Private Security Industry

Assignment Instructions

There are three sections required for this week’s assignment.
Section #1 – Discuss all the factors that contributed to the growth of the private security industry, especially the commercial sector. Be specific and use examples to support your answer. You will also be required to discuss and predict what you believe the impetus will be for the growth of private security the next 10 years.
Section #2 – Your second assignment requires you to conduct an internet search to locate a successful contract security company in your region or your hometown. Give at least four reasons for the secret to their success. If you were going to start your own contract security company, what would your mission and company values be ? Your answer should be detailed and specific.
Section #3 – Skim the magazine of one of the largest security companies in the world – G4S Securicor and list the three most interesting things from the magazine that you believe help contribute to the company’s success.
Place all the assignments into one Word Document. Students will not enter the assignment into Turn It In. This will be done automatically when submitting an assignment through the APUS classroom.
The student will ensure all syllabus requirements are met. (Minimum word count is 800).

1 Historical Foundations

of Private Security

CHAPTER OUTLINE

Introduction: The Concepts of Self-Help and Self-Protection……………………………………………….. 1

Historical Foundations………………………………………………………………………………………………………. 3

The Middle Ages ……………………………………………………………………………………………………………3

Colonial America ……………………………………………………………………………………………………………5

Law Enforcement in the Industrial Revolution …………………………………………………………………6

Coming of Age: Private Security………………………………………………………………………………………… 8

Lack of an Effective Public Force …………………………………………………………………………………….8

Movement of Goods and Services……………………………………………………………………………………8

The Pinkerton Factor: Industrialization and Unionization …………………………………………………9

Western U.S. Expansionism……………………………………………………………………………………………11

Contemporary Private Security ………………………………………………………………………………………… 12

Discussion Questions ………………………………………………………………………………………………………. 16

Notes……………………………………………………………………………………………………………………………… 16

Introduction: The Concepts of Self-Help and Self-Protection Historically, the concepts of self-help and self-protection were considered foundational

to the enforcement of law and the assurance of social order. The private citizen was, by

most measures, the chief party responsible for the safety and security of a community.

Public law enforcement is a much more novel concept. Whether private or public in

design, ideas about policing and protection arise from a variety of influences. Like any

other type of institution, its practices and procedures are not fixed in a day but emerge

in an evolutionary sense.1 Any clear and accurate assessment of private security or

public sector justice need first examine the historical underpinnings.

These principles, derived from English law and the Anglo-Saxon tradition and subse-

quently adapted to American jurisprudence, provide a panorama for how public and

private protection systems not only emerged but legally operate. For example, what were

the early parameters for protection of property? The right of self-help was first recog-

nized within the common law and even early codifications of English law. A man’s home

was indeed his castle, if he was fortunate enough to possess one. To protect his property

and life, a person was entitled to use even deadly force. Early emanations of self-defense

Private Security and the Law

Nemeth, C. (2011). Private security and the law. ProQuest Ebook Central <a onclick=window.open(‘http://ebookcentral.proquest.com’,’_blank’) href=’http://ebookcentral.proquest.com’ target=’_blank’ style=’cursor: pointer;’>http://ebookcentral.proquest.com</a> Created from apus on 2020-09-07 14:02:50.

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and self-protection can be traced to the earliest civilizations. For example, the mainte-

nance of law and order in the Greek and Roman empires was primarily the function of

the military and its command structure. Order was maintained in the empire not because

of some formal entity, but because the power base was rooted in military authority.

“Although the word ‘police’ has a classical origin—the Greek politeuein ‘to act as a citizen

of a polis’—the metropolitan police forces we are accustomed to did not exist in the

ancient world. A few cities had some form of institutionalized keepers of the peace—

‘magistrates of the peace’—butmunicipal police forces are a nineteenth century phenom-

enon: the British ‘bobbies’ named for the PrimeMinister Robert Peel appear in the 1830s.”2

Upholding the law and the protection of private and communal property was, and is

still considered, the responsibility of the individual and the community. The law is most

effectively served by those who serve themselves. “An unwritten tenet of democracy

places enforcement of the law within the domain of ordinary citizens . . . under the

principles of common law any man still possesses wide authority to protect himself,

his family, and to some degree the general peace of the land.”3 Coupled with this reality,

in a free and capitalist society, some would argue, are the market forces that dictate what

things have value and what needs protection based on that value. To be sure, self-help

directly ties its undergirding to a philosophy of ownership and personal protection. In

other words, the society’s decision on how to parse up its enforcement model, whether

it be public or private in design, is inexorably tied to demand.4

Although self-help in the protection of one’s life and property was socially acceptable,

other factors often dictated the practice as the only viable form of law enforcement. For

the majority of European and American history, sparsely populated areas, rugged

geography, and a strong distrust of any proposed national police organization forced

individual citizens and communities to enact and enforce the law through the best

available means. Oftentimes, private individuals acting on their own, or at the behest

of communal interests, would be forced to take the law into their hands. This was best

demonstrated in the tribal “blood feuds” of the Dark Ages. Order and protection was

threatened by nomadic bands of rogues and barbarians, territorial fiefdoms, and blood

feuds. Anguished communities were held captive by hordes of intruders.5 Primitive

justice centered on the retribution of wrongs:

An injury done was primarily the affair of the party injured and of his kindred. It

was for him and them to avenge the wrong on the wrongdoer and his kin, and to

prosecute a “blood feud” against them until the wrong originally done was wiped

out by retaliation.6

Although the self-help protection philosophy gave no clear-cut parameters as to what

was fair and equitable justice, the origins of common law did develop from a notion of

reasonable, nonlethal force in the protection of one’s property. When criminal action

threatened only property, the law did not condone the use of deadly, retaliatory force.

The law rightfully considered human life more precious than mere property.7

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The issue of self-protection did not, however, exclude the use of deadly force in the

protection of life. To be a legitimate use of deadly force, the use of force had to be justi-

fiable and not disproportionate to the force threatened.8 A person, with justifiable cause,

could use force in defense of family and self, and also in the defense of others.9 Under

the feudal system, the relationship between lord and vassal resembled the present-day

system of contract security.

Historical Foundations

The Middle Ages

Although modern law enforcement, security organizations, and policing/security func-

tions were not initiated during the Middle Ages, an idea of the need and design for

law enforcement and security did originate. It is important to understand the chaos

and circumstances of medieval England and Europe that led to the establishment of

private, self-policing forces. The vassal-lord relationship had developed a reciprocal

self-help approach to the security of one’s life and property. Life in feudal times centered

on the manors and villages, each responsible for its own protection. Small villages

provided their own citizen-police, centering on the ancient “hue and cry” by which

the able-bodied men could be summoned to lend assistance when criminal acts

occurred or a felon needed to be apprehended.10 This method proved effective, but only

within the limited range of the feudal territory or lord’s domain.

With each lord having his own system of security and no codified system of English law,

the issue of national or regional security was a muddled mess of self-interests and

conflicting jurisdictions. As the small manors of feudalism evolved into towns, villages,

and eventually cities, the old systemof self-help could not keepupwith the rising crime rate.

From 1000 to 1300 A.D., the developmental seeds of an ordered system of law enforce-

ment began inEngland. The kingwas able to appoint shire-reeves,whohad lawenforcement

responsibilities in English counties or precincts. “The shire-reeve seems to have developed

from the king’s reeve, the local official who looked after the king’s business.”11 Hewas a royal

representative, and it was intended that hewould protect the royal interests if they conflicted

with the local claims of anyone, including the lord of the county. Above all, the shire-reeve

was still the chief officer of the county.12 Within a manor, an appointed officer known as a

“constable” was responsible for dealing with legal matters. Both the shire-reeve, later

shortened to sheriff, and the constablewere the forerunners ofmodern swornpolice officers.

The system of English legal protection continued to expand and define itself more

clearly. Under the Statute of Winchester of 1285, a system of “watch and ward” was

established to aid constables.13 The watch and ward system was composed of a justice

of the peace, a constable, constable’s assistants, and night watchmen whose primary

function was the care and tending of a designated area of a town or city known as a

“ward.”14 Even today, political subdivisions are often broken down into the ward struc-

ture. Regular patrols of citizens were established to stand watch nightly and to arrest

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criminals and strangers found wandering at night. When an offender was caught in a

criminal act, the “hue and cry” was raised.15

It was then the duty of all men in the community, 15 years and older, to rally at the

scene and uphold justice. In addition, they were required by law to carry arms and form

a posse comitatus to pursue criminals.16 Maintaining the king’s peace and enforcing the

law remained a public responsibility.17

Although all men had the general duty and the right to make arrests, the constables

and sheriffs had additional specific peacekeeping duties and powers. Unfortunately, the

officers were ill equipped to handle the urban growth that created cities with huge

populations. Because constables were unpaid, ill trained, and ill equipped, English law

enforcement was in dire straits. Lord Chancellor Bacon, in 1618, complained that con-

stables were “of inferior stock, men of base conditions.”18 The towns and cities of

England, especially London, fell into virtual anarchy because of the lack and inadequacy

of publicly appointed and underpaid professional peacekeepers. Unfortunately the bulk

of the watchmen and constables lacked the essential qualities for success.19 In his book,

Hue and Cry, Patrick Pringle states:

Such is our respect for institutions that when an established system breaks down we

are quick to blame people and defend the system; but the lesson of history seems to

be that systems must be made for people, because people cannot be made for

systems. To be effective, any system—whether political, religious, economic, or

judicial—must expect people to be base and selfish and venal.20

Because of the rising crime rate and the inability of the poorly organized English system

of law enforcement to effectively combat it, private persons and businesses developed

their own means of protection. As towns and cities expanded, merchants and artisans

banded together for mutual protection. In his book On Guard,Milton Lipson relates how:

[g]uild members united to perform the duty of watching their contiguous property

in the heart of these medieval towns, serving as watchmen themselves, later assign-

ing their apprentices and thereafter hiring special guards. In these practices are the

visible roots of both modern insurance and private security.21

What is clear is that the American foray into law enforcement has not been as clean

or transitionally predicable as one might hope and, in fact, can be properly described as

a “tangled web of what are typically referred to as public and private police forces.”22

Other forces played into the impetus for a more formal law enforcement system. The

expanding trade and transportation of vital goods and services were temptations for

criminals. It also demanded the need for protection of private interests, property, and

self. From this arose the concepts of proprietary and contract security. Throughout the

sixteenth century, different kinds of police agencies were privately formed. Individual

merchants hired men to guard their property, and merchant associations created

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merchant police to guard shops and warehouses.23 The status of these private guards

“was by no means uniform; some were sworn in as constables, while others continued

in employment as private watchmen or guards. There were also no general scales of

payment, rules of conduct, or assigned duties for these newly created private security

forces.”24 These areas were solely under the discretion of the employer.

The essence of private security was born in the chaos of the Middle Ages, especially

that of the “contract” variety, but the standardization of its organizational hierarchy,

duties, and pay was yet to come.25

Colonial America

The influence of the English culture and tradition in America is quite evident in our legal

system, and it is especially evident in early colonial law enforcement. Colonial America

incorporated the systems of sheriff, constable, and watch as its earliest forms of law

enforcement. With subsequent empire building, came further pressure to regularize

and formalize the protection system. However, the concept of a uniformed police force

was still far in the future. George O’Toole contends in his book, The Private Sector, that

. . . police, public or private, are not one of America’s oldest traditions: the Republic

was nearly 70 years old before the first public force was organized, the infant nation

had few laws to enforce, and the protection of life and property was largely a do-it-

yourself matter in the tiny wilderness communities that made up the frontier.26

As in medieval England and Europe, population and geographic factors in colonial

America favored a loosely structured communal law enforcement system. Generally,

the sheriff served in unincorporated areas, the constables served in towns and villages.27

In colonial America, the sheriff was charged with the execution of all warrants directed

to him, both civil and criminal. He shared with other peace officers special powers of

arrest without warrant, but he did not serve as an important agent in the detection

and prevention of crime.28

In 1607, the first constable was appointed in Jamestown, Virginia, becoming the first

duly appointed law officer in the New World.29 As in England, the constable’s position

was difficult to fill. His duties were many and varied, the pay was minimal, the hours were

long, and the prestige associated with the job was low.30 The constable was, however, the

main law enforcement officer for the local American government in the 1800s.31

The watch system in America was derived as colonists coming to the New World

banded together for mutual safety and business protection.32 The first night watch

was formed in Boston in 1634.33 Serving as a watchman was the duty of every male

citizen over the age of 18. The tour of duty usually began at 9 or 10 p.m. and ended at

sunrise.34 As in the selection of constables, finding men of high caliber to serve watch

was difficult. The powers of the night watch were more limited than those of constables,

and they had no policing power and limited arrest authority.35

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Primarily, the early colonial need for security did not center on proprietary or com-

mercial interests, but on the fear of fire, vagrants, and attacks by the Native Americans.

As urban populations grew, the system of sheriffs, constables, and the watch proved

inadequate in meeting law enforcement needs. The diversity of the original colonies

did not promote any concept of uniform law enforcement practices or a national police.

Even with increasing urban congestion and a rising crime rate, little would change in

American law enforcement. “Watchmen remained familiar figures and constituted the

primary security measures until the establishment of full-time police forces in the

mid-1800s.”36 The seemingly unchanging organization of colonial American law

enforcement was not so much a sign of social stability, but more likely a wariness of

any public or national force controlled by a federal government. “The principle of states’

rights had a profound and continuing impact upon law enforcement.”37 Americans,

especially right after the American Revolution, were leery of any federal entity that

sought to control and administrate over state and local matters. Law enforcement and

security, like other facets of life, were to be controlled by state and local governments,

which reflected the “states’ rights” mentality of the age and the supremacy of a decentra-

lized federalism. Although local and state jurisdictions might have felt politically

comfortable with the watch system of security, other factors necessitated a change in

American security practices. As in England, the old systems of law enforcement became

outdated and inadequate in facing the security problems of the growing nation. “The

basic deficiencies of the watch and constable systems rendered them ill-prepared to

deal with the unrest that occurred in many American cities during the first half of the

nineteenth century.”38 New methods of organizing and defining public and private law

enforcement were needed to combat urban problems.

Law Enforcement in the Industrial Revolution

The first half of the nineteenth century saw a rise in urbanization, crime, and the need

for better law enforcement.39 Private security existed, but only on a small scale for busi-

ness and merchant protection. Although private police greatly contributed to keeping

the peace, it became obvious, particularly in the cities, that a centralized public police

department was a necessity. In England, an early version of public policing was

affectionately labeled the “Bow Street Runners,” because their activities emanated from

London’s Bow Street in Covent Garden. A magistrate’s court would instruct these early

“police” types to run after and pursue criminals.

The first legitimate police force would arise in England. The Metropolitan Police Act,

passed in 1829 under the sponsorship of Sir Robert Peel, created a carefully selected corps

of policemen trained and organized in a military fashion.40 Sir Robert Peel, the oldest son

of a wealthy cotton manufacturer, was educated at Harrow and Oxford University.41 Peel’s

system, although it “spread slowly and sporadically,”42 became the primary model for

efficient urban public policing. Peel, widely known as the “Father of Policing,” recognized

the need for a more effective police force to replace the old watch and ward system as well

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as the limited capabilities of the Bow Street Runners. Peel believed that by organizing a

group of professionally trained full-time police officers, he would be able to reduce the

level of crime through proactive prevention techniques instead of relying solely on pre-

vention through punishment. To accomplish this evolutionary process, Peel promulgated

new rules for police operations, some of which are as follows:

• To prevent crime and disorder.

• To recognize that the power of the police is dependent on public approval and

respect.

• To secure the respect of the public means also securing the cooperation of the public.

• To seek and to preserve public favor by constantly demonstrating impartial service to

law, without regard to the justice or injustices of individual laws, without regard to

wealth or social standing; by exercise of courtesy and friendly good humor; and by

offering of individual sacrifice in protecting and preserving life.

