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  • risk assessments and compliance | G4S
    ensure compliance with our business ethics code and policies we ask businesses as part of the G4S risk assessment process to assess and report on their business ethics risks and compliance with the ethics policy This is a comprehensive process with businesses required to respond to 94 questions covering risk assessment and adequate procedures compliance Each business entity has a quantified risk score based on a combination of the country Transparency International corruption index and the responses to the questionnaire The risk scores assist to focus attention on businesses that potentially pose more concern The risk assessment allows management to self certify their compliance with the group s policies and thereby provide assurance to all our stakeholders A key requirement for 2012 was for local managers to ensure that the group s anti bribery and corruption policies and controls were fully implemented in their businesses In addition to the specific business ethics risk assessment process G4S has in place a well developed general business risk assessment approach A key feature is the requirement for our businesses to routinely assess and report on their risks including the actions they are taking to mitigate these risks to an acceptable level This risk assessment covers a wide range of business risks that are relevant to G4S from various aspects including macroeconomic trends marketplace product and key focus areas identified by executive management Risk committees exist at country regional and group level to review risk assessments and to ensure that appropriate actions have been taken to prevent or mitigate risks faced by the businesses Our achievements in 2012 During 2012 a risk assessment was completed by over 150 business entities The results showed a high level of compliance with the group s ethics policy Where there were gaps in compliance management identified corrective actions

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Safeguarding%20our%20integrity/Risk%20assessments%20and%20compliance/ (2013-04-25)
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  • Internal Audit | G4S
    as internal audit and assurance we also have external audits including External auditors KPMG who audit our annual financial accounts and provide reports on any control weaknesses noted Government audits where there are outsourced contracts e g justice services businesses At a group level we have a core team of auditors based in strategic locations around the world who report directly to the group CFO and Audit Committee The role and scope of the group internal audit team is briefly described below The risk based group audit plan ensures that all our businesses in all the countries in which we operate including those in small and remote locations receive at least one visit during a three year period The managers of each business are given assurance on their compliance with group standards and any remedial action to be taken is identified The group sets and continually enhances standards which all business units must achieve Current standards cover a wide range of essential business activities including human resources health safety business ethics finance procurement IT legal insurance customer contracts and operations Strict reporting lines ensure that all issues encountered whether classified as control related financial or ethical are brought to the attention of local and regional management Serious issues are escalated to the group executive management team and the Audit Committee All businesses are required to meet group standards and hence smaller businesses operating in more challenging environments and with more limited resources can find this difficult to achieve The audits help to identify this situation and make sure that the necessary support is provided to ensure these businesses can operate in line with the required standards There is a thorough follow up process to each audit where we ensure that items raised during the process are addressed and resolved in a timely manner Businesses are required to provide written updates on the implementation of actions In serious cases the business will be revisited after six months to ensure all audit points have been addressed Our achievements in 2012 In 2012 the Internal Audit team performed 146 on site internal control audits This is slightly less than 2011 however our external auditors KPMG have conducted extended assurance work on financial controls in six of our UK businesses on behalf of the group internal audit department The chart below shows the internal audit activity during the last two years 2011 2012 in terms of assignments completed in different areas Included in the 146 on site internal control audits are 37 country audits of the group s business ethics controls These audits resulted in 95 of the businesses audited receiving a positive rating The two businesses with a negative rating had issues relating to the full application of mandated controls and in common with all other anti bribery audits there was no evidence of any actual cases of bribery or corruption Where improvements in compliance have been noted these are actively followed up to ensure that they are implemented During 2012 the internal

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Safeguarding%20our%20integrity/Internal%20audit/ (2013-04-25)
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  • Whistle Blowing | G4S
    policies or procedures Employees who have concerns about behaviour which is contrary to the group standards are advised to raise their concerns anonymously if they wish with their local human resources or finance director in the first instance Alternatively they can raise concerns through the local business telephone hotline or email address which all businesses had in place by the end of 2011 Employees can also report serious concerns at a corporate level through the global employee hotline service Safe2Say The Safe2Say service is 24 hour confidential hotline with toll free calls dedicated multi language capability and an internet based case tool for the effective investigation and response to employee concerns All concerns reported via Safe2Say or received through other means at a corporate level are reviewed directly by the head of internal audit Where our investigations reveal evidence of unethical conduct disciplinary action is taken which may range from a formal reprimand to termination of employment Our achievements in 2012 The priority for 2012 was to ensure that the whistle blowing reporting operates fully at both a local and corporate level The numbers of calls received has been monitored and the focus has been on ensuring that all employees are aware of the hotline facilities and information on their appropriate use Steps have been taken to promote the group Safe2Say hotline as well as the local hotlines We have also improved the reporting and investigation of serious issues raised by ensuring that these are routinely provided to the head of internal audit The chart below shows an analysis of the whistle blowing concerns raised at group level over the last two years In 2012 there was a 46 decrease in issues raised by employees through whistle blowing at a corporate level Over 60 of the calls relate to HR

