US, it is described as “behaviour that
encompasses all forms of violence or infringement
on the rights of others and, typically, is not due to a
mental disorder”.
The Home Office, the UK government department
responsible for policing, defines it as “an intimidating
or threatening activity that scares you or damages
your quality of life”. Examples given include:
l Rowdy, noisy behaviour
l Yobbish and racist behaviour
l Vandalism, graffiti and fly-posting
l Dealing or buying drugs on the street
l Street drinking
l Setting off fireworks at night
Increases in this sort of activity, some of it escalating
to the deaths of vulnerable people, have prompted
the UK government to introduce Antisocial Behaviour
Orders (ASBOs) that restrict individuals’ activities and
movements. Although these are made by magistrates’
courts, they are civil orders – an arrangement
designed to postpone the perpetrators attaining a
criminal record.
However, a breach of the ASBO conditions is deemed to be a criminal offence and can lead to a
maximum penalty of five years’ imprisonment.
nothing new
It may appear that antisocial behaviour is a
phenomenon of our time, reflecting the disintegration
of the cohesion that binds societies together. But
a closer look reveals that each of the contributing
elements is already enshrined in criminal or civil law
in most countries and powers exist to deal with them
where communities are policed effectively.
But by bundling these offences together and naming
them “antisocial behaviour”, legislators have given
the media a neat format that is used to criticise both
community crime and police responses to it. Attempts
to introduce ASBOs in New Zealand have brought
fierce criticism on this point.
Although such offences are perpetrated by
representatives from all age groups, it is adolescents
and those in their early 20s who come in for special
attention.
symptoms and cures
In the Paarl East region of South Africa, drug or
alcohol-induced violence has been tackled headon. In an area noted for cramped housing and high unemployment,
World Emergency Relief (WEF)
has established a sports and
community programme that
produces gratifying results.
Where there were
43
AP Photo/Alexandre Meneghini
Wilmer Matamoros,
23, an active Mara
Salvatrucha gang
leader, poses inside
his cell at tamara
Prison in Honduras.
For Matamoros the
gang is his life and a
member should only
leave by death.
previously no places for young people to socialise
in safety, the organising of a number of soccer
teams – including as many as 16 for young girls – has
transformed the previously dire situation into one of
hope. Formerly, many teenage girls were in trouble,
but in a recent 18-month period only one girl in a
group of 200 became pregnant. Violent crime in this
group has also fallen dramatically.
The phenomenon of antisocial behaviour
perpetrated by groups of feckless youths has also
caught the attention of academics across the globe
and some believe that the solution lies in a better
understanding of the psychological factors that lead
young people to disregard the law.
research, theory and practice
In Australia, the University of Wollongong has been
funded by the government of New South Wales to
study the causes of adolescent delinquency over a
period of eight years and expects to come up with
some ground-breaking new approaches.
A comparative study carried out at Tampare
University, Finland, found that young, depressed
females were more likely to commit acts of vandalism,
while depressed males were prone to physical
violence.
But those currently experiencing the direct effects
of lawlessness, on the streets or in the workplace, are
looking for more immediate action. In the absence of
full cover by police patrols, private security input can
be invaluable.
John DiPietro is the director of Field Training
Services for G4S Wackenhut’s North America
Training Institute, located at its corporate
headquarters in Florida. He explains that before G4S
security officers are deployed they undergo training
to distinguish between the concepts of assertion
and aggression – as demonstrated both physically
and verbally. They are also trained to interpret body
language and to adapt their response to difficult
situations accordingly.
De-escalation techniques are used in the handling of
mentally-disturbed people as well as those affected by
drugs or alcohol. The essence of effective intervention
would seem to be ensuring the presence of trained
personnel in the vicinity of potential antisocial
behaviour, thus preventing escalation that would lead
to damage and personal injury. Where the level of
threat warrants further action, the relevant statutory
law enforcement agency is contacted. But not all
delinquent groups are easily dealt with.
the rise of Mara salvatrucha
During the Central American civil wars of the 1980s,
many immigrants from El Salvador moved to Los
Angeles, US. A gang was formed, initially to protect
the Salvadorian immigrants from other groups. But the
Mara Salvatrucha (MS) expanded and is now noted for
its extreme cruelty and ruthlessness. It has spread to
other US cities and is regarded by police as one of the
most dangerous organisations in the country.