• To use physical force only when necessary on any particular occasion for achieving a

police objective.

• To recognize always the need for strict adherence to police-executive functions.

• To recognize always that the test of police efficiency is the absence of crime and

disorder.43

The Peelian model was extremely influential in nineteenth-century American law

enforcement. “The riots of the 1840s provided an impetus for finding a more effective

means of dealing with urban unrest.”44

The need for a unified public force would begin to override the self-interest protec-

tion provided by private security. However, both fields would continue to grow together,

defining themselves as separate, yet cooperating, law enforcement sectors.

The early 1800s witnessed the birth of American policing as a viable peacekeeping

force. New York City had started the rudiments of a police department in 1783, and by

1800 the city had established the first paid daytime police force. Daytime police forces

were also started in Philadelphia (1833) and Boston (1838).45 These early departments

did not supplant the system of the watch but worked as the daytime counterpart.

Because the day and night watches would prove inadequate in fighting crime, New York

City became the first city to combine its day and night watches into a unified police

force in 1844.46 “Other large cities began to follow the lead—Chicago in 1851, New

Orleans and Cincinnati in 1852, and Providence in 1864. The snowballing effect stimu-

lated the modernization of American policing.”47

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Find out about the earlier life of the New York City Police Department by visiting http://www

.nycpolicemuseum.org.

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The rapid development of the modern police force in noway sounded the death knell of

private security. On the contrary, private security forces would continue to grow, expand,

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and complement other law enforcement agencies in fighting crime. Now, two arms of law

enforcement were becoming more closely defined along public and private lines.48

By 1830 in England, and within a decade or so thereafter in the United States, the

beginnings of a separation of the security function into two spheres of responsibility

were taking place. Public police departments, with their sworn duties, were charged with

maintaining law and order. The burden of security for private property and personal

safety thereon had to be redefined. The world of private security was to be limited.49

With public police forces centering their efforts on the enforcing of law and order,

private security would expand and grow as guardians of the corporate sector.

Coming of Age: Private Security Despite the growth and formalization of public policing, the private sector police model

continued on an unabated and parallel path.50 Major factors that served as the impetus

for the growth of the private security industry included the growth of the commercial

sector, the strained administrations of public law enforcement agencies, and the great

westward expansion of America in the 1840s and 1850s. All of these dynamics

entrenched the private police model.

Lack of an Effective Public Force

It became apparent that with the growth of the private business and commercial sector

in the United States during the 1800s, the newly created public police agencies were

unable or unwilling to provide for their security needs. Public police organizations had

little experience or capabilities in handling wide-scale security protection services. With

the newly created sworn police serving mainly in metropolitan areas, their jurisdictions

were strictly limited to their own territory. Local sheriff and watch were also restricted to

local, county, or state lines.51 Big business and industries found criminal problems sur-

passing the jurisdictional and functional capabilities of the public police. With interests

that often covered vast areas and multiple jurisdictions, businesses and commercial

associations began to hire their own protective sources.

Movement of Goods and Services

The transportation industry was instrumental in developing the private security indus-

try. Henry Wells and William G. Fargo had established the American Express Company

and Wells Fargo in the 1850s as protective services for commercial shipments both in

the East and the Far West. Wells Fargo security measures included the use of armed

guards, ironclad stagecoaches, and an expert investigative service.

The railroad industry also had substantial security needs. As the greatest source of

commercial transportation in the nineteenth century, railroads were also susceptible

to criminal activity. Prior to the Civil War, the railroads contracted with private detective

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companies, namely the Pinkertons. After the war, the trend was toward developing

company-owned internal police forces. The railroad police became instrumental in

pursuing train robbers, watching out for petty theft and embezzlement, and securing

the trains from unwanted vagrants.52 On industry-wide problems, the security forces of

different railroad companies often cooperated, increasing the security and efficiency

of the industry as a whole. Railroad police, with their far-reaching jurisdictions and official

powers, would represent the closest America would ever come to a national police force.

During the latter half of the nineteenth century, only the railroad police agencies held full

police powers. In many areas, especially the West, the railway police provided the only

security services until effective local government units were established.53

The Pinkerton Factor: Industrialization and Unionization

As the industrial revolution matured, economic interests for both company and worker

solidified. To be sure, workers, whether in coal mines or steel works, no longer saw

themselves as mere rabble to enrich the elites. Grumblings and rumblings of worker dis-

satisfaction were commonly heard, particularly in the industrial cities and centers for

major industries.54 Security firms were crucial players in this company-worker dynamic.

Allan Pinkerton started the first contract private security agency in America.55 A Scottish

immigrant and barrel maker by trade, Pinkerton developed an interest in detective work

and had been named the city detective of Chicago in 1849. In 1850, he formed his own

North-Western Police Agency, the first private detective agency in America. Capitalizing

on the rapid growth of the country’s railroad industry, Pinkerton began to contract his

security forces to protect the railroads of the Midwest. The Illinois Central, Michigan

Central, Michigan Southern and Northern Indiana, Chicago and Galena Union, Chicago

and Rock Island, Chicago, Burlington, and Quincy Railroads all utilized Pinkerton’s

protective services.56 It was through his association with the railroad industry that

Pinkerton met George B. McClellan, vice president and chief engineer of the Illinois

Central Railroad and later commander in chief of the Union Army during the Civil

War. With the outbreak of the Civil War, McClellan would take Pinkerton and his

detectives along as the United States’ first military intelligence unit.

Pinkerton’s early success helped define the role and abilities of the private security

industry.57 For more than 50 years, the “Pinks” were the only officers involved in

interstate activities such as the provision of security for transcontinental railroads and

multilocation industrial concerns.58 Pinkerton had definitely developed into the biggest

protective service in the United States, but it would be in post–Civil War America where

the greatest test for the fledgling industry would take place.

Post-war industrial expansion, fed by an increasing flow of immigrants, also helped

Pinkerton’s business. With growth came labor unrest and movements to organize work-

ers. In the strife that ensued, the use of private security guards to combat efforts to

unionize became commonplace. Industry, especially railroads and mining groups,59

used Pinkerton and his company.

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While Pinkerton officers were serving as the protectors of American railroads and as,

basically, the only uniform system of law in the West, labor-management conflicts devel-

oped in the latter decades of the nineteenth century in the East. As America was

immersed in its Industrial Revolution, a growing consensus of American laborers, usu-

ally immigrants who toiled in the mines and mills, worked for the development of labor

representation. In many instances, management refused to bargain with labor organiza-

tions and would send in strikebreakers to dismiss the mobs. On the other hand, labor

unions and secret societies often used unethical tactics in their determination to change

unfair labor practices. Pinkertons, Baldwin-Felts, and others were often hired by busi-

ness management to disrupt and disband labor activities. In all, Pinkerton’s agency

would involve itself in more than 72 labor-management disputes in the second half of

the nineteenth century.60

One of the first labor disputes the Pinkerton Company contracted out for involved

the Molly Maguires. The Molly Maguires was a secret society that originated out of

nineteenth-century Ireland, a country then racked by poverty and hunger. Their life in

America had improved little as they toiled in the coal mines of northeastern Pennsylvania.

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Find out about the life and conditions of the mines for the Molly Maguires at http://www

.providence.edu/polisci/students/molly_maguires.

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Pinkerton used undercover agents such as James McParland, who lived and worked

with the Molly Maguires under the assumed name Jim McKennon, from 1873 to 1886.

It was McParland’s subsequent testimony in a murder trial, changing certain important

players in the organization, that effectively ended the Molly Maguires as an effective

labor organization. At the same time in southern West Virginia, the Baldwin-Felts Detec-

tive Service was assigned by management to uphold justice and disband union experts

in the coal-mining towns.61

Another landmark labor-management dispute that involved the Pinkerton Agency

was the Homestead Steel Strike of 1892.62 In July of 1892, workers at the Carnegie Steel

Company in Homestead, Pennsylvania, went on strike, protesting a proposed pay cut set

forth by Carnegie Steel’s new manager, Henry Clay Frick. Frick cited poor business as the

reason for the designed wage cuts. Instead of acquiescing to management’s demands,

the striking steel workers blockaded and fortified the steel plant. In response, Frick

secretly ordered his hired Pinkerton men to regain control of the plant. As 300 armed

Pinkerton guards attempted to sneak up the river side of the plant, an estimated

10,000 angry steelworkers confronted the Pinkerton force. In the intense battle that

ensued, eight were killed (three Pinkerton officers and five steelworkers). The Pinkerton

officers were surrounded, forced to surrender, and physically escorted to the railroad

station. The Homestead Massacre was a debacle that ultimately hurt the image of pri-

vate security agencies, and for a time the Pinkerton Company. The name “Pinkerton”

became synonymous with labor spying and strikebreaking during the late nineteenth

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and early twentieth centuries. Its image was so badly tarnished that in 1892 a House

judiciary subcommittee began a formal investigation of Pinkerton and the private

security industry.

In 1893, the House passed the Pinkerton Law, which stated:

[A]n individual employed by the Pinkerton Detective Agency, or similar organiza-

tion, may not be employed by the government of the United States or the govern-

ment of the District of Columbia.63

In the aftermath of the Pinkerton law, Pinkerton announced it would no longer take

sides in any labor disputes. Again, the roles and parameters of the private security

industry were being redefined. Strikebreaking was out and labor surveillance within

legitimate bounds was in.

n n n

For a full survey of Pinkerton history, see http://www.securitas.com/pinkerton/en/About-

Pinkerton/The-Pinkerton-Detective-Agency-Our-History.

n n n

Western U.S. Expansionism

Although the labor disputes of the nineteenth century were an important watershed in

the development of private security, they certainly did not signal a decline in the uses

and demand for private security forces. Pinkerton and other private security forces were

attaining a booming business in the as-yet unsettled frontiers of the American West.

With Pinkerton controlling the security and investigative services of the railroads and

Wells Fargo controlling the stages, law enforcement in the towns and territories of the

West was largely in the hands of sheriffs or private individuals. The ancient legal tenet

of self-help saw its last vestiges of practice in the American West.

n n n

See the history of the Wells Fargo Company at http://www.wellsfargohistory.com/stagecoach/

stagecoach_history.htm.

n n n

As the guilds and businesses had done in a previous age, western businessmen, tra-

ders, bankers, and ranchers banded together for mutual benefit. “Business sponsorship

of law enforcement started with the earliest days of the frontier . . . railroads, ranchers,

mining concerns, oil field operators—all established their own investigating and law

enforcement agencies.”64

In some cases, private security was provided by an association of businesses in the

same area of commerce. A system of merchant police was formed in the towns and cities

to safeguard mercantile interests. Cattle ranchers in the West joined forces to create

associations that frequently employed agents to prevent and investigate cattle rustling.65

These detectives, although paid by private groups, were often given official state or

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territorial recognition and sometimes were given powers as official public law enforce-

ment officers. Detective forces, each specializing in various forms of business and trade,

appeared on the western scene in increasing numbers. F. Prassel’s work The Western

Peace Officer described their purpose:

At their worst, such security organizations constituted a combination of the protec-

tion racket and violence for hire. . . . At its best, a private detective force could pro-

vide real services with integrity and discretion.66

By contemporary standards, western justice and law enforcement had less regard for

procedural due process. Vigilantes, private individuals with no formal authority acting in

self-interest or in the interests of a specific group, served as enforcers. The first Ameri-

can vigilantes, the South Carolina Regulators, appeared in 1767 but only really flour-

ished after 1850.67 Both the Los Angeles and San Francisco police departments

originated as volunteer vigilante forces.68 “The true vigilante movement was in social

conformance with established procedures and patterns of structural leadership.”69 This

was not often the case, as abuses of legal power became commonplace. Wyoming had

such a distrust of private security forces as to adopt a statute in 1889 that stated:

No armed police force, or detective agency, or armed body, or unarmed body of men,

shall ever be brought into this state, for the suppression of domestic violence, except

upon the application of the legislature, or executive, when the legislature cannot be

convened.70

Other western states passed similar laws in attempts to curb abuses by private individuals

or security forces. For many years, only private security forces served as the quasi-law

enforcement agencies in the West. All major transportation systems and various com-

mercial interests were protected by private security forces in one way or another.

Contemporary Private Security World War II and the years that followed would have a profound effect on the type, orga-

nization, and need for American private security. The secrecy and vulnerability of war

usually brings a demand for more internal security. With the dual need for fighting

soldiers and security protection, the government could not solely rely on the depleted

ranks of the local and state police. “Wartime requirements compelled local police estab-

lishments, already strapped because their young men had gone to war, to take on tasks

beyond those it normally assumed. Industrial plants, drinking water and its sources,

utilities and their transmission lines, and other vital services had to be guarded.”71

With these massive security problems facing the United States, thousands of men

and women served their country in the ranks of private security forces. By war’s end,

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more than 200,000 individual private security personnel had worked for the govern-

ment.72 With the end of World War II, the importance and usefulness of private security

personnel would be a given, and the need for various forms of security increased dra-

matically. The Private Security Task Force of 1976 claims that “after the war, the use of

private security services and products expanded from an area of defense contractors

to encompass all segments of the private-public sectors.”73

The United States, assuming the status of a world power, heightened security

problems and increased political and governmental suspicion and secrecy. Cold War

reality and rumor led to an increased use of private security forces to protect govern-

ment installations and secrets. Protection against information theft also became a

growing security field. The fears of the 1950s allowed former Federal Bureau of Investi-

gations (FBI) agent George R. Wachenhut and three other former agents to found the

Wachenhut Corporation.74 With a long list of experienced personnel, the Wachenhut

Corporation grew to be one of the largest private security contractors in the United

States. Remarkably, Wachenhut was also able to skirt the previous legislative intention

of the Pinkerton Law of 1893 by gaining security contracts for government installations,

including the National Aeronautics and Space Administration and the Department of

Defense.

Since then, the private security industry has faced steady growth. “Private security per-

sonnel also significantly outnumber sworn law enforcement personnel and nonmilitary

government guards by nearly 2 to 1.”75 Today, the public interacts with and depends upon

a private sector model whose tentacles reach into every aspect of communal living. ASIS

International sees the opportunities present in the field now and in the future and states

that the demand for heightened security is being increased by theft of information, work-

place violence, terrorism, and white-collar crime. The security industry in the United

States is a $100 billion a year business and keeps growing. Opportunities exist at all levels

with the security industry. All businesses, no matter how small, have security concerns

such as fraud, theft, computer hacking, economic espionage, or workplace violence.76

The developing complexity of the world marketplace, the technological evolution of

goods, services, and the transference of money and other negotiable instruments, served

as a catalyst to private security growth. By way of example, ponder the cyclonic revolu-

tion in the banking industry, from ATM machines to paperless checks, from wire

transactions to credit card issuances. All of these practices are essentially novel and, at

the same time, the subject of some inventive criminality. Look at the range of security

concerns one division of Citibank of New York has: “traveler’s checks, money orders,

official checks, and other instruments issued by the Citicorp financial organization.”77

Its security response is quite sophisticated:

The 33-member staff, located in eight countries around the world, is a blend of

individuals from various law enforcement backgrounds—including the Royal Hong

Kong Police, the Belgium Police, Scotland Yard, the New York City Police Depart-

ment, and the Drug Enforcement Agency.78

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Private security engages citizens even more than its public counterpart. And it has done

so without the fanfare to match its astonishing rise. David Sklansky’s The Private Police

targets the central implications:

For most lawyers and scholars, private security is terra incognita—wild, unmapped,

and largely unexplored. . . . Increasingly, though, government agencies are hiring

private security personnel to guard and patrol government buildings, housing

projects, and public parks and facilities, and a small but growing number of local

governments have begun to experiment with broader use of private police.79

The Quiet Revolution80 of private security could not have greater impact. More than

ever, the enormous public demands piled on the private security industry call for profes-

sional planning and policy making, as well as a renewed dedication to the advancement

of this dynamic industry. Combine technology with a rampant wave of economic crime

and the climate of accommodation to the private security industry could not be better.