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Safeguarding%20our%20integrity/Whistle%20blowing/ (2013-04-25)
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  • Health and safety | G4S
    the basis for good health and safety practices The standards include having appropriate policies resources accurate and timely reporting and follow up of any incidents to prevent recurrence Our achievements in 2012 The most prevalent risks to the health and safety of our employees continue to be from work related attacks and road traffic incidents Although the total number of work related fatalities resulting from attacks and road traffic incidents has reduced from 58 in 2011 to 39 in 2012 our aim is to eliminate work related fatalities altogether The charts below show the total number of work related fatalities by region for 2011 and 2012 and the breakdown of the causes of the fatalities for the same two periods We believe tackling road traffic fatalities requires not only robust vehicle safety procedures but also embedding a culture of road safety awareness especially in countries where this may not be the norm With road traffic accidents continuing to be a significant feature of our work related fatalities we developed a road safety action plan in 2012 which is based on extensive analysis of the major causes of road safety incidents involving our people The plan will be implemented in 2013 although it has been a focus in some regions already In Africa for example a series of road safety training and communications materials were launched to coincide with World Day of Remembrance for Road Traffic Victims in November An important health and safety initiative is the process of the critical country review This involves internal health and safety experts from our more developed businesses working with businesses often in different parts of the world where the safety records need to be improved The aim is to transfer knowledge and expertise through working with local managers to develop action plans aimed

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Securing%20our%20people/Health%20and%20safety/ (2013-04-25)
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  • Employment and employees | G4S
    people Employment and employees Employment and employees G4S employs over 620 000 people making it one of the world s largest private employers Our Asia Middle East region continues to be the largest region with over 252 300 employees whilst the headcount in the Americas region has increased to 132 700 58 600 in North America and 74 100 in Latin America and the Caribbean due mainly to acquisitions in Brazil The global employee headcount has reduced from 657 000 to 620 500 as a result of number of divestments made in 2012 such as businesses in Poland and Pakistan and the reclassification of seasonal workers in India who have not worked for certain periods Front line employees who work in service delivery or customer facing roles comprise 90 of the workforce with a further 62 050 employees in management supervisory and support roles HR standards Our HR standards have been in place for a number of years and are recognised as setting the framework for good employment practices across the whole group These standards are aligned to the HR strategy and cover Acquisition of best people Employee engagement Health and safety Learning and development Diversity and inclusion Performance and remuneration Monitoring and measurement Each year all G4S businesses confirm their compliance with our HR standards and KPIs which are amended in line with any significant operational or legal changes In 2012 the standards were updated to reflect the UK Bribery Act Ensuring there is widespread understanding and compliance with this legislation so that our business is conducted in an open and honest manner is critical so the revised standards link closely to the training of employees about their responsibilities under the Act In addition to an annual review each month businesses report on key metrics such as recruitment turnover

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Securing%20our%20people/Employment%20and%20employees/ (2013-04-25)
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  • Talent and succession | G4S
    succession Talent and succession We believe that employing the best people underpins our abilities to shape and implement strategic plans adapt to change build long term partnerships with customers and engage our employees We continue to invest in the development of our people and in particular the talent pipeline to build their skills knowledge and behaviours and to ensure that we have succession plans in place primarily sourced internally We aim in time to have at least 70 of our senior management vacancies filled internally Monitoring and measurement To track how we are building and investing in our talent pipeline we review annually the pipeline of high performers who have the potential to progress to roles of increasing complexity From this we are able to assess whether a succession plan is in place for key and critical roles and whether there are any specific gaps in our succession plans which need to be addressed To ensure that we support the development of the pipeline and prepare them for other roles employees have an annual appraisal with their line manager as a minimum requirement and a structured development plan outlining necessary training and development is recorded maintained Our achievements in 2012 In 2012 each region introduced a more regular review of the talent pipeline in parallel with reviews of business performance This was consolidated into an annual review group wide to continue to evaluate our capability requirements In total over 500 managers were assessed in the 2012 talent review Of these nearly 100 are considered to have the potential to be promoted to a much larger and more complex role in time The one Executive Committee vacancy in 2012 was filled by an internal promotion from the talent pipeline Development of our talent pipeline continues with over 30 participants on the