The influence of MS has also reached Mexico and
Canada. Crimes perpetrated by the MS include
organising illegal immigration, murder and extortion.
Their favoured weapon is a machete.
This is “antisocial behaviour” on a grand scale,
demonstrating that from small beginnings, evil things
can grow.
But does describing clusters of certain crimes
in a new way serve any purpose beyond allowing
politicians and academics to show that they are doing
something rather clever?
Perhaps not. What is certain, however, is that
whatever terminology we use, it is essential that we
ensure people behaving badly are helped to
correct that behaviour before it escalates into
something far more serious. ❚
for More inforMAtion …
For further information on the topics covered in this article, log on to www.g4s.com or e-mail [email protected]
g4S InternatIonal issue 2: 2010 45
news
G4s Is BACKInG
enGLAnD’s FIFA
wOrLD CUp BID
Although it is eight years away,
football-loving countries are already
competing for the honour of
hosting the 2018 world Cup bid.
england is keen that its bid should
win, for either that year or the
subsequent event, four years later
in 2022.
so, england’s Football Association
took no chances about the safe and
timely delivery of its bid documents
to switzerland in May by placing
them firmly in the hands of G4s.
The combined expertise,
operational network and ability to
provide secure logistics services
worldwide of G4s’s UK-based
secure solutions, Cash solutions
and International Logistics
businesses ensured everything
went smoothly. This included
securing international customs
clearance for its precious cargo.
The operation culminated in
the bid’s delivery to the swiss
headquarters of the Fédération
Internationale de Football
Association (FIFA), the football
world’s governing body, in Zurich.
G4s Cash solutions (UK)
provided a highly-specialised,
secure 18-ton armoured vehicle
and crew to collect the 2018
world Cup Bid Book, consisting
of documents secured in 42
specially-designed flight cases, from
wembley stadium, north London.
england’s head coach, Fabio
Capello, was among those standing
by at wembley to help load the
vital bid before it began the 613
mile journey through France and
Belgium and then into switzerland.
On arrival at Zurich House,
legendary england player David
Beckham delivered the first of the
bid books into the hands of sepp
Blatter, FIFA president. G4s is an
official “Back the Bid” supporter of
england playing host to the world
Cup matches in 2018 or 2022.
Unusually for a cash vehicle, no
one who saw it on its journey was
left in any doubt about its contents.
It was branded with the bid’s
slogan: “england United: the world
Invited”. In addition, G4s was
responsible for delivering a copy of
the official england 2018 Bid Book
to each of the 12 candidate UK
host cities on the same day as the
original reached FIFA in Zurich.
each city presentation was
attended by local dignitaries and
national celebrities, inspiring local
football supporters all around the
UK and attracting extra media
coverage for the 2018 world Cup
campaign.
Us COnsULATe GenerAL In pesHAwAr
G4s security officers on duty
at the Us Consulate General in
peshawar, pakistan, came under
attack from Taliban suicide
bombers in early April. six
members of the team suffered
injuries but survived.
Media reports said two security
officers had died in the attack but
this was incorrect, as a statement
of the Consulate General’s website,
dated 13 April, explains:
“Contrary to initial reports,
the two security guards initially
reported to be fatally wounded
… received emergency medical
treatment at the Combined
Military Hospital and have survived.
The Us Mission is grateful to the
physicians and staff of CMH for
their life-saving actions.
“The Us Mission also
acknowledges the heroic actions
of the Frontier Constabulary, the
pakistani Army, the northwest
Frontier province police and the
G4s personnel on duty at the time
of the terrorist attack.
“Their professionalism and quick
response helped save many lives.”
england’s head coach
Fabio Capello joined
g4S events security
officer nick Wortley,
other members of the
g4S team and young
supporters to get the
2018 World Cup bid
on its way to FIFa
headquarters in Zurich.
46
news
G4s Is A TOp eMpLOyer
G4s has achieved a top ten
placement in the Britain’s Top
employers contest. It was judged
seventh out of 56 finalists.
The methodology behind Britain’s
Top employers 2010, which has
been run by the CrF Institute for
more than 18 years, is based on Hr
policy-based research, objectivity
and an independent and selective
assessment.
G4s’s placing follows a
comprehensive interview process
with its senior management
and submission of an extensive
questionnaire that benchmarked the
company’s data. scores in key areas
– including career development,
working conditions, company culture
and pay and benefits – were ranked
by an independent panel of experts
using international standards.