There is no question that much “ordinary crime”—burglary, larceny, and robbery, for

example—substantially affects business. In retailing, the U.S. Department of Commerce

estimates that the combination of shoplifting by customers and internal pilferage by

employees adds as much as 15 percent to customer retail prices. Crime in the work-

place includes such white-collar crimes as fraud and embezzlement. Computer-related

crime is perhaps the most devastating of these crimes, because losses are often in the

hundreds of thousands of dollars. In 2006, total credit and debit card fraud losses are

estimated at $3.718 billion.81 The rise of these sorts of criminal behaviors gives impetus

to privatized services.

n n n

Problems of retail theft are now global challenges. See the barometer of data at http://www

.retailresearch.org/grtb_currentsurvey.php.

n n n

On top of this, there is an emerging preference for private sector involvement in

American foreign policy. Throughout the Middle East, in Iraq and Afghanistan, the

fingerprint, or better said, the footprint, of the private security industry could not be

more apparent.82 Whether they are labeled as private military specialists or as “dogs of

war” mercenaries will say much about the tension this new dimension causes. For those

in favor, the private sector soldier provides “great flexibility, with an ability to create a

unique solution for each case, knowledge about the problem area and operational

expertise, business integrity, secure confidentiality, and a generally apolitical nature.”83

Critics charge that the privatized military operations “exploit violence for personal gain,

serve as agents for unsavory power, or happily promote repression, turmoil, and human

rights violations.”84 Neither of these cases is fully accurate, and the caricature that the

Blackwater firm has turned into provides a poor illustration of this new and emerging

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dynamic.85 The role that private security firms play in armed conflicts is a natural pro-

gression of mission and privatization.86

Whole-scale security systems in the war on terror have come to depend on the

private sector system. The fit of private sector justice in the world of military action

seems, at first glance, rather odd. Yet the deeper the correlation is considered, the more

sense it makes. Private security companies now “possess great flexibility, with an ability

to create unique solutions for each case, knowledge about the problem area and opera-

tional expertise, business integrity, secure confidentiality and a general apolitical

nature.”87 Put another way, the private security industry can provide a mercenary force

that sees the problem dispassionately and, as a result, is an agency more reasonable and

rational in outlook.

This turning over of the guard—whether it be executive protection, private prison

processing, community and neighborhood intelligence, or diplomatic protection, to

name just a few functions—manifests a change in the overall paradigm.88 In both war

and peace, one witnesses the staggering interlocking of a private justice model in public

functions.

Whether in military action or block security, the trend to privatization is undeniable

and unstoppable. What was normative in the early annals of the American experience,

namely self-help and self-reliance, appears again on the front burner.89

Privatization is now predictable nomenclature in the world of public policy and the

delivery of governmental services. Coming full circle, legislators and policymakers now

evaluate programs and their delivery in light of outsourcing, private contracts, delegable

services, and partnerships with the private sector. No longer is this sort of thinking on

the fringe. Although the shift has now become self-evident, the transition troubles many.

Scott Sullivan’s excellent discourse, “Private Force/Public Goods” keenly lays out the

dilemma:

The privatization of governmental services has repeatedly arisen as a controversial

topic of legal scholarship. The controversy inherent to privatization largely flows

from a difficulty in identifying a definitive line separating core public responsibil-

ities. This ambiguity, along with a renewed enthusiasm for cost-efficiency and belief

in the virtues of the market, has spurred increased privatization of a variety of pub-

lic goods and services over the course of the past forty years. As privatization has

spread, the universe of government activities viewed as unmistakably public, and

thus unmistakably inappropriate for privatization, has diminished.90

The National Institute of Justice has insightfully discerned the shift back to privatized

justice in the form of nonpublic law enforcement:

Such expanded use of private security and increased citizen involvement signals an

increasing return to the private sector for protection against crime. The growth and

expansion of modern police reflected a shift from private policing and security

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initiatives of the early nineteenth century. Now the pendulum appears to be swing-

ing back. Despite the expanded role of the police in crime prevention in recent years,

it appears that the private sector will bear an increased prevention role while law

enforcement concentrates more heavily on violent crimes and crime response. Eco-

nomic realities are forcing law enforcement to seek ways to reduce workloads.91

In the final analysis, there is something empowering about this reality, and as some

have described a “participatory democratic self-government.”92 In what greater sense

do citizens bear responsibility for the world around them than when they assume the

responsibility of self-help and self-protection?

It appears private security’s role in the administration of American justice is both

multifaceted and entrenched. Its areas of service not only entail private, individual, or

property security, but loss prevention, insurance, military intelligence, and related func-

tions, as well as computer security. Security as a practice, process, and system is embed-

ded in the nation’s tradition and is an essential contributor to justice in modern

America.

Discussion Questions 1. Historically, policing efforts were private by design. Could the reverse have been true?

Can you envision a context in which the public police model would have been first

and private sector justice second?

2. What other areas in the private sector economy has the private security industry fit

and served well?

3. Does a right to self-help or the calling of a posse still exist?

4. How does modern Western law enforcement reflect its historical heritage, particularly

in states like California, Texas, and Arizona?

5. By the nature of its mission, would it have been possible for the private security

industry to have been supportive of the union movement rather than antagonistic

to it?

6. Is private security’s tradition the protection of assets and business and commercial

property rather than the protection of persons?

7. Can you name the oldest contract security company in your geographic region?

8. Did early law enforcement processes in the American Colonies imitate the British

system?

Notes 1. For an interesting look at one side of the evolution, namely bounty hunting, see Rebecca B. Fisher,

The History of American Bounty Hunting as a Study in Stunted Legal Growth, 33 N.Y.U. Rev. L & Soc. Change 199 (2009); see also Joshua Horwotz & Casey Anderson, A Symposium on Firearms: the Militia and Safe Cities: Merging History, Constitutional Law and Public Policy, 1 Alb. Gov’t. Rev. 496 (2008).

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2. Fred Mench, Policing Rome: Maintaining Order in Fact and Fiction, at http://www.stockton.edu/ �roman/fiction/eslaw2.htm, last updated 7/25/99; see also Trevor Jones & Tim Newburn, Private Security and Public Policing (1998); James F. Pastor, Privatization of Police in America: An Analysis and Case (2003).

3. Frank R. Prassel, The Western Peace Officer 126 (1972).

4. M. Rhead Enlon, Constitutional Limits on Private Policing and the State’s Allocation of Force, 59 Duke L. J. 519. 527 (2009).

5. See Geoffrey R. Radcliffe & E. L. Cross, The English Legal System (1970); Max Radin, Handbook of Anglo-American Legal History (1936); and William Holdsworth, A History of English Laws (1927).

6. Radcliffe & Cross, supra note 5, at 6.

7. Rollin M. Perkins, Perkins on Criminal Law 1926-1927 (1969).

8. Franklin F. Russell, Outline of Legal History 93-94 (1929).

9. Holdsworth, supra note 5, at 313.

10. See generally 4 Leon Radzinowicz, A History of English Criminal Law 105 (1968), National Sheriff’s Association, History at http://www.sheriffs.org/about/history/middle_ages.htm (2001).

11. Radcliffe & Cross, supra note 5, at 4.

12. Radin, supra note 5, at 170-171.

13. Holdsworth, supra note 5, at 6-7.

14. Patrick Pringle, Hue and Cry: The Story of Henry and John Fielding and Their Bow Street Runners 43 (1955).

15. Elaine Reynolds, Before the Bobbies: The Night Watch and Police Reform in Metropolitan London, 1720-1830 (1998).

16. Thomas A. Critchley, A History of Police in England and Wales 3 (1966).

17. See Reynolds, supra note 15; Peter John Stephens, The Thief-takers (W. W. Norton, 1970); James F. Richardson, The New York Police 38 (1970); Roger Lane, Policing the City: Boston: 1822-1885 7 (1975); Seldon Bacon, The Early Development of American Municipal Police 44 (1939).

18. Critchley, supra note 16, at 1.

19. Reynolds, supra note 15, at 40-41.

20. See Pringle, supra note 14.

21. Milton Lipson, On Guard 13 (1975).

22. Enlon, supra note 4.

23. Gion Green, Introduction to Security 5 (1981).

24. 2 Leon Radzinowicz, A History of English Criminal Law 205 (1956).

25. Pringle describes the situation in eighteenth-century London at pages 29-30 of Hue and Cry. See also Patrick Colquhoun, A Treatise on the Commerce and Police of the River Thames (1800); Patrick Colquhoun, A Treatise on the Police of the Metropolis (1796).

26. George J. A. O’Toole, The Private Sector 21 (1975).

27. Gloria G. Dralla, et al., Who’s Watching the Watchmen? The Regulation, or Non-Regulation, of America’s Largest Law Enforcement Institution, The Private Police, 5 Golden Gate L. Rev. 442 (1975); see also Pat Rogers, Henry Fielding 232-233 (Scribner’s); Henry Goddard, Memoirs of a Bow Street Runner xi (Morrow); Colquhoun, supra note 22.

28. Lane, supra note 17, at 7; Visit the City of Boston web location to experience the rich history of the Boston Police Department at https://www.cityofboston.gov/police/about/history.asp.

29. Green, supra note 23, at 8.

Chapter 1 • Historical Foundations of Private Security 17

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30. Richardson, supra note 17, at 38.

31. Lane, supra note 17, at 9.

32. Charles F. Hemphill, Modern Security Methods 5 (1979).

33. Bacon, supra note 17, at 44.

34. Hemphill, supra note 32, at 5.

35. Dralla, et al., supra note 27, at 443.

36. National Advisory Commission on Criminal Justice Standards and Goals, Private Security Task Force Report 30 (1976).

37. Green, supra note 23, at 9.

38. Dralla, et al., supra note 27, at 443.

39. For a fascinating look at entirely western law enforcement see Lawman by John Boessenecker (Univ. of Oklahoma Press, 1998).

40. Prassel, supra note 3, at 71-72.

41. Reynolds, supra note 15, at 211-213.

42. David A. Sklansky, The Private Police, 46 UCLA L. Rev. 1165, 1204 (1999).

43. See Reynolds, supra note 15, at 211-213.

44. Dralla et al., supra note 27, at 445. Even today the influence of Robert Peel can be felt in matters of community policing. See http://www.lacp.org/2009-Articles-Main/062609-Peels9Principals- SandyNazemi.htm.

45. Erik Beckman, Law Enforcement in a Democratic Society 34.

46. Lipson, supra note 21, at 21.

47. Beckman, supra note 45, at 34.

48. Id. at 19.

49. Id. at 19.

50. Elizabeth E. Joh provides a good historical overview at The Paradox of Private Policing, 95 J. Crim. L. & Criminology 49 (2004); see also: Sklansky, supra note 42.

51. Beckman, supra note 45, at 23.

52. O’Toole, supra note 26, at 21-22.

53. Charles Chamberlain, A Short History of Private Security Assets Protection 38 (1979).

54. Sklansky, supra note 42, at 1212.

55. Chamberlain, supra note 53, at 21.

56. Lipson, supra note 21, at 35.

57. James D. Horan, The Pinkertons 516 (Bonanza Books, 1968).

58. Chamberlain, supra note 53, at 37.

59. Lipson, supra note 21, at 27.

60. Id. at 28.

61. Hadsell & Coffey, From Law and Order to Chaos Warfare: Baldwin-Felts Detectives in the S.W. Virginia Coal Mines, 40 W. Va. Hist. 268-286 (1979).

62. Lipson, supra note 21, at 28.

63. O’Toole, supra note 26, at 21-22.

64. Prassel, supra note 3, at 132.

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65. Id. at 126-149.

66. Id. at 133.

67. Lawrence M. Friedman, The Development of American Criminal Law 17 (1979).

68. Id. at 18-19.

69. Prassel, supra note 3, at 131.

70. See Id. for an interesting discussion.

71. Lipson, supra note 21, at 42.

72. Green, supra note 23, at 12.

73. National Advisory Commission, supra note 23, at 35.

74. O’Toole, supra note 26, at 30; see also Wesley, Thirty Years of Security: An Overview, 4 J. of Sec. Admin. 26 (1981); William C. Cunningham, John J. Strauchs, & Clifford W. Van Meter, Private Secu- rity: Patterns and Trends (1991); see also Ronald van Stedena & Rick Sarre, The Growth of Private Security: Trends in the European Union, 20 Security J. 222-235 (2007).

75. Total private security employment in 1982 is conservatively estimated at 1.1 million persons (excluding federal, civil, and military security workers), 449,000 in propriety security and 641,000 in contract security. These rises continue unabated throughout the Western world. Our neighbors to the north have seen a shrinking to stagnant public police model replaced by a vibrant private policing system. See http://www.statcan.gc.ca/pub/85-002-x/2008010/article/10730/tbl/ tbl1-eng.htm.

76. For more information, see American Society for Industrial Security, Career Opportunities in Security 3 (2005), available at http://www.asisonline.org/careercenter/careers2005.pdf.

77. Karen K. Addis, The Business of Security, 10 Sec. Mgmt. 76 (Oct. 1991).

78. Id.

79. Sklansky, supra note 42, at 1177.

80. Id. at 1171.

81. Richard J. Sullivan, Federal Reserve Bank of Kansas City, The Changing Nature of U.S. Card Payment Fraud: Issues for Industry and Public Policy 11, presented at the 2010 Workshop on the Economics of Information Security, Harvard University (May 21, 2010) available at http://weis2010.econinfosec .org/papers/panel/weis2010_sullivan.pdf; see William C. Cunningham & Todd H. Taylor, The Grow- ing Role of Private Security, National Institute of Justice Research in Brief, Oct. 1984, at 4; see also LRA Online, Occupations with the Largest Job Growth (2000-2010) at http://www.Irononline.org/ chart.php?id¼24; William Cunningham et al., Private Security Trends 1970-2000, The Hallcrest Report II, 237 (1990); US Private Security Services Market Report (Freedonia, 2008) available at http://www.reportlinker.com/p091920/US-Private-Security-Services-Market.html.

82. E. L. Gaston, Mercenarism 2.0? The Rise of the Modern Private Security Industry and Its Implications for International Humanitarian Law Enforcement, 49 Harvard Internat’l L. J. 221 (2008), available at http://www.harvardilj.org/2008/01/issue_49-1_gatson.

83. Robert Mandel, The Privatization of Security, 28 Armed Forces & Society 129, 132 (2001); see also Joshua S. Press, Crying Havoc over the Outsourcing of Soldier and Democracy’s Slipping Grip on the Dogs of War, 103 Nw. U. L. Rev. Colloquy 109 (2008).

84. Mandel, supra note 83, at 129.

85. Mark Calaguas, Military Privatization: Efficiency or Anarch? 6 Chi-Kent J. Int’l & Comp. L. 58 (2006).

86. Jon Cadieux, Regulating the United States Private Army: Militarizing Security Contractors, 39 Cal. W. Int’l L. J. 197 (2008).

87. Mandel, supra note 83, at 132.

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88. Christopher Kinsey, Corporate Soldiers and International Security, The Rise of Private Military Com- panies (2006); Thomas Jäger & Gerhard Kümmel, Private Military and Security: Companies Chances, Problems, Pitfalls and Prospects (2007).

89. For a full analysis of the reasons and rationales for increased privatization, see Charles P. Nemeth, Private Security and the Investigative Process 3rd 1-9 (2010).