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Securing%20our%20people/Talent%20and%20succession/ (2013-04-25)
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  • Diversity and inclusion | G4S
    and work in an environment where their contributions are sought and valued Since we already have a diverse geographic footprint with employees from almost all nationalities our diversity and inclusion strategy focuses on harnessing this great diversity by improving levels of cultural understanding across the organisation Building a talent pipeline with people from diverse backgrounds whose experiences knowledge and ideas will help us grow the organisation in the future is a long term objective Key to the achievement of this objective is the diversity of existing employees since wherever possible we want to ensure that our next generation of leaders is developed internally Monitoring and measurement Progress on diversity and inclusion is measured in both the workforce and in the workplace Different businesses record their own diversity metrics in accordance with local legislation Across G4S the only workforce metric captured consistently on diversity is the number of women represented at different organisational levels Reviews of these metrics has led to increased scrutiny and targeted support for businesses Use of the diversity and inclusion assessment tool which was developed internally continues to help businesses assess progress and develop action plans to embed good diversity and inclusion practices in the workplace Our achievements in 2012 The on line cultural awareness training tool is widely available to all employees As well as the continued promotion of this tool materials on developing cultural understanding have been used in our management and leadership training in 2012 Working with our customers on diversity and inclusion initiatives gives both parties the opportunity to foster more inclusive environments and increase understanding For example at GSK headquarters in the UK G4S has been supporting Project Search a 12 month programme to provide work experience to people with learning disabilities Given the nature of our business and in comparison with

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Securing%20our%20people/Diversity%20and%20inclusion/ (2013-04-25)
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  • Employee engagement | G4S
    ngage them fully Policies and procedures linked to this model are intended to set clear parameters for action ensure that the tools and training required to deliver these actions are available and provide for regular feedback on performance and development opportunities in the role Monitoring and measurement The employee engagement survey is a vital tool in monitoring engagement levels At the end of 2013 we will have data from three global surveys to compare and contrast The data provides a rich source of employee feedback on areas for improvement and helps us to focus our engagement strategy where it will have most impact in driving business performance Our achievements in 2012 We see the role of our first line managers as critical in increasing levels of engagement In 2012 we introduced new training materials relating to the PRIDE model to develop their skills Topics included health and safety managing employee welfare and stress understanding unions and building union relationships managing change coaching skills and building teams Gathering feedback from our employees on the factors impacting their levels of engagement is vital in shaping our plans Work is ongoing following the global employee engagement survey in 2011 and in 2013 we will conduct our next survey Separately we will be asking the views of our managers on what it is like to work for G4S why they stay and how we can ensure they continue to do so In addition we have revised our 360 degree feedback tool which enables employees to provide feedback to their managers prior to their development reviews The tool is available in six languages and was used by over 2 000 managers last year The need for improved levels of employee communication was one of the themes in the last global employee survey so in 2012 the new intranet site the hub was launched to reach a wider audience and provide more opportunity for on line discussions and forums The global induction DVD which contains key messages on our values and ethics and an overview of the global nature of our operations has also been translated into 19 languages and now forms part of the induction for all front line employees Freedom of association is an important right for our employees and one we endorse in our Business Ethics Policy and enforce in our HR standards Union membership has increased slightly to 16 over the last 12 months with over a third of our employees covered by collective agreements In 2012 we revised our European works council EWC agreement The changes reflect good practices that had become established over the last five years but never formalised The annual works council meeting is seen as a valuable forum for social dialogue by management and representatives and there are high levels of participation from both sides In 2012 the EWC meeting was held in London with 26 employee representatives from across Europe attending together with business leaders including the group CEO and group HR director Discussions at the

    Original URL path: http://www.g4s.co.cr/en/Corporate/Social%20Responsibility/Securing%20our%20people/Employee%20engagement/ (2013-04-25)
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