“I am delighted that G4s has
received this recognition only five
years after the company’s creation,”
said G4s Group Hr director Irene
Cowden. “Given the challenges
of the sensitive security arena in
which we operate, our size and
scale, and our large and diverse
workforce spread across the globe,
it’s immensely satisfying to have our
efforts recognised.
“we take the attraction of talent,
and the nurture and development
of our people, very seriously
and this ranking gives us a strong
benchmark for further improvement
in these areas.”
LOnG servICe CeLeBrATeD AT G4s pLC GrOUp HQ
Almost one in three of G4s’s
corporate employees – the
majority based at The Manor, in
west sussex, UK, headquarters
– has been with the company for
over 10 years. This impressive
statistic was revealed in March
when long service awards were
presented to them at a special
lunch.
Those who have been with the
Group for 10 years account for
22 per cent of the Group HQ’s
employees and a further seven per
cent have been with G4s for 20
years or more.
Top in the long-service stakes
is group management accountant
stuart McKay with 25 years. Mike
Alsop, who has been head of
executive Development since 2001,
and accountant sonia smith have
each served the company for 20
years.
eight other employees have
completed 15 years’ service:
Debbie McGrath, group
communications director, phil
summerton, head of internal audit,
nigel youngman, group treasurer,
Andy Hanscomb, director of Hr
and resourcing, Andy sewell,
accountant, rachel Taylor, treasury
manager, sue pym, employee
engagement manager, and sam
Duffy, management accountant.
BIKe pOwer In FLOrIDA AnD COrK
top:
Stuart McKay received
an award for 25 years’
service at a ceremony
for g4S corporate
employees. above: no
mistaking which company
these energetic cyclists
work for. Members of
the g4S team get ready
for their 150-mile ride.
G4s employees in the United
states and the republic of Ireland
have taken to their bikes in recent
weeks to raise money for good
causes.
In Florida, G4s (wackenhut)
corporate risk analyst Meredith
webb, team captain, led other
employees and friends in a 150
mile bicycle ride to raise money for
a multiple sclerosis charity.
As well as enjoying a fun day out,
the team’s participation in this huge
south Florida community event,
involving 2,700 cyclists, raised
$16,000 (£11,000).
G4s Ireland employees used
the same method to raise money
for the Mercy University Hospital
in Cork’s fight against children’s
leukaemia.
Together with friends and family,
25 employees from the Munster
region trekked more than 100
kilometres from Cork to Killarney
to raise over $6,000 (£5,000).
One of the participants in the
seven-hour journey was security
supervisor stephen Murphy who
said: “It was a long day but some
of the scenery we were riding
through was incredible. It was
hard at times, though – I would
say about 20km of the journey
was uphill – the muscles were a bit
sore the next day.”
Both cycle rides have applied for
support under G4s’s “Match-It”
programme which means the good
causes they are assisting could
benefit by double the amount
raised.
MArATHOn ACHIeveMenT By G4s CeO nICK BUCKLes
Among those running in the London
Marathon in April, to raise money
for charity, was G4s chief executive
officer nick Buckles. It was his first
marathon and all his pre-run training
paid off. not only did he complete
the course but he also crossed the
line inside the four-hour target time
he had set himself. He ran the 26
miles in 3hrs 57 mins 17 seconds.
perhaps he had received some
words of advice from Olympic gold
medallist Haile Gebrselassie, who is
G4s’s global ambassador and runs
slightly faster! Haile completed a
10-kilometre race in Manchester less
than a month later in 28 minuties 02
seconds (see page 30).
nick admitted the last nine
miles of the London Marathon
were extremely difficult and totally
exhausting. It was only his desire not
to let people down that kept him
going.
Before the race nick promised
to double what sponsors donated
for whizz-Kidz, which he describes
as “a fairly small charity that does
incredible work in improving the
lives of disabled children”.
sponsorship money totalled
£40,000, so whizz-Kidz has received
£80,000 thanks to nick’s efforts.
seeing some of the whizz-Kidz
kids cheering him on at the 23-mile
marker almost certainly gave nick
the encouragement he needed to
complete those last three miles of
the race.
InvesTOrs In exCeLLenCe sUCCess FOr seCUre TrAInInG CenTres
Medway, Oakhill and rainsbrook
secure Training Centres in the
UK, which are run by rebound
Children’s services, part of
G4s Care & Justice services,
have achieved the Investors in
excellence standard.