90. Scott M. Sullivan, Private Force/Public Goods, 42 Conn. L. Rev. 853, 857-858 (2010); see also Ellen Dannin, Red Tape or Accountability: Privatization, Public-ization, and Public Values, 15 Cornell J. L. & Pub. Pol’y 111, 113 (2005); Jody Freeman, The Contracting State, 28 Fla. St. U. L. Rev. 155, 170 (2000); Clayton P. Gillette & Paul B. Stephan III, Constitutional Limitations on Privatization, 46 Am. J. Comp. L. 481, 490 (Supp. 1998); David A. Super, Privatization, Policy Paralysis, and the Poor, 96 Cal. L. Rev. 393, 409-410 (2008).

91. Cunningham & Taylor, supra note 81, at 3.

92. David A. Sklansky, Private Police and Democracy, 43 Am. Crim. L. Rev. 89 (2006).

20 PRIVATE SECURITY AND THE LAW

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I SSUE 1 11

G 4

S In

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Io n

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IS S

U e

1 : 2

0 1

Our welfare and prosperity depend on us being able to operate in

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For more information on G4S visit www.g4s.com

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on is produced in line with the

standards of the Programme for the

endorsement of Forest Certification

Schemes and is sourced from

sustainable forests.Cover picture courtesy oda/london 2012

CONTRIBUTORS 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.

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.

51G4S iNTeRNaTioNal ISSUe 1: 2011

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.

lorna webley

Lorna is an editor and writer specialising in employee and customer publications with many blue chip companies among her clients. Lorna also writes regularly for the London Press Service. For the past four years she edited Global News, the internal newspaper of GSL, which was recently acquired by G4S.

EURoPE AUStRIA ● BELGIUm ● BULGARIA CzECH

REPUBLIC ● CyPRUS ● DENmARK

EStoNIA ● FINLAND ● FyR mACEDoNIA

GREECE ● GUERNSEy ● HUNGARy

IRELAND ● ISLE oF mAN ● JERSEy

LAtvIA ● LItHUANIA ● LUxEmBoURG

mALtA ● tHE NEtHERLANDS ● NoRwAy

PoLAND ● RomANIA ● RUSSIA ● SERBIA

SLovAKIA ● SLovENIA ● SwEDEN

tURKEy ● UKRAINE ● UNItED KINGDom

ASIA/PACIFIC AUStRALIA ● AFGHANIStAN

BANGLADESH ● BHUtAN ● BRUNEI

CAmBoDIA ● CHINA ● GUAm AND CNmI

HoNG KoNG ● INDIA ● INDoNESIA

IRAq ● JAPAN ● KAzAKHStAN

SoUtH KoREA ● mACAU ● mALAySIA

NEPAL ● NEw zEALAND ● PAKIStAN

PAPUA NEw GUINEA ● PHILIPPINES

SRI LANKA ● SINGAPoRE ● tAIwAN

tHAILAND ● UzBEKIStAN

AFRICA ALGERIA ● ANGoLA ● BotSwANA

CAmERooN ● CENtRAL AFRICAN

REPUBLIC ● DEmoCRAtIC REPUBLIC oF

CoNGo ● DJIBoUtI GABoN ● GAmBIA

GHANA ● GUINEA ● IvoRy CoASt

KENyA ● LESotHo LIByA

mADAGASCAR ● mALAwI ● mALI

mAURItANIA ● mAURItIUS ● moRoCCo

mozAmBIqUE ● NAmIBIA ● NIGERIA

RwANDA ● SENEGAL ● SIERRA LEoNE

SoUtH AFRICA ● SUDAN ● tANzANIA

UGANDA ● zAmBIA

mIDDLE EASt BAHRAIN ● EGyPt ● ISRAEL ● JoRDAN

KUwAIt ● LEBANoN ● omAN

qAtAR ● SAUDI ARABIA ● SyRIA

UNItED ARAB EmIRAtES ● yEmEN

RegulaR

OpiniOn

FeatuRe

expeRtise

I am delighted to report that G4S has been selected as the Official Security Services Provider and a Tier 3 sponsor of the London 2012 Olympic and Paralympic Games (see pages 4–7). This is a great achievement and one we have been working on since 2005, when G4S Secure Solutions (UK) started preparing its strategic plan for the event, following the International Olympic Committee’s announcement that London’s bid had been successful.

In 2008, we started securing the impressive new Olympic venues that were taking shape in East London, on behalf of the Olympic Delivery Authority, and now we have reached an agreement with the London Organising Committee of the Olympic Games and Paralympic Games to be responsible for the recruitment, training and management of the very large number of security personnel whose services will be required during the Games. You will find the full story inside (pages 4–7).

Those involved in this tremendous achievement tell me that, in order to put together their bid, they worked and consulted with colleagues and subsidiaries from Vancouver to Sydney and from Sao Paulo to Oslo – all cities which have hosted either Summer or Winter Olympic Games and which provided very valuable experience.

As well as our own sense of pride in securing the Games, the icing on the cake will be to see the dreams come true of the young G4S 4teen athletes from around the world who are working so hard to qualify and compete in London 2012.

nick Buckles CEO, G4S plc

g4s to secure 2012 Olympic 4 and paralympic games The world’s largest sporting event

spotlight on g4s 4teen 8 Young athletes and their famous mentor make news

exciting Cities – Macau 10 Dazzling tourist attraction built around gaming and casinos

History Revisited 14 How G4S pioneered the private management of prisons

Meet the Management 18 Jean Pierre Taillon, president and CEO, G4S Canada

Where in the world is … 21 this landlocked country whose capital sits astride a major river?

a nose for security 23 Different ways in which canine capabilities are used in the workplace

a world of job opportunities 27 An exciting web-based G4S initiative gives recruitment a global perspective

electronic cry for help 30 The growing use of communications devices to help the vulnerable

Regional Review 34 G4S Cash Solutions’ global reach

updates 38 Follow-ups to topics discussed in previous issues

Chain of gold 41 G4S’s security presence in the gold industry runs from mining and processing to point of sale

news 45

InternatIonal

COnTEnTS Issue 1: 2011

4 g4s InternatIonal issue 1: 2011

G4S to Secure 2012 olympic and

paralympic GameS After securing the Olympic Park since 2008, G4s is now

Official security service Provider for the London Games

With a little over a year to go before the opening ceremony of

the world’s biggest sporting event, G4S

Secure Solutions (UK) has become the Official

Security Services Provider and a sponsor of the

London 2012 Olympic and Paralympic Games. The announcement was

made in March by the organising

committee of the London 2012

Games, LOCOG

5g4s InternatIonal issue 1: 2011

since 2008, G4s has been responsible for securing the development of the olympic park site in Stratford, east london, as it transforms majestically into a premier venue in the run-up to the 30th olympiad, the world’s largest sporting event. For these services, G4S’s contract is with the olympic delivery authority (oda), which is building the olympic park.

“We now have over 600 full-time G4S employees working on the oda contract,” says John Whitwam, a managing director in the G4S Secure Solutions (uK) business, who has been responsible for that contract from the outset.

“this is a unique project in the uK,” he adds, “and it includes almost all of G4S’s capabilities, so my team undertake cash collections, we provide risk management consultancy, we patrol using vehicles and boats, we control access to the pass office, and we conduct searching and screening, having received special training from our aviation & ports businesses.

“it’s hard to imagine a contract with more stakeholders. i believe our success with the locoG bid is in no small part due to the experience and expertise we have built up in the G4S oda team, most of whom have been recruited from the host boroughs and include 15 nationalities.”

once the olympic park has been built, the oda will hand it over to locoG, the body responsible for running the olympic and paralympic Games. “We will continue to provide all the security support services

for the olympic park throughout the Games,” John Whitwam explains, “and be a part of what locoG does. at the end of the Games, when the olympic park is handed back to the oda, we will continue to provide security during the period when the perimeter is dismantled and the site is converted into a sports park for the benefit of the community.”

under the nationwide locoG contract, G4S uK has now been given responsibility for recruiting, training and managing a huge security workforce that will be tasked with securing the Games, alongside colleagues from the police and local authorities across more than 130 london 2012 competition and non- competition venues.

to achieve that goal, G4S, which currently employs 50,000 people in the uK, and locoG are collaborating with the Bridging the Gap scheme established by the British Security industry association, the Security industry authority, Skills for Security and north Hertfordshire college to identify talented people from over 90 further education colleges across the uK.

the initiative is set to bring thousands of new recruits into the security industry as well as providing a formal qualification for students from across the uK. this will lead to a guaranteed job interview with G4S to help supplement their security provision at Games time. the students will make up a significant proportion of G4S’s london 2012 security workforce.

left: g4s teams conduct searches on all vehicles entering the olympic Park. Here, a Welsh springer named Buster assists his g4s handler, Craig Kemp. above: John Whitwam, g4s’s managing director responsible for the oDa contract.

6 g4s InternatIonal issue 1: 2011

the programme has received the london 2012 “inspire mark” award and it is hoped it will prove to be a gateway for long-term careers in the security industry, providing a lasting legacy.

“the students’ primary roles will be search and screening, perimeter security and some degree of asset protection,” explains mark Hamilton, managing director of G4S Secure Solutions (uK)’s locoG operations.

“anybody on foot or in a vehicle coming into the Games will be subject to a fairly stringent process of searching and screening. there will also be an element of accreditation checking. obviously, for an event like the london 2012 Games, there’s also a considerable amount of fixed and temporary infrastructure that has to be protected by locoG, and we will have responsibility for the entire private sector contribution to that protection work.”

G4S’s deal with locoG will cover security at all olympic and paralympic venues across the uK.

“there are 34 competition venues, but contractually we’ve got a large number of other locations at which wide-ranging security services are required,” explains ian Horseman Sewell, G4S uK’s director of major events. “We need to remember that this is both the olympic and the paralympic Games. So it’s like running the Summer olympic Games for a couple of weeks, having a couple of weeks off, then running the

second biggest sporting event in the world.” as well as a host of new venues that are under

development, well known stadiums and arenas in london and other major cities will host events. they include Wembley, Hampden park, lord’s cricket Ground, Wimbledon and Hampton court palace.

When the opening ceremony takes place on 27 July next year, london will become the first city ever to host the olympics on three occasions. the success of london 2012, say the organisers, will rest very much on the contribution made by the 70,000 volunteers who will support the Games..

the 2012 Games are not just about london or the united Kingdom, of course. over 200 countries will be sending their top athletes to compete at the olympic Games, and over 170 countries for the paralympic Games. they in turn will be accompanied by their supporters, national olympic committees (nocs), national paralympic committees (npcs) and other interested parties. thousands of media representatives will also descend on the uK capital, and major sponsors will want to take advantage of every opportunity to promote their products or services.

nocs, sponsors and other visiting organisations will all require different levels of protection and the G4S uK team is ready and able to provide them with a range of security solutions, including close protection

left: With olympic venues on either side of the river thames, g4s is using boats as part of its innovative marine solution on the oDa contract. above: Charangeet singh sanger, g4s supervisor, at work in the olympic Park entry Pass office. right: steve gould with his canine assistant, springer cross Bubby.

7g4s InternatIonal issue 1: 2011

for high profile individuals, whether they are business people, celebrities or royalty.

“Because the london 2012 Games will make special demands on the country’s security services,” ian Horseman Sewell observes, “very few Vips will find they qualify for government protection during the Games. We have asked our colleagues around the world to reassure them that G4S uK stands ready to help ensure they receive precisely the level of security they require during the Games.”

david taylor-Smith, regional ceo of G4S uK & africa, commented, “We have worked extremely hard with locoG, the police, central government and the host venues and boroughs to develop a security proposal which will provide excellent security for the Games, whilst ensuring that spectators, competitors and providers of services to the Games can enjoy the spectacle of one of the greatest sporting events in the world.”

locoG ceo paul deighton added, “G4S will help us ensure that the security provisions in place are robust and of the highest professionalism and we welcome them to the london 2012 family. our commercial programme has been a great success and we’re now approaching our targets, which will contribute to the staging of a spectacular Games in 2012.” ❚

“Anybody on foot or in a vehicle coming into the Games will be subject to a fairly stringent process of searching and screening. There will also be an element of accreditation checking.” Mark Hamilton, MD of G4S’s LOCOG operations

8 g4s InternatIonal issue 1: 2011

Haile Gebrselassie is not only a world- famous athlete but also a successful businessman who believes in using his knowledge and skills to help others, which is why he agreed to be ambassador and mentor for the G4S 4teen programme.

The Financial Times interviewed him early in 2011 to learn more about what inspires his athletic and other achievements and the Daily Telegraph Magazine carried an in-depth interview, “Born to Run” (17 March).

Asked by the Financial Times whether ambition or talent is more important to success, he answered: “Many talented people don’t make it to the top because they don’t have ambition. Discipline is very important, but discipline comes out of ambition.”

In response to the question, “What drives you on?”, the double Olympic gold medal winner and current world marathon record holder responded: “My joy of life and running, and my desire to discover new boundaries. I also enjoy being in a position where I can help other people achieve their dreams, which I am trying to do with the G4S 4teen athletes. Seeing them succeed gives me immense joy.”

As the mentor of G4S’s 14 young athletes from around the world who are focused on becoming champions, Haile has good reason to be joyful. Some are already making a big impression and are benefitting from time spent with Haile and at training camps with fellow G4S 4teen members.

The team includes two boxers, Charly Suarez (Philippines) and Chatchai Butdee (Thailand), who were thrilled to be given the opportunity to visit Haile in his home town of Addis Ababa, Ethiopia, in December 2010, and train with him in the foothills of Mount Entoto – an event recorded by a UK journalist and 3D film crew.

Haile also took the young boxers to St Mary’s Church where his Olympic gold medals are proudly displayed.

‘AMBITIOn IS KEy TO SUCCESS’ G4s 4teen members confirm the wisdom of their famous mentor

9g4s InternatIonal issue 1: 2011

Among the other G4S 4teen athletes who have been in the spotlight in recent months are long distance runner Pauline Korikiwang, BMX rider Mariana Pajón and sprinter Obinna Metu.

International photographer Robin Hammond travelled to Kenya to spend two days with Pauline, following her daily routine and capturing the beauty of her home country. Among her recent successes was another first-place finish, this time in the Amorebieta Cross Country Championship in Spain, on 20 January.

Meanwhile, Mariana Pajón, the most accomplished female cyclist in Colombian history having won 13 world championships by the age of 19, has added another victory to the long list. Competing in the Latin American BMX championship in Brazil in February, she won races on successive days.

For nigeria’s Obinna Metu, the undoubted highlight has been a visit to Jamaica during which he experienced almost two months of training with coach Glen Mills, including sessions with world and Olympic champion Usain Bolt – the fastest man in the world – who is trained by Mills. ❚

above: Pauline Korikiwang’s training run impresses local spectators. far left: Boxers Chatchai Butdee (left) and Charly suarez display Haile’s olympic gold medals. left: obinna Metu is back from training

with the world’s fastest man.

FOr MOre iNFOrMaTiON …

Keep up-to-date with G4S 4teen successes and other G4S sports sponsorships online at www.g4ssport.com or follow G4S Sport on Twitter and Facebook.

10 g4s InternatIonal issue 1: 2011

And it has transformed Macau’s economy, generating over 40 per cent of its gross domestic profit.

Within five years, Macau’s revenue from gaming overtook that of the famous Las Vegas Strip. Its tables, slot machines and other forms of gambling took the equivalent of US $6.95 billion (£4.34bn) in 2006.

Just four years later, in 2010, despite the global economic downturn, Macau’s 33 casinos had takings of £1.45 billion in a single month – October – and were reporting a 67 per cent increase in revenues in the first six months of the year. That was nearly four times Las Vegas’ earnings in the same period. In fact, SJM’s takings were more than the combined revenue of all Las Vegas Strip’s casinos.

How does that income translate into profit? Very well, if Sands China’s experience is representative of the industry in Macau. It recorded a 329 per cent rise in profits in the first half of 2010.