This is a nationally-recognised
mark of quality that consists of
nine principles of excellence
which are broken down into 31
indicators. Questions are posed
by the standard and evidence has
to be provided that demonstrates
performance against each of the
indicators.
The three centres are now in
a position to enter the Midlands
excellence Awards programme
and will hopefully achieve further
success.
DOUBLe GOLD FOr MAnGAUnG
For the second consecutive year,
Mangaung Correctional Centre
(MCC) at Bloemfontein, which is
run by G4s Care & Justice services
(south Africa), has been awarded
the nOsA Five star Award for
environmental, health and safety
management.
It was the first correctional
facility to receive this rating when
it collected the award in 2009
and with its 2010 award that
achievement still stands.
It has also received the gold
medal for best exhibition at the
Bloemfontein annual show for the
third consecutive year.
One of the reasons for entering
for this award is to promote
its area of service delivery
and the manner the services
rendered benefit the community
at large.
Through its focus on
empowerment and development,
MCC has become a leader in the
field of corrections.
G4s HOnG KOnG: A CArInG COMpAny
The Hong Kong Council of social
service (HKCss) has awarded
G4s Hong Kong the “5 years
plus Caring Company” logo for
2009/2010 in recognition of the
company’s excellence in caring for
its employees and the community.
This is the sixth consecutive year
that G4s Hong Kong has received
the Caring Company Award since
the inception of the award scheme
in 2004.
receiving the award, G4s
Hong Kong managing director
raymond wong paid tribute to his
employees: “Let us continue to be
good corporate citizens by caring
for one another and the community
around us.”
HKCss is a non-profit organisation
representing non-governmental
welfare agencies committed to
sustaining and developing social
welfare in Hong Kong.
a delighted nick
Buckles, g4S Ceo,
looks remarkably
fit after finishing
his first marathon
inside four hours.
48
news
$8.6M FOr TOLL rOAD sAFeTy AnD eFFICIenCy
G4s Technology company Adesta
is to design, procure, install and
integrate Intelligent Transportation
systems upgrades valued at $8.6
million (£5.95m) for the pennsylvania
Turnpike Commission at its
five tunnel locations: Allegheny,
Tuscarora, Kittatinny, Blue Mountain,
and Lehigh, as well as other critical
areas along the Turnpike’s east-west
mainline and northeastern extension.
Adesta’s experience will help
Turnpike better fulfill its mission to
operate a safe, efficient toll road.
“This innovative system will
dramatically improve our ability to
monitor and detect accidents and
other incidents in and around our
tunnels, enhancing security and
providing real-time information that
will help us make better decisions
about emergency response,” said
Turnpike CeO Joe Brimmeier.
“More importantly, the upgrades
will enable us to more effectively
communicate tunnel conditions to
the many travelers who rely on
these facilities to safely reach their
destinations.”
Known as “America’s first
superhighway”, the Turnpike is a
vital link in the roadway network
of the eastern United states. The
pennsylvania Turnpike Commission
operates and maintains 545 miles
of toll roads in the state, overseeing
62 fare-collection facilities, 16
operational service plazas and 26
maintenance facilities. with 2,169
employees, it generated $701.6
million in annual gross toll revenue
from 188.2 million vehicles in 2009.
Adesta, which was acquired by
G4s in 2009, is headquartered
in Omaha, nebraska, and is a
leader in providing innovative,
turnkey solutions for advanced
communication and security systems.
MAJOr CnI AwArD
e.On, one of the UK’s leading
integrated power and gas
companies, has awarded a major
contract to G4s secure solutions
(UK), covering all of e.On’s office
and generation sites across the
UK. The services provided by
G4s include manned security,
patrols, front of house and protest
management.
winning e.On represents a
major step forward in G4s’s
Critical national Infrastructure
strategy and has been achieved
by offering a complete solution
drawing on all of the UK company’s
capabilities.
It took 20 months to win the
contract, during which time G4s
had to prove its mettle through
service delivery of a separate
contract for Kingsnorth power
station, won at the beginning of
2009.
wsI wIns TOp nUCLeAr DeFenCe HOnOUrs
The Oak ridge team of G4s
company wackenhut services Inc
(wsI) has finished first in the 38th
annual security protection Officer
Team Competition sponsored
by the Us Department of energy
(Doe).