Such rapid development has, inevitably, changed the face of Macau almost beyond recognition. From an island that was once renowned as a unique blend of

THe CHAngIng FACe OF MACAU

From a Far east trading post to a dazzling tourist destination built around gaming and casinos

exciting cities

above: a city that never sleeps.

right: 19th century engraving of Macau.

in recent years, the unthinkable has happened. Macau, a tiny island in the South China Sea, has out-dazzled and out-performed Las Vegas as the world’s top gambling attraction.

Once a Portuguese colony, Macau was handed back to the People’s Republic of China in 1999 to be administered as a Special Administrative Region (SAR) for 50 years under the same “one country, two systems” formula that also applies to its near neighbour, Hong Kong, a former British colony.

Two years after the handover, in 2001, Macau’s well- established gaming industry, which had been run until then by the Sociedade de Turismo e Diversoes de Macau (STDM) – still a major player – was opened up and casino licenses were offered to other operators.

The interest was phenomenal, particularly from American companies, and the subsequent growth in just one decade has been incredible. new hotels, casinos, entertainment venues, leisure complexes and shopping malls have sprung up like plants emerging eagerly from the ground with the arrival of Spring.

11g4s InternatIonal issue 1: 2011

Chinese and european influences, a meeting of east and West that spanned four centuries, it has become a bustling, congested, high-rise city that never sleeps and whose inhabitants and visitors are constantly dazzled by the flashing, changing, stroboscopic lights that dance across the casinos’ facades to entice people inside.

Fortunately, the historic centre of Macau has been named a World Heritage Site, which will help preserve what UneSCO’s World Heritage Committee describe as currently the oldest, most complete and consolidated array of european architectural legacy standing intact on Chinese territory today.

It achieved its Heritage status in 2005, just before a massive boom in the gaming industry. Fortunately, most of this development has taken place away from the centre, though on an island that is only 28.2 square kilometres, there is a limit to how far any development can be from that historic heart. The solution has been to reclaim a further 5.2 sq km of land from the sea and build many of the new hotel-casino complexes on what is known as “the Cotai Strip”.

12 g4s InternatIonal issue 1: 2011

terminal opened in 2007 capable of handling boats carrying up to 1,200 passengers in order to cater for the increasing number of visitors. But it will not be too long before the outside world will also be able to reach Macau by road.

China has started construction work on what will be the world’s longest sea-crossing bridge when it is completed in 2016. Spanning 31 miles, the Y-shaped Hong Kong-Zhuhai-Macau Bridge will connect China’s southern guangdong province to Hong Kong and to Macau, boosting the economic ties between the mainland, the Pearl River Delta and its two thriving SARs.

The Asia region has not suffered as badly from the economic downturn as other parts of the globe, but some of its foreign investors had to put development projects on hold until there were signs of greater financial stability in the markets.

In mid-2008, construction on the Las Vegas Sands Corp’s Shangri-La, Traders and Sheraton hotels on Macau was stopped when they were 65 per cent complete. Sands subsequently secured the $1.75 billion it needed to complete these hotels, all of which are now progressing well and will be opening this year. That does not mean, however, that gaming will continue to expand on Macau at the same rate as it has in the past. There is a need for a greater balance in the future.

In April 2008, the SAR ‘s then chief executive, edmund Ho, introduced an indefinite freeze on new casino licenses and a ban on new land being used for casinos. He also gave an assurance that future reclaimed land would not be used for gaming purposes. This means that the 361 hectares of land that are to be reclaimed from the sea for the “Macau- Taipa new city plan”, announced in 2009, will be used exclusively for residential purposes, green space and public facilities. It will support around 120,000 people.

The face of Macau has certainly changed, and it will continue to do so. But its new chief executive, Chui Sai On, is as determined as his predecessor to control the gaming industry. In his debut policy address, in March last year, he said the government will seek to control the scope and pace of the gaming industry, maximising its competitiveness and leveraging its driving force in other industries to support diversification of the economy. He will also chair the gaming Commission.

It is a strategy that is largely welcomed in the industry. Chui Sai On has also vowed to strengthen the protection and promotion of the city’s World

above: Watching over Macau’s

thriving metropolis. right: the facade of st Paul’s Cathedral which became a ruin in 1835 after a fire but is now one of Macau’s most

famous landmarks.

This is a causeway that has been built up between two islands – Coloane and Taipa, from which its name is derived – that are also linked to Macau by bridge. Among its new developments is The Venetian Macao Resort Hotel which attracted 114,000 people in the first 24 hours after it opened on 28 August, 2007. It was then the world’s biggest casino, with 4,000 slot machines, over 800 tables and a shopping mall offering 360 international brands. Its 1,800-seat theatre is now home to Cirque du Soleil’s spectacular “Zaia”, enthralling audiences with its combination of dance, music and aerial acrobatics.

Despite the wealth and extravagance of Macau, its crime rate is remarkably low. g4S, which has been providing security on Macau since 1981, makes a vital contribution to that happy state of affairs. It employs over 1,500 personnel who provide a range of manned security, cash management and electronic security systems to the Macau SAR government, leading hotels and casino resorts, financial institutions, numerous retail outlets, and other major customers such as Macau Air.

g4S has also had an involvement in a number of major events, including the Macau grand Prix. Remarkably, despite the island’s rapid expansion, this annual sporting attraction continues to be staged on a demanding circuit of the city’s streets. It will be returning to Macau this november for the 58th time.

For visitors, the easiest way to reach Macau is either by air or ferry, though mainland Chinese can reach its peninsula across a land border. A second ferry

13g4s InternatIonal issue 1: 2011

Heritage sites and foster integrated development of cultural and leisure tourism. Another sign of changing attitudes to the gaming boom is the arrival in Macau of

the five-star Mandarin Oriental hotel. What makes it special – possibly unique on the island – is that it does not have a casino. This is not a gamble, as it were, but a strategic decision.

“Our hotels are focused on the destination itself,” explains Martin Schnider, general manager, Mandarin Oriental, Macau. “We’re selling luxury experiences, with a spa, views, and we show that Macau has something more than gaming. There’s lots of history and culture, plenty to see, and Macau’s food is definitely a part of it.”

Whatever it is that attracts ever-increasing numbers of visitors to Macau, they will certainly find it lives up to its reputation as one of the world’s most exciting cities. ❚

FOr MOre inFOrMatiOn …

For further information on g4S’s global operations, log on to www.g4s.com or e-mail magazine@g4s.com

14 g4s InternatIonal issue 1: 2011

Breaking into prisons

Roy stemman recalls how G4s pioneered the private management of prisons in the united

Kingdom and other parts of the world

history revisited

15g4s InternatIonal issue 1: 2011

it is 20 years since g4s became the first private company in the world to be appointed by a national government to run a prison – HMp Wolds in the United kingdom. a decade later, it began managing Mangaung Correctional Centre, the first privately- operated prison in south africa.

these two prisons continue to be run by g4s as part of its Care & Justice services division’s much wider estate of prisons, young offenders’ institutions, secure training centres and other custodial establishments in various countries.

the achievements and developments at all of these facilities are frequently referred to in these columns. But the celebration of these two important anniversaries – 20-year and 10-year milestones – has added significance with the announcement on 31 March 2011 by the Uk Justice secretary, kenneth Clarke, that two new contracts to run prisons in the Midlands have been awarded to g4s Case and Justice services. they are the existing HMp Birmingham and a new prison, Featherstone 2, currently under construction in Wolverhampton. HMp Birmingham is the first publicly run prison to be transferred to a private service provider. g4s will take over the Birmingham prison in october this year and Featherstone in april 2012.

Back in 1991, it surprised many observers that whilst some inmates may have been looking for ways of breaking out, g4s was looking to break into prisons. at that time, group 4 (long before its merger with securicor created g4s) was responding to political signals that privatisation might be extended beyond construction to the management of prisons and court services. it was a proposal being considered by a number of governments.

group 4 joined forces, early on, with a United states consultancy and has been

particularly successful in the Us, with providing youth

services. securicor also moved into the custodial arena in 1990 and its development of electronic monitoring of offenders is now used extensively in a number of countries.

in fact, g4s had been preparing for such opportunities since the mid-1980s, partnering with consultancies and construction consortia in order to be in a position to respond positively if and when tenders were invited.

the decision to move into the custodial sector was prompted by three important considerations.

it knew that its considerable man-management expertise, used to provide security solutions on many large contracts around the world, could be adapted very effectively to the transporting of prisoners and the management of various types of detention centre.

its crowd management skills and global involvement with security systems also made it a very useful partner for consortia bidding to design, construct and manage prisons on private finance initiative/public private partnership (pFi/ppp) contracts.

and, as an organisation whose growth was based in large part on quality training for its employees, it understood the importance of developing innovative ways of giving prison inmates the opportunity to learn new skills.

so, once the Uk’s Criminal Justice act 1991 took effect, allowing the government to contract out the running of remand prisons, g4s successfully bid for the very first: the 320-bed remand prison, HMp Wolds, near Brough, north Humberside, in the north-east of england. the contract was signed at a press conference in november 1991 by the then Home office minister responsible for prisons, angela rumbold, before being taken on a tour of the new establishment, which was still under construction. the event made headline news and the minister’s comments were widely reported:

“in my view,” she told the media, “the group 4

“Contracting out the running of the Wolds offers an exciting new

experiment in setting standards of care and treatment for remand prisoners.”

angela rumbold, Home offIce mInIster responsIble for prIsons, 1991

minister of state angela rumbold visited Hmp Wolds in 1991 to tour the facility and sign the management contract, along with Jim Harrower, chairman of group 4 International correction services.

16 g4s InternatIonal issue 1: 2011

proposal incorporates the best of the public sector with the best of the private sector. Contracting out the running of the Wolds offers an exciting new experiment in setting standards of care and treatment for remand prisoners. it is an important initiative which will allow the prison service to work alongside the private sector and gain experience in new ways of tackling this important task.”

on 6 april the following year, Wolds accepted its first remand prisoner who had just received his sentence at a Doncaster court. What he did not know was that watching his arrival on closed circuit television was a group of visitors for whom it was perhaps a more momentous day than it was for the individual being delivered into the prison’s care. they included group 4’s chairman, Jørgen philip-sørensen, the managing director of group 4 remand services, Jim Harrower, a local prison governor and Home office representatives.

there are now 11 privately-operated prisons in the Uk, four of which are run by g4s. in 1993, a year after it opened, Wolds was re-rolled as a Category B prison holding sentenced prisoners. g4s successfully re-bid its contract at Wolds in 2001 at which time it was again re-rolled, to a Category C training prison for adult males, including prisoners serving second stage life sentences.

although the focus of this feature is on the two prisons celebrating special anniversaries this year, we should not forget that g4s Care & Justice services has at different times also been involved in a very wide range of activities, including court services in 1993 (it became the first private company in the Uk to transport offenders between courts and prisons or other establishments), children’s services, electronic monitoring, welfare to work and police support services.

Just before the merger of group 4 and securicor in 2004, the former’s custodial division, then operating as gsL, was sold but it was acquired again five years later.

WoRld’s second laRGest pRivate pRison opens in south afRica Having proved its custodial capabilities in the Uk and also in australia, where it runs two prisons, including the 823-bed maximum security port phillip prison in Melbourne, g4s went on to bid, 10 years later, to run a far bigger establishment. Mangaung Correctional Centre at Bloemfontein, capital of south africa’s Free state province, is the world’s second largest private prison. it provides secure accommodation, care and rehabilitation for almost 3,000 maximum security and long-term offenders.

g4s was part of the consortium which successfully

bid for south africa’s first pFi/ppp contract and is now 10 years into its 25-year contract to operate the huge Mangaung facility on behalf of the Department of Correctional services.

as with all of g4s Care & Justice-run establishments, the emphasis is on education and rehabilitation, not punishment. it is also increasingly engaged in a variety of projects which benefit the local Bloemfontein community and more than 86 per cent of its almost 500 personnel are from previously disadvantaged communities within 100 kilometres of the facility.

Mangaung will be showcasing the numerous achievements of its first operational decade in an anniversary event on 1 July. this will focus, in part, on the enhancement of the community’s safety after the release of inmates.

“We invest heavily in the development of offenders,” explains Frikkie Venter, managing director of g4s Care & Justice services (south africa). “professional staff, including social workers, psychologists and educationists, deliver various developmental programmes to address offending behaviour. these interventions are also extended to the community with a focus on creating conducive environments for children to grow up in or when attending school, in order to prevent ‘at risk behaviour’.”

Venter adds: “We are looking forward to our continuing partnership with government for the next 15 years and to investing in the new projects in the Care and Justice arena, such as new ppp prison bids and the Youth at risk residential Care Centres.” ❚

g4s direct supervision officer sechaba mancwe at the control board in one of mangaung correctional centre’s units, unlocking the inmates for the day. right: also at mangaung, which was constructed over 10 years ago (aerial photograph is from that period), inmates take part in purposeful, structured activities including recreation pursuits such as regular tug- of-war contests. g4s staff luzaan Koch and carmel peter provide a warming mug of soup to a youngster, at an informal pre- school settlement, as part of the prison’s Winter Warmer outreach programme. marinda Kleynhans, g4s employee care coordinator, discusses healthy living issues with a colleague, fabian booysen.

17g4s InternatIonal issue 1: 2011

18 g4s InternatIonal issue 1: 2011

meet the management

profile by KeiTH bloGG

Jean PIeRRe taILLOn presidenT and Ceo G4s Canada

WHere TemperaTures Can dip to –50ºC and the winter nights go on for ever, you may sometimes find Jean Pierre taillon, president and CeO of g4S Canada.

In the unlikely setting of the country’s frozen north, Jean will be there to ensure the customer is happy with the secure solutions g4S is providing for the recovery of one of Canada’s greatest natural assets – oil sands. also referred to in some countries as tar sands, because of its appearance, these reserves help make Canada’s oil wealth second only to that of Saudi arabia.

Facilities at the Fort mcmurray camp of 3,300 people, which is part of Shell’s athabasca Oil Sands Project in northern alberta, are kept secure by a sophisticated blend of integrated services specially devised by g4S Secure Solutions (Canada). emergency and first response teams back up a total security package, which includes access checks and protection of buildings and equipment.

at least three times a year, Jean makes the 1,650-mile trip from his base in toronto to liaise face-to-face with his most northern team and to ensure that g4S’s contract within this vital sector is moving forward effectively.

Oil sands contain an extremely viscous form of petroleum, known as bitumen. Deposits of this substance that are located within 75 metres of the surface are extracted with open-pit mining, which is predominantly the case at athabasca, whilst deeper deposits at Cold Lake and Peace River are recovered by injecting steam in order to mobilise the oil and cause it to flow into production wells.

“the landscape is just miles and miles of strip mining,” says Jean, “and the camp itself is like a small city, set in the middle of nowhere. But for Canada this is a vital part of the future and we feel privileged to be involved.”

the oil and gas contract is a prime example of the new thinking, which Jean brought to g4S Canada when he took over in 2008. “I found a business which was focused on providing the security services a customer requested rather than examining the underlying security issues and problems,” he recalls.

FORmeR teLeCOmS eXeCUtIVe WIth PaSSIOn FOR SOLUtIOnS

19g4s InternatIonal issue 1: 2011

“this has required a real change of thinking, looking at the bigger picture, in line with g4S’s solutions strategy. It means being able to ask customers the right questions, walking in their shoes and understanding their issues. I had to bring in people with new skills and a different way of thinking.”

the large concrete flower bins which adorn the front of one of Canada’s passport and visa offices are an unlikely monument to Jean and g4S’s new approach. the customer had requested four security officers to man the outside of the building, but g4S’s analysis suggested that protective concrete under the windows might provide a more effective, less labour intensive and therefore less expensive solution.

today, a one-person roving patrol is all the manpower that is required – and more contracts have come for visa offices across the country as a result.

“Solutions need not be expensive. Sometimes, a lock on the door is good enough security as opposed to access monitoring or security personnel on patrol,” he adds. Despite the recession, the company’s turnover has risen by 10 per cent.

Jean developed his operating skills during a 25-year career with telecommunications companies including at&t and Bell Canada, where he rose to become president and CeO of Connexim, the Canadian telecoms network management specialist, and vice

president, Bell ICt managed Services, montreal. “I lived through a revolution in thinking in the

telecoms business, driven by the fact that prices of long distance services, the internet and cell phone services dropped dramatically. executives were forced to ask how to bring value to customers and still preserve margins. One way we achieved this was by providing solutions instead of simply a range of products.

“the same transitional thinking is what gets me excited about the security business. We must get away from competing on items like the price of a security officer – simply providing one cheaper than the competition or claiming ‘mine is better than yours’ is not the answer. anyone can do that.

“ Instead, we are differentiating ourselves by understanding a customer’s business to find solutions.”

In another radical move, realising that most companies do not give security a high priority, Jean and his colleagues are concentrating on areas where security is both important and necessary. as well as oil and gas, this includes commercial properties, transportation, manufacturing and retail.

healthcare is a new and important field. Security officers trained to work in high-risk hospital areas such as the emergency room provide a first line of defence for hospital staff. they are trained to tackle violent

Jean taillon drops in on g4s control operator Harpal Chera at one of the company’s toronto control centres.

20 g4s InternatIonal issue 1: 2011

people and deal with knives and razors. Other security personnel specialise in 24-hour

patient watch, dealing with the mentally disturbed and potential suicide cases, removing the need for a nurse. In addition, others patrol the premises and control its access points.

“If a hospital hired a police officer to do this work it would cost six times as much,” Jean observes.

at railway stations, g4S personnel are trained to deal with aggressive or difficult passengers and keep an eye out for vagrants and drug dealers. they are allowed to carry batons and handcuffs, but not firearms.

Jean started his career with degrees in engineering, working for northern telecom and motorola. It was when he moved to at&t in 1992 that he seized opportunities to develop in other areas.

“I realised that in order to be successful you need more than an elegant solution or a quick fix. You need to be able to pitch your idea and get it sold. I learnt early that you needed to be good at sales, marketing, engineering and finance.”

Covering Canada, the second largest country in the world, involves huge journeys for Jean of often more than 1,000 miles. Vancouver, which he visits at least three times a year, is 2,800 miles away from his base in toronto, the distance to Calgary is 2,200 miles and to Winnipeg 1,200 miles. Jean estimates he spends 180 days a year travelling, working 16 hours on most days.

“It is essential I keep in close touch with my team,” he explains. “We each have a specific role and when we play our position we are much stronger. Role clarity is important to me – it brings accountability and that helps drive success.”

a contract with the Federal government to handle deportation of illegal immigrants takes him over the border and down to Los angeles where he liaises with his US counterparts.

“Illegal immigrants can range from hardened criminals to a young and vulnerable family. Sometimes you have to be tough and focussed, other times sensitive. If they are sick or go to hospital we use an electronic ankle bracelet as a humane way to keep track. It does away with the need for a 24/7 security officer and gives people some privacy.”

Balancing his life is a priority for Jean. When the weekend arrives he switches off his hectic business round and relaxes at his home, set in two acres of woodland in the village of Carlisle, 45 miles from toronto.

“You won’t find me sitting with a Blackberry on my

lap,” he said. “this is a time to be with my family, to unwind and recharge.”

Physical activity is high on the agenda. Jean runs four or five times a week and regularly joins his wife Linda and daughters Renee (16) and annik (12) on the ski slopes.

travel is important for the family and there is also a keen interest in the arts. Jean is a director of Canstage, a theatre company dedicated to Canadian drama. “We are a small country compared to the United States so it is important that we keep our own identity and tell our own story,” he explains. “Canstage offers Canadian productions to Canadian audiences and keeps our culture alive.”

another of his interests is the Pro-action Cops and Kids organisation of which he is president. It was at a police-versus-youngsters basketball match that Jean realised the benefits of bridging the gap between the two groups. “It breaks down the wall between them and hopefully puts the kids on the right path,” he adds.

Jean is undoubtedly on the right path. “I have been blessed in my career,” he admits, “and now I have a strong passion for giving back.” ❚

Jean receives an operational update from g4s security contract manager Wesley McIntyre during a customer visit.

21g4S InternatIonal issue 1: 2011

it is inevitable that a landlocked country, sharing its borders with seven neighbouring nations, will have been invaded over the centuries. that is certainly true of the country we are featuring. Many of the ancient ruins and monuments that attract huge numbers of visitors are the creations of other civilisations, some dating back 2,000 years or more.

But it is also a country that has helped influence the course of history for others. Having been occupied after World War II, and experienced executions and imprisonment of large numbers of its population, as well as the deportation of 600,000 to labour camps, in 1956 its people revolted.

the national uprising was brutally crushed, leaving 20,000 dead. However, taking advantage of a brief

period when its borders were open, nearly a quarter of a million fled and that revolution sowed the seeds of change.

More than 30 years later, having liberalised its economy, it opened one of its borders for humanitarian reasons.

this not only allowed thousands to escape from oppression but also helped to bring about revolutionary changes throughout the region.

But where in the world is it? If we have not given you enough clues to help you identify this parliamentary democracy, here are two more:

Its capital city sits astride a major river and it is one of the world’s top 30 tourist destinations. turn the page to see if you were right.

Where in the World is…?

22 g4S InternatIonal issue 1: 2011

this central european country has one of the world’s most beautiful capitals: Budapest. divided by the danube river, on one bank sits Buda, the older part of the city, with its cobbled streets and medieval buildings, and on the other bank is Pest, its newer, commercial heart.

it attracts many writers, artists and musicians whose creativity seems to thrive in such surroundings. however, hungary’s older residents remember a time when suppression stifled such freedom. Following the fall of nazi Germany at the end of World War ii, soviet troops occupied the country and it became a communist satellite state.

Where in the world is …?

hUnGArY slowly, after the failed revolution of 1956, it shrugged

off soviet control by first liberalising its economy, in 1968, and then two decades later it opened its border with Austria to allow thousands of east Germans to escape to the West. its actions hastened the collapse of communism across eastern europe and helped bring about the fall of the Berlin Wall in november 1989.

hungary became a member of the european Union in 2004. today, its history, architecture and famous thermal springs – as well as its roman ruins and turkish monuments that are relics of even earlier occupations – attract over eight million tourists a year.

G4s began providing security solutions in 1990 and now offers manned security, cash services and security systems throughout the country. it has over 2,500 employees to provide those services through a network of 14 regional cash-in-transit branches, one cash processing centre, five manned security branches and an alarm receiving centre.

not surprisingly, given its popularity with visitors, leisure and tourism is one of the major sectors for which it has long provided security solutions. ❚

previous page: the liberty Bridge,

Budapest. this page – top left:

the Hungarian Parliament building. top right: national theatre, Budapest. bottom left: tihany

abbey. bottom right: g4S armed protection

for a delivery in the city centre.

23g4S InternatIonal issue 1: 2011

alfie is being taught to detect explosives in the United Kingdom by g4S

trainer lee Deighton.

it’s no wonder that dogs are regarded as “man’s best friend”. Many are loyal, intelligent, devoted and affectionate, whose domesticated role in life is to be a good companion to humans. But many breeds are happiest when they are working, whether that be hunting, herding, hauling, guarding or rescuing, to name just five of the skills for which they are renowned.

A nose for security Lorna weBLey investigates the different ways in which G4s makes use of canine capabilities in the workplace

24 g4S InternatIonal issue 1: 2011

However, the quality that is most associated with dogs – their extraordinary sense of smell – is proving increasingly useful to the security industry, and it is one of the canine capabilities that G4s is putting to good use in many countries.

The risk of terrorist attacks against high-profile events, airports and businesses is one of the threats that have lead to an increase in canine assistance by many security organisations around the world who are eager to make use of their special talents.

Whether the requirement is for general purpose dog-handler teams to patrol the perimeter of a sporting venue, a search for explosives at a conference, or a passive drugs search of entrants to a music festival, G4s canine handlers and their four-legged friends are the perfect partnership to investigate all manner of suspicious or criminal activity.

only dogs that are healthy and have the physical ability to consistently and effectively work in the most demanding environments are selected. they are then put through a rigorous training programme to enhance their detection, obedience, agility and search skills. they can be trained to detect by smell a variety of items, including cash, mobile phones, drugs and weapons.

dedicated detector service in the Middle east, Africa and the Americas, G4s has been providing services to customers for 30 years. With over 350 detector canines and 400 handlers on assignment in countries such as Afghanistan, sudan, iraq, Peru and the united states, the division is well placed to offer security solutions that include mine, explosives and narcotics detection dogs, as well as patrol and speciality search dogs. Most recently, G4s has deployed teams of explosive detection dogs to protect Baghdad international Airport.

the mine detection dog team has completed hundreds of demining missions, assisting a multitude of customers, including governments and international agencies.

the explosive detection dog team has helped locate dozens of devices in high-risk buildings including, in iraq last year, weapons and explosives in vehicles attempting to enter Baghdad international Airport. At the us embassy in Baghdad, the team also detected explosive residue on vehicles and personnel attempting to enter the compound.

Meanwhile, the narcotics dog team has been successful in stopping the illegal trafficking of drugs in and out of many countries. Members of the company’s patrol dog teams have also helped to safeguard

compounds, such as military installations and oil fields, by detecting and apprehending intruders.

Leslie Hancock, G4s’s senior director, Government solutions, comments: “We’ve not experienced any major incidents at our high-threat contract sites. our customers regularly express that they have peace of mind since introducing our service.”

Canine deployment in the united Kingdom, G4s secure solutions now has its own integral canine security services division, providing industry-leading canine security and training services to customers across a number of sectors. it has been set up as a result of rising crime during the challenging and unstable economy. the team pride themselves not only on meeting the British standards for dog/handler teams but also on becoming associate members of the national Association of security Dog users (nAsDu) and corporate business members of the national training inspectorate for Professional Dog users (ntiPDu).

G4s canine security services offer dedicated cost- effective solutions that are tailored to suit customers’ operational requirements. explosives, narcotics and human detection dogs are deployed as a proven deterrent and as a protective measure.

G4s has also developed a training school which will teach dog-handler teams the principles of explosive, narcotics and personnel detection.

John Whitwam, managing director of G4s canine services, says: “the training will cover the principles of explosives detection, and will be delivered by experienced trainers who have many years of operational deployment and training experience in the British Army, Police and Prisons service.”

an effective deterrent in Belgium, for over 20 years dogs have been used by G4s for security patrols around building sites and warehouses to prevent theft. During the last five years, this service has evolved and the patrol dog-handler teams are now carrying out vehicle and building searches for explosives. the team has 15 guard dogs and four certified explosives detection dogs.

“the dogs help to give our security officers more confidence when patrolling and investigating potentially dangerous situations,” explains Luc De Jonghe, G4s contract manager. “During a demonstration at the nAto HQ, organised by environmentalists, our patrol dog-handler teams were able to prevent large numbers of protesters from gaining access to the site.”

25g4S InternatIonal issue 1: 2011

“G4S has developed a training school which will teach dog-handler teams the principles of explosives, narcotics and personnel detection.”

integral to security in south Africa, Mangaung correctional centre, Bloemfontein, which has nearly 3,000 inmates, is well known for its commitment to the empowerment and development of offenders in their care, while also ensuring the safety of visitors and employees. the canine unit is an integral part of that security.

“our greatest challenge is to detect illegal substances

hidden by newly admitted prisoners, who hide things on

their body or between their belongings”, explains Leana

Goosen, G4s care & Justice services (south Africa)’s

director, operations and solutions. “these prisoners

are subjected to searches by our passive drug sniffer

dogs before entering the centre. By continuing to use

thorough search techniques, we will maintain our long-

standing record of being drugs-free at the prison.”

26 g4S InternatIonal issue 1: 2011

staying one step ahead in Australia, Port Phillip Prison’s canine unit has existed since the prison opened in Melbourne in 1997, and is G4s’s only dog unit in Australia. initially, there were two operational dogs and their handlers; now there are four dogs, each with their own handler. the dogs are trained to sniff out specific drugs, which include amphetamines, heroin and cannabis.

“our dogs have always been used to detect drugs that have been introduced into the prison,” explains John Myers, G4s care & Justice services’ general manager at 820-bed Port Phillip Prison. “our drug levels are consistently low and well controlled due to our use of K9 drug dogs. We have been so successful that prisoners have endeavoured to replace these drugs with prescription medicines. our plan is to stay one step ahead and train our dogs to detect these substances as well.”

role in rehabilitation Dogs have also been found to provide people with a sense of emotional well-being due to the unconditional love that they give. A study conducted by christopher Honts at central Michigan university in Mount Pleasant, us, showed that the presence of dogs in the workplace led to an increase in office productivity and teamwork.

they also make a valuable therapeutic contribution is some situations, as G4s custody officers at HM Prison &young offenders’ institution, Parc, in Bridgend, south Wales, have discovered.

Parc has four drug dogs that are used with both prisoners and visitors to detect illegal substances. in addition, it has two Labrador puppies, Mitsy and Betsy, born in the summer of 2010, who live on the safer custody unit which houses Parc’s most vulnerable offenders. the puppies are part of its alternative animal therapy strategy, which also includes goats and chickens.

the purpose of using animals with this type of prisoner is largely to reduce incidents of self harm and it is proving to be effective.

“All our animals are accessible by all our prison population – young people, young offenders and adults,” explains sara Webber, Parc’s marketing and communications manager, “and offenders take responsibility for the animals’ care, with guidance from staff.”

from the united states comes confirmation that those in secure residential settings benefit from being close to dogs. At Hillsborough intensive residential

treatment (irt) Academy, which is run by G4s youth services for florida Department of Juvenile Justice, youngsters are involved in the training of dogs, usually to increase their chances of being adopted. However, it is not only the canines that benefit from the “Dude for Dogs” programme, which operates in conjunction with an animal welfare organisation whose volunteers teach dog handling techniques.

“the Dude for Dogs programme provides the irt’s youngsters, who are high-risk male adolescents between nine and 14 years of age, with therapeutic experiences and the feeling of unconditional love,” says Jim Hill, president and ceo of G4s youth services. “We find that behavioural problems tend to decrease dramatically when young people are involved in such programmes. the facility is calmer and easier to live and work in as a result because the programme is also an incentive for them to behave and keep working with the dogs.”

All 12 dogs that have so far passed through the programme since 2009 have earned canine Good citizen certification, indicating they have learned to follow basic commands and have completed the agility course.

the hope, of course, is that the young people who taught them those skills will also have learned to be good citizens. ❚

g4S dog handler louis Jacobs and passive drug dog Sento are helping to keep Mangaung Correctional Centre in South africa free of narcotics.

27g4S InternatIonal issue 1: 2011

The wonders of the internet have enabled the Group Resourcing team of the world’s second largest private employer, G4S, to provide a single point of contact for candidates applying for work with the company, anywhere across the globe. It’s an essential development for a company that already employs more than

625,000 and continues to expand. The newly launched G4S Careers

Centre (http://careers.g4s. com) has streamlined the recruitment process for a Group that takes on up to 200,000 new

staff each year. That was quite a

challenge, given

G4S’s uniquely decentralised structure and its different component companies across the world, all of which conduct their own recruitment processes via 100 websites.

“We needed to devise and implement a system where anyone across the world who was interested in working for G4S could receive the best possible candidate experience by being part of our database and matched to suitable opportunities,” explains Colin Minto, head of resourcing, who has been instrumental in developing the new Careers Centre solution.

“We also had to ensure our hiring managers could search for suitable applicants for specific roles and use the system to actively suggest candidates based on matching job specifications to their profiles.”

One of the biggest problems that faced the team was devising a system that could work within the autonomous nature of G4S which, in recruitment terms, had led to a number of applicant tracking systems (ATS) being used across the business for acquiring, tracking, processing and managing candidates online.

The solution has been as innovative as it is effective and will eventually integrate all the many disparate

employment systems that exist within G4S to produce one single point of reference for job seekers.

To the candidates this will appear as one seamless point of contact where they can apply for any job across the whole business.

A WORld Of jOb

OppORTunITIeS MarTin sayers takes a look at an

exciting new G4s web-based initiative that gives recruitment a global perspective

28 g4S InternatIonal issue 1: 2011

However, the Group Resourcing team has worked hard to make sure that it is possible to continue utilising multiple local technologies whilst receiving the benefit of centralising job and candidate content into a single, fully searchable, multi-lingual and intelligent database.

Several major parts of the G4S network are already using the new site and it is hoped that within three years it will have reached out to every single section of the business in over 110 countries.

This makes it a hugely advantageous resource for job seekers as well as G4S human resource departments and hiring managers across the world. It works both as a method of finding relevant job opportunities, by either location or sector, and as a way of matching appropriate jobs to candidates, even when they may not have applied for that particular position.

The website is simple, accessible and extremely effective and has been getting rave reviews. Anybody can upload a CV, whether they are applying for a specific job or not, which is then taken by the system and broken down to store each relevant component of the document, such as experience, qualifications and location.

Similarly, as soon as a job becomes available, anywhere across the G4S network, its description is uploaded onto the system and is then matched against every single candidate on the database. The system then looks at all the relevant information and matches the top 30 most suitable candidates to the job and these details are sent directly to the hiring manager.

As well as recruiting the very best candidates, the careers site also has a part to play in retaining

employees within G4S, as jobs are matched to the details of existing

employees as well as aspiring candidates. This greatly enhances the prospects for promotion and career advancement within G4S and, with retention such an

important aspect of the viability and effectiveness of any business,

will play a vital part in strengthening the pool of talent that exists within the

Group. Among those who have put the website

to the test with outstanding results is Martha Manoli who, until february this year, was manned

sales administrator with G4S Greece. Having worked in security for 17 years, 10 of them with G4S, she felt ready to explore how the international security

market worked. A position with the Group in the uK might be the answer.

With that in mind, Martha kept an eye on the G4S intranet where vacancies were regularly advertised and made several unsuccessful applications. She started to wonder what she was doing wrong. but with the launch of the G4S Career Centre, she realised, from the advice and tips it offers, that she was not following the best procedures.

“I had a strong CV and knew the working circumstances in uK but my cover letter was a disaster because it did not present who I am and what I can do. I learned this from the website’s ‘10 things that will help you get hired’ and also ‘Your personal Statement’.

“I followed the instructions with reverence and made the appropriate corrections to my cover letter,” Martha explains. “Three applications were enough to get me an interview and I was well prepared, having also read the advice offered by the website: “five tips to help you in your next interview”.

The interview went very well and after a few days Martha received a congratulatory e-mail. She is now planning her relocation, to become administration manager with G4S Integrated Services in the uK.

The Careers Centre website was voted best Candidate Service at this year’s Onrec Online Recruitment Industry awards in March, and G4S’s Group head of resourcing, Colin Minto, was recognised as Industry personality of the Year. The website will also play an important role in supporting unemployed individuals to move into decent, lasting jobs following the award to G4S Welfare to Work of the management of Work programme contracts across three areas of the uK. G4S has been shortlisted in seven regions to deliver this flagship employment project. Making its vacancies more widely available to disadvantaged and marginalised jobseekers

g4S employee Martha Manoli has proved how effective the Careers Centre can be.

29g4S InternatIonal issue 1: 2011

through the Careers Centre will benefit both

the jobseeker and G4S, which gets access to a wider,

more diverse pool of talent. The new site is far more

than a job application portal. It has also been developed to provide an interactive careers experience for anyone who visits. features include forums on a wide

variety of subjects, as well as online tutorials that give tips

on subjects such as writing the perfect CV and preparing for job

interviews. Through case studies and employee

reports, the site also shows G4S’s full scope and operational ability – from ATM management in Hong Kong, to close protection work in Afghanistan and the emergency response operation on the niger delta – allowing job seekers to appreciate the truly global and diverse nature of the opportunities offered by the Group.

The website, which launched at the end of 2010, is already proving to be a hit with job seekers. Within 36 hours of first going online it had seen over 22,000 candidates register, with 400 online job applications being made. Visits are partly driven by social networking sites as it seamlessly blends with G4S’s social media career channels on facebook, linkedIn, YouTube and Twitter.

As well as helping job seekers and hiring managers,

Colin Minto points out that the new site delivers important benefits to those who use G4S services:

“Our customers rely on us to employ the very best people over a vast range of different sectors and the scale and efficiency of this new site means that we can literally scour the world for the best applicants for any position.

“In an increasingly globalised world we are developing a truly international recruitment process and that can only boost the quality of our own operation and the service that our customers receive.”

In an increasingly competitive employment market, the new G4S Careers Centre is helping the Group keep ahead of the game by attracting the very best candidates and offering them the most suitable positions. And it means that potential recruits will soon be able to search the entire world for a new job, from the comfort of their homes.

With such initiatives, it is hardly surprising that G4S has also achieved second place in this year’s britain’s Top employer Awards, based on independent research into companies’ human resource policies and working conditions. It is the second year running that it has featured high on the list.

for more information visit www.careers.g4s.com ❚

30 g4s InternatIonal issue 1: 2011

ElEctronic cry for hElp Martin GoslinG explores the growing use of communication devices to assist the vulnerable, with more than a little support from G4s

picturEs by Johan paulin

31g4s InternatIonal issue 1: 2011

technology and is basically a static process that can also be used for ensuring that vulnerable people don’t stray from within a safe environment.

to perform the same function for those who are free to travel, a far more sophisticated process is deployed that utilises the benefits of ground positioning systems. originally developed for military use, gPs utilises a network of 24 space satellites (with three constantly in reserve) which, through a complex process of triangulation, transmit data to the receiver on the ground (or at sea), giving precise co-ordinates of latitude and longitude.

although this is of enormous help to the recipient of this data – be it an ocean liner or a backpacker in the desert – the gPs equipment alone cannot transmit this information to a third party. this function requires the addition of a cellular/mobile phone modem.

By combining the two processes it is possible for a monitoring station to be aware of the location and movements of an individual in possession of a cell phone with gPs tracking capability.

But a limitation occurs if the person being tracked or monitored is in an area not covered by a cell- phone network. When this arises, the data has to be sent to the tracking station via a communications satellite. If an alarm device is added to this combination, it becomes possible for a wearer to alert a response unit should help be required, while simultaneously disclosing their precise location. and since g4s has extensive monitoring and response capabilities, it is entering into partnership with the makers of such devices in order for them to offer a total package.

the proGress of electronic innovation has brought about a revolution in instant communication, giving us immediate access to entertainment and information. at the same time, satellite ground positioning systems (gPs) – often called satnavs – have made navigation much simpler for amateur yachtsmen and the captains of warships, as well as bewildered motorists.

Combining these technologies has opened up a host of new opportunities, among the most important of which are the hugely significant advances in the field of personal safety. and it’s a sector in which g4s – a pioneer in custodial monitoring – is also hoping to play a vital role.

there are several different groups of vulnerable people who are set to benefit from these developments, and across many countries there has been a surge of interest in meeting their particular needs. In some of the leading enterprises, g4s has been selected as the provider of a major element of the operation.

However, in order to understand how these processes work, it is helpful to have a basic knowledge of the gadgetry involved.

it started with monitoring the concept of electronically monitoring offenders for the purposes of enforcing a curfew is a well- established alternative to a custodial sentence and one in which g4s Care & Justice services has a great deal of experience.

a “tag” attached to an offender becomes active and alerts the monitoring agency should the wearer stray beyond the defined range of an installed detector unit. this set-up uses mobile/cell phone

It’s more than a bracelet that she is wearing.

When activated by the wearer, the elegant and colourful PFo

one can send an alert to friends or summon

help from g4s.

32 g4s InternatIonal issue 1: 2011

emergency response swedish technology company boomslang instruments has developed a tracking and alarm device that takes the form of an attractive item of jewellery. Designed to be worn by women who value their freedom and independence but who may be at risk in the urban world, the device is light and unobtrusive yet combines a Gps tracking capability with an alarm facility that can alert a monitoring agent when help is needed.

the bracelet, named pfo one, will be launched in april this year. Wearers of the bracelet will pay a monthly fee so that G4s secure solutions (sweden), the partner chosen by boomslang, can provide a monitoring and alarm response service. G4s is likely to work closely with the company in making the product available worldwide.

Estonia is another country where G4s is helping to establish an emergency response service that incorporates tracking technology. tarvi hirv, head of research and development at G4s secure solutions (Estonia), explains that a basic mobile phone, equipped with Gps and an emergency button, is given to vulnerable elderly people. When activated, a call is automatically put through to the G4s monitoring unit which can then identify the exact location of the sender and respond in accordance with the nature of the emergency. G4s will attend to the customer unless the emergency services have specifically been requested to do so or are obviously required.

this operation is soon to be extended to enable more mobile phones with a Gps facility to be equipped with an alarm button, which would make it unnecessary for customers to purchase expensive specialist alarm equipment and would bring the G4s service within reach of a wider range of vulnerable people.

Electronic monitoring is increasingly used as an alternative to a custodial sentence, allowing an offender to have some freedom of movement within certain times and agreed areas. in the united states, G4s is now offering a unique monitoring solution for cases involving domestic violence, to ensure the victim is not confronted by her attacker.

What is special about the service on offer is that it tracks the movements of both offender and victim. this is largely a response to new legislation that has already been introduced in 15 american states and is being considered in others, which allows courts in certain circumstances to fit Gps tracking devices to offenders under restraining orders.

the person or persons who have been threatened by the offender – perhaps a partner, a judge, witnesses in a trial or even county court administration staff – are issued with a small tracking unit that they keep in a purse or pocket.

this enables the movements of the offender and his potential victims to be monitored in real time and, should he be seen by G4s monitoring centre staff to be getting too close, either deliberately or accidentally, to wherever the victim may be, the person in danger can be alerted by a text or call to his or her mobile phone.

this G4s solution is a major advance on previous systems that imposed inclusion and exclusion zones around fixed locations and offered no coverage for the victim at common times when they are mobile.

healthcare applications the mentally ill form another group who are already benefitting greatly from these developments. in England, a leading hospital has established a scheme that enhances the rehabilitation of mentally-ill patients

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and instils greater confidence in the process of temporary release from the confines of the hospital.

an essential element of the therapeutic process is to improve self-reliance in patients granted home leave and on final discharge into the community. some 35 Gps devices are now deployed in this ground-breaking scheme and enable the movements of released patients to be tracked, while giving the individual wearer an enormous boost in confidence, knowing that help and advice is quickly to hand when necessary.

G4s is involved in a similar scheme in the netherlands which utilises electronic monitoring to provide a comprehensive range of services to a variety of people. included in the diverse client groupings are healthcare, homecare for the elderly, security officers, construction workers, and staff at other facilities. G4s operations in the netherlands focus on processing alarm calls from their clients and responding in accordance with an agreed protocol.

for example, a blind man who became lost in a public park was able to summon help with his Gps device. he was quickly found and helped to return home. an elderly private householder also requested help after a fall caused a severe head wound and mental confusion. the relevant care centre was alerted by G4s and assistance speedily given. in both cases, these vulnerable people had activated an electronic alarm system that enabled G4s operatives to trace them and ensure prompt action.

G4s also provides, in the united Kingdom, a monitoring and response service for people who work by themselves without close or direct supervision, and who therefore may be vulnerable to attack. (see: “protecting lone Workers”, G4S International, 4/09, pages 15–17.)

Exciting and rapid progress is being made in the field of electronic communications. adapting to the continuous changes in mobile phone technology is therefore left to the hardware suppliers, whilst G4s focuses on receiving the alarm calls and organising a speedy response.

With a firm foothold in the monitoring process already established across many countries, through its secure solutions and care & Justice services, G4s is in a strong position to further expand its contribution to the well-being of those whose age or infirmity make them vulnerable.

the next generation of personal tracking devices, which will be smaller and less expensive, is likely to produce further growth in the use of this technology and bring greater safety to many more who are at risk of harm. ❚

security, naviGation and desiGn

pfo’s Mission is “to make the world a safer place by combining award-winning design with top navigation technology and the biggest security company in the world”.

they began by partnering with Wicer, whose fighter jet navigation systems are used by the us and swedish defence forces, to develop the Gps technology embedded in the newly-launched pfo one bracelet.

next, acclaimed designers oscar Magnuson and Efva attling sketched the bracelets which were then created by Elcoteq, the world’s leading mobile manufacturer, responsible for blackberry and nokia’s production.

a brand image was created by renowned graphic designer stefan sagmeister and finally, to implement the product, they teamed up with a global security partner, G4s.

how it works purchasers of the pfo one can opt for either a basic or the premium monitoring service. the basic service relies on three trusted friends – called shields – to react to any worrying situation. if the bracelet wearer sends a distress signal, the bracelet transmits a text message to each of them, giving her exact position.

they can then call her mobile phone to check that she is all right and, if they are close to a smart phone or a computer, they can log onto the pfo website’s track and trace page and follow her movements. this functionality is only available when the bracelet is in alarm mode.

for those who do not wish to worry their family and friends unduly, or who travel away from home frequently, the premium service sends a signal, when the bracelet is activated, directly to G4s’s alarm receiving centre.

an operator then calls the bracelet owner’s mobile phone to make sure she is all right and asks for a password. if the phone is not answered or an incorrect password is given, a response unit is despatched immediately to the location to give whatever assistance is needed.

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“Cash is a very complex product to deliver,” explains Ken Niven, G4S divisional chief executive officer, Cash Solutions. “To do so successfully, we need to have a detailed understanding of the cash cycle, how cash flows in an economy and how the regulatory frameworks operate.

“Cash cycles differ from country to country, and

CaSh SoluTioNS Following last year’s restructuring of G4s, we launch a new series looking at the Group’s footprint, starting with a division that operates around the globe

DurinG 2010, chieF executive Nick Buckles announced a number of changes to G4S’s Group Executive Team as well as to the management structure. These centred on a new geographic continental structure. But there was one exception to this Group reshaping. The cash solutions division would continue to straddle the world. here’s why:

DIVISIONAL REVIEW

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when you look at all the possible component elements of cash – the transportation, processing, reconciliation, forecasting, aTM replenishment and, in some countries, even the repair and maintenance of cash

machines, all surrounded by security systems – you realise it is quite a skill set to possess. it’s more effective to deliver that through a division rather than requiring individual countries to develop it.”

Which means that the responsibilities of Niven and his executive team currently extend to the leadership of 12 business units, with strategic and advisory input to the global cash business line.

Niven points out that the divisional model works for the Group’s major cash companies –15 in total – which have critical mass, meaning they are self-sufficient and can be run as separate operations. “in the other 55 countries where the cash company is smaller and

further away from the division’s centre,” Niven adds, “it makes more sense to have the

organisation working in conjunction with the local country-based security

model. We have a watching brief on these operations and

check that their cash strategy and investment plans are consistent with the Group’s strategies.

Cash Solutions Division also provides guidance and support to all the G4S cash businesses around the world in the areas of operational cash

security, cash reconciliation and preferred cash-related

technology solutions. in each of these areas, the division has a

number of specialists who continually travel the globe, giving advice and support

to the cash operating businesses. The size and scope of G4S Cash Solutions’

operations will surprise many people who may have been persuaded that cash, as a method of payment, is being replaced rapidly by plastic alternatives – credit, debit and store cards in particular.

“Cash is not in decline,” Niven insists, and he produces industry figures to corroborate his statement. “Cash continues to grow, year on year,

worldwide. Clearly, some countries are growing more than others, but overall we come back to the same figure: between six and seven per cent growth in cash in circulation around the world.”

So where do the credit card companies get their figures from?

“They always talk about their growth rates, but they are growing from a smaller transaction base, and cash is normally used for smaller payments while debit and credit cards are usually used for larger purchases. We are watching trends carefully, particularly the growing use of pre-pay cards, but cash still sits at the centre of all economies. in Europe, for example, 80 per cent of all payments are made with cash.”

Since it was established, following the merger of Group 4 and Securicor in 2004, the G4S Cash Solutions division had been growing at an average rate of 6.5 per cent, though the global economic downturn has slowed things down, as it has for most businesses. With interest rates so low, banks have not needed to move cash so quickly and are therefore keeping more cash in aTMs, and retailers are keeping more cash in stores for the same reason.

But moving cash – basic transportation – is just part of the story. it is the first step in penetrating a new market and the G4S Cash Solutions team is confident that G4S management in some of the countries where cash services are not yet offered will judge the time to be right to make that move before too long. others which already provide cash-in-transit will also be looking to develop into cash processing, the replenishment of aTMs and the provision of technical services related to cash machines.

once well established, G4S Cash Solutions’ businesses are then in a position to assist their customers with further services, as financial institutions look to outsource their cash activities or aTM networks to experts in the field. as the leading supplier of security solutions to financial institutions across the world, G4S is well placed to help its customers reduce costs and increase efficiency whilst ensuring they are also well served.

“What we’re able to do in G4S, which an individual bank cannot do when it comes to outsourcing their cash activities, is to offer a common platform which runs across many banks,” Niven explains.

“We are therefore able to distribute their direct costs and overheads across a number of banks, and it is something we are doing very successfully. in the united Kingdom, for example, where six banks have now outsourced to us, we have a common production

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platform through which we’re able to leverage manufacturing and production processes. That also results in greater productivity and makes for a much more cost-efficient model for the banks.”

outsourcing, of course, is just one of a portfolio of services that are on offer from G4S Cash Solutions, around the world.

in the uK, it transports 90 per cent of the country’s banknotes every day, moving £300 billion each year and processing one-fifth of that on behalf of commercial banks. From its new superbranch in central london, opened in 2010, it handles 72,000 services a month as well as filling and distributing 42,000 aTM cassettes packed in the same period.

in Canada, it has a nationwide contract with Toronto-Dominion Bank that includes cash transportation to 1,093 branch night deposit machines as well as 2,577 fully-functioning aTMs that are both cash dispensing and deposit taking.

in hong Kong, it provides an end-to-end management solution for all of Standard Chartered Bank’s aTMs. it sealed that deal by guaranteeing base levels of service.

in Malaysia, it has partnered with the CiMB Group, the country’s second largest financial services provider, in pioneering a high tech cash management system throughout its banking operations. The solution, built around iCom cash forecasting, has been extended

WorlD’s First electric vehicle

the latest step in G4S Cash Solutions’ ongoing commitment to reducing its environmental impact – the world’s first fully electric cash-in- transit vehicle – has been unveiled in the uK.

The trial vehicle, which will operate in the Greater london area, is projected to save 5000kg of carbon emissions per year.

The ground-breaking vehicle combines the latest in battery technology and electronic management software together with a tried and tested production vehicle converted into a highly specialised cash-in-transit protected vehicle encompassing state-of-the-art security features.

it is hoped this prototype may lead G4S into deploying more of these vehicles in city centres, harnessing the benefits of zero pollution and noise, while providing clear economic operating benefits.

The vehicle has a range of around 100 miles, significantly further than the longest route length it will be required to travel for G4S in between re-charging the batteries. The vehicle also has a solar panel fitted in order to constantly provide a source of sustainable energy back to the battery while the vehicle is on the road, producing enough sustainable energy to power the vehicle’s ancillary electrical energy usage.

Electric power is up to seven times cheaper than the equivalent diesel vehicle and there are further cost benefits with road tax and congestion charge exemption in the capital city, so in the longer term these vehicles may be able to cut costs as well as the company’s carbon footprint.

Ken niven hands the keys of the first all-electric cash vehicle to russ Hawkins, operations manager, g4s Cash solutions (UK) in london.

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to all 1,500 of CiMB’s aTMs, its 18 cash centres and over 300 branches.

Retail establishments around the globe are also benefitting from G4S’s enterprising approach to cash solutions, particularly its unique CaSh360 cash management system. CaSh360 offers a suite of payment solutions that optimise the latest secure handling machines by integrating them with G4S software and combining them with its cash transportation and processing services. among those who have either trialled it or installed it are major retail chains, two theme parks in Europe, a well known chain of burger restaurants, and the operator of holiday villages.

Cash Solutions Division has also been reaping the benefit of its acquisition two years ago of Secura Monde international, the world’s leading independent technical and commercial cash advisory company. Specialising in the design, production, technology and issue of banknotes and coins, its clients include central banks, major brand owners and state and commercial printing works.

as for G4S Cash Solutions’ future, Ken Niven is confident that the economic upturn will see a greater demand for flexible and cost-efficient services, with more banks looking to outsource their cash processing and the management of their aTM estates.

“and from our perspective that will all be underpinned by an absolute focus on quality. What banks and retailers really want, however, is for us to make life more efficient and easy for their customers.

“That, of course, is what we are dedicated to doing and i am looking forward to the division’s continuing expansion in the years ahead.” ❚

For More inForMation …

For further information on the topics covered in this article, log on to www.g4s.com or e-mail magazine@g4s.com

38 g4s InternatIonal issue 1: 2011

updates on topics previously discussed in the magazine

aRt seCuRItY uNiTeD sTATes It would appear to be a crime, but the motive has mystified the art world. For at least 23 years, someone has been donating works of art to small museums and universities across the us. around 30 museums have been identified as “beneficiaries” of these acts of kindness. But they are all believed to be fakes.

the person believed to be responsible uses different aliases including “Father scott”, “steven Gardiner” and “Mark Landis”. this charade came to light at the end of last year after Mark tullos, director of the Hilliard university art Museum in Lafayette, Louisiana, was offered a painting.

according to theartnewspaper. com website, tullos was visited by a man dressed as a Jesuit priest who said he wanted to donate a painting

in honour of his late mother. He had with him a painting purported to be by american impressionist Charles Courtney Curran together with what appeared to be proof of provenance.

Closer examination, after the painting was accepted, showed it to be a reproduction that had been painted over and signed. When tullos alerted other museums, similar cases came to light. the police, FBI and tax authorities were notified but, as one expert observed, as he has not actually committed fraud it is difficult to know what he could be charged with, if identified, because there has not been a loss to anyone.

In January 2011, John Gapper, writing in the Financial Times Magazine, identified the forger as Mark augustus Landis who he had tracked down to a gated community in Laurel, Mississippi.

Landis readily admitted that he had been producing forged paintings for three decades and donating them to museums. It began with the death of his father and appears to have increased when his mother died.

His bizarre actions, it seems, were to honour his parents. “I mean, everybody’s got a tombstone, that doesn’t mean anything, but a picture in a museum, that really means something,” he told Gapper.

isRAeL What has been described as the “forgery crime of the century” is drawing to a close after five years. the high-profile trial of two Israeli antiquities experts ended in October 2010 and the judge’s verdict is still awaited as we go to press in March 2011. Only two of the original defendants, Oded Golan and Robert deutsch, remained in the dock at the Jerusalem district Court.

since september 2005, the court proceedings have spanned 116 sessions, heard 133 witnesses, examined 200 exhibits and read nearly 12,000 pages of witnesses’ testimony. Golan is charged with 44 counts of forgery, fraud and deception and his co-defendant, an antiquities dealer, faces 13 lesser charges.

the case centres on items now declared to be fakes that were once considered some of the most highly valued historical and religious pieces to be found in Israel. they include an ancient ossuary, or burial box, which, it was claimed, might be associated with James, the brother of Jesus of Nazareth, on the strength of an inscription. the ossuary is likely to be a genuine burial box but, according to the prosecution, at least part of the inscription is probably a recent fake.

the case, as well as indicating that biblical forgeries are big business, also has implications for scholars, particularly those involved in religious history.

sPAiN Masked men broke into a Madrid warehouse in November 2010 and stole a lorry containing art works valued at £4.2 million (€5m). the paintings, lithographs and sculptures by pablo picasso, eduardo Chillida and antonio saura belonged to galleries in Madrid, Barcelona and Cologne, Germany. they had been transported to spain after being exhibited in Germany.

see: “Counterfeits: modern masterpieces?”, G4S International, 1/09, pages 4–6; “ancient and modern”, Issue 3/10, pages 4–7, and “Missing masterpieces”, March 06, pages 4–7.

Mark tullos, director of the Hilliard University

art Museum in lafayette, holding one of the forgeries purported

to be by Charles Courtney Curran.

g4s InternatIonal issue 1: 2011 39

Members of a naval boarding party from HMs Cornwall uncover arms and ammunition during a search of a somali pirate dhow in the Indian ocean. the vessel was boarded after it was spotted acting suspiciously by a south Korean merchant vessel. Five hostages and their fishing vessel were released, and an initial search discovered aK47s, a grenade launcher, rocket propelled grenades and large amounts of ammunition.

pIRaCY sOMALiA during 2010, across the world, pirates – many of them heavily armed – hijacked 53 ships and kidnapped 1,181 people, leaving eight dead. these are the highest figures ever recorded, according to an International Maritime Bureau (IMB) report published in January. Of these, hijackings off the coast of somalia accounted for 92 per cent of all ships seized and, as of december 2010, somali pirates were still holding 28 vessels and 638 hostages for ransom.

the IMB report added that the number of pirate attacks on ships globally had risen each year for the past four years. In 2010, 445 incidents were reported – an increase of 10 per cent on the previous year.

a worrying trend in the seas off somalia was the over-powering of ocean-going fishing or merchant vessels by the pirates to use as bases for further attacks. On the other hand, incidents in the Gulf of aden more than halved in 2010, to 53, which it attributed to the presence of international naval forces. this, it seems, has caused somali pirates to travel further in search of victims, to the Mozambique Channel and the Indian Ocean.

there are also reports of an increase in piracy in other areas, including Bangladesh, Indonesia and the south China sea.

several arab countries are believed to be involved in a mulit-million pound programme to mobilise some 2,000 somali recruits and train them to fight pirates on the country’s coast.

until such measures are successful, travel companies are

said to be spending millions of pounds to boost their maritime security systems. some of the methods at their disposal were revealed after a British cruise ship, the Spirit of Adventure, with 350 holidaymakers on board was chased by somali pirates in the Indian Ocean.

passengers had just sat down to dinner when the crew reported that the liner was being followed by a speedboat. everyone was ordered to the lounge and told to sit on the floor, then the captain took the ship to full speed, outpacing the pirates.

Razor wire, water cannon, propeller-busting equipment and horns whose sounds could disorientate pursuers are among the anti-piracy devices such vessels are now believed to have installed.

a new study from Chatham House, the uK’s foreign policy think tank, puts the annual cost of maritime piracy to the global economy at between £4.4bn and £7.5bn.

see: “Return of the pirates”, G4S International, Issue 2/09, pages 42–44.

ap photo/dave Jenkins, Ministry of defence, ho

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suRVeILLaNCe CHiNA the Chongqing government in south-west China is planning to install new closed circuit tV cameras equipped with video analytics, taking the city’s total to 500,000 CCtV cameras within the next three years. the network will automatically alert the police to robberies, muggings and community intrusions in the city,

which has 32 million inhabitants. the mayor of Chongqing told the media that as well as supporting public security management, the system will be used for disaster alarms and work safety supervision.

uNiTeD KiNGDOM dramatic video footage taken during what was described as “the biggest jewellery heist ever in Britain” was shown in court during the second trial of Craig

Calderwood, one of the two armed robbers involved. In March 2011 he was sentenced to 21 years for his part in the attack.

the jury had been unable to reach a verdict in the first trial, in July 2010, in which four others were convicted of conspiracy to rob. Calderwood’s accomplice, the heist’s ring leader, aman Kassaye, was convicted of kidnap, conspiracy to rob and possessing a firearm, and was sentenced to 23 years’ imprisonment in august 2010.

the robbery, in which £40 million of gems were stolen, took place at Graff jewellers in central London in august 2009. Kassaye and Calderwood did not cover their faces but were said to have used latex disguises. they forced a young female assistant to open display cabinets and snatched 42 items of jewellery – none of which has been recovered – before taking her hostage as they left the premises, releasing her only when they got to their getaway cars.

see: “smile! You’re on CCtV”, G4S International, June 05, pages 33–34, “surveillance and acceptance”, March 08, pages 9–11, and “CCtV’s electronic tripwire”, Issue 4/10, pages 41–44.

CYBeR CRIMe CHiNA In the course of 2010, China claims to have clamped down on computer crime, arresting 460 hackers, resolving 180 cases of computer crimes and closing 14 websites that provided hacking software or training. a Ministry

of public security spokesperson described the situation regarding cyber attacks in China as “still extremely grim”.

Chinese hackers are not only responsible for many domestic attacks. their reach, now that the internet has made the world a global village, is widespread, so much so that Google issued

automated warnings to its Gmail users, late last year, saying: “Your account was recently accessed from China.”

see: “dangerous dot Cons: phishing”, G4S International, september 06, pages 26–27.

Metropolitan police/pa Wire

this CCtV image issued by the Metropolitan Police is believed to be of a motorcycle

rider who the police believe had the stolen graff jewellery passed

to him. He is seen walking towards green

Park after abandoning the motorbike.

41g4S InternatIonal issue 1: 2011

The skills and arts involved in extracting, moving, working and selling gold are as old as civilisation. They transcend time, geography and cultures and point to gold’s elemental hold over human desires to possess the metal – originally as a

store of wealth but more recently also to utilise its unique chemical and physical properties.

And with gold prices at an all-time high, security throughout the entire process becomes even more important.

ChAin of gold G4s is involved in all aspects of gold, from mining to processing and on through vaulting to transportation, reports Gavin Greenwood

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42 g4S InternatIonal issue 1: 2011

gold’s intrinsic value lies in its scarcity and the complex and costly methods required to exploit and refine the rare metal. Refined gold in late January 2011 was selling at around US $42 per gram, or US $42 million per tonne. According to the authoritative World gold Council, the five-year average supply of gold between end-2005 to late-2010 totalled 3,766 tonnes. of this 2,209 tonnes were obtained through mining, 1,323 tonnes from recycling and 234 tonnes as a result of sales of bullion by state agencies.

g4S is involved at all stages of this complex, and at times hazardous, process that can begin with a geologist’s hunch and end with an exquisite item of jewellery, a dental crown or a minute speck buried inside a mobile phone.

exploraTion and exTracTion The exploration phase, often involving crews working for years in harsh and sometimes hostile

environments, can require extensive security in the face of both legitimate and more extreme opposition. g4S personnel or manpower provided by local affiliates play key roles in protecting exploration sites, workers and equipment.

This is not without risk. in december 2010 two security officers employed by a local g4S affiliate were shot and wounded while on duty at the Tampakan gold and copper mining concession on Mindanao island in the southern Philippines. g4S was awarded the contract to protect the site following a series of raids by heavily armed communist guerrillas, though the latest incident appeared related to local opposition to the project. Similar events have also occurred at sites protected by g4S personnel or contractors in Africa in recent years.

The task of securing an operating mine site differs from the exploration phase primarily due to the need to ensure access controls are applied on both sides

43g4S InternatIonal issue 1: 2011

of the fence. While pilfering of materials may be a problem at any industrial location, the illicit removal of even the smallest quantities of gold can become a major issue at a mine or processing sites.

less obvious is the role of security companies in ensuring safety among the workforce. g4S Secure Solutions (Canada) has an explicit role in ensuring workers on remote mining – and indeed