The week-long event took place
at the Doe’s 750-acre training
facility at the Oak ridge nuclear site,
Tennessee, with 17 elite protective
forces from the Us, Britain and
Canada competing for top honours.
skills tested during the week-long
competition were those that would
be needed to deal with an attack on
the y-12 nuclear weapons plant, or
another similar high-stake facility.
wsI is the Us government’s
security contractor at Oak ridge,
and wsI officer and manager of its
central training facility, Justin parker,
has been honoured at the security
professional of the year Awards
by the national nuclear security
Administration (nnsA). Justin and
federal official Mary Helen Hitson,
team leader for the Cyber and
security programme Management
Team for nnsA’s y-12 site office,
were recently recognised in a
ceremony held at the complex.
Brad peterson, nnsA’s associate
administrator for defence nuclear
security, presented the awards
during an Oak ridge visit, saying:
“Our security professionals
dedicate themselves to protecting
some of the country’s most vital
strategic assets. They are responsible
for securing thousands of nuclear
weapons and components, and
hundreds of tons of special nuclear
material in all forms, shapes, and
sizes. within this exceptional group,
we have been able to identify two
security professionals who stand out
above the rest.”
G4s wIns GsK InTernATIOnAL COnTrACT
GlaxosmithKline (GsK), one of
the world’s leading research-based
pharmaceutical and healthcare
companies, has awarded G4s a
five-year international contract for
the provision of security solutions.
Under the contract, which will
initially be worth approximately
£17 million per annum, G4s will
centrally manage GsK’s security
services from the UK, using a
high quality approach which will
deliver consistent, coordinated and
efficient operations, training and
standards during the first phase of
the rollout across a number of GsK
sites.
G4s will be offering a broad
range of services to ensure the
right security solution is delivered
for each site.
The initial rollout covers the
deployment of G4s employees to
GsK sites across Argentina, Costa
rica, the UK, Us and venezuela,
as well as a team which will
secure GsK’s UK headquarters in
Brentford, Middlesex.
Future rollout plans include G4s
securing sites in the additional 28
countries in which GsK operates,
such as France and Belgium, over
the next 12–18 months.
sUppOrTInG FCO In AFGHAnIsTAn AnD UK
The UK’s Foreign &
Commonwealth Office (FCO) has
awarded two contracts to G4s
secure solutions (UK & Ireland) for
security services in Afghanistan and
the UK. These contracts are worth
in excess of £27 million and will
run for a minimum of three years.
The FCO is a key global account
for G4s which has been working
with the FCO for many years and
currently has more than 2,500
employees providing it with
security across the world.
Increasingly, the FCO will be
managed as an international
account from London. David de
stacpoole, director of government
services at G4s risk Management,
will have responsibility for managing
and growing the FCO account from
London. He will work closely with
G4s teams who deliver services to
the FCO in each country.
In Afghanistan G4s risk
Management will be providing
security services to the UK
Government in Kabul and other
key locations across Afghanistan,
including Kandahar and Helmand
provinces.
security officers, primarily former
Gurkha soldiers and Afghans, will
protect personnel and assets at a
number of UK Government sites,
including the British embassy in
Kabul.
Mobile security services,
incorporating a significant number
of operationally experienced, FCOvetted and sIA-accredited close
protection officers, will protect UK
Government employees as they
move around Afghanistan.
In the UK, G4s secure solutions
(UK) will be providing security and
reception services for the FCO’s
eight locations in the UK, including
access control, operation of control
rooms and risk management
support.
BrITIsH GAs exTenDs MeTerInG COnTrACT
G4s Utility services’ existing
contract with British Gas for
the provision of metering, data
processing and data aggregation
services has been extended for a
further three years.
worth in excess of £100m over
the period, the extended contract
will provide a solid base for
growth opportunities to help G4s
explore and expand into other
strategic revenue streams, whilst
still maintaining its meter reading
services, during the national smart
meter rollout currently underway
in the UK.
G4s Utility services has 2,200
meter readers who provide
some 50 million domestic and
commercial meter reading visits
throughout england, wales and
scotland (including all islands).
In addition to its metering
services it also provides operational
and data processing support
to a number of global energy
companies.
50 G4s international iSSue 2: 2010
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
G4s international iSSue 2: 2010
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 ● rwanda ● seneGal
sierra leone ● south aFriCa ● sudan
tanzania ● uGanda ● zamBia
arGentina ● BarBados ● Bolivia ● Brazil
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
united araB emirates ● yemen
51

G4S International Issue 2 2010

Transcription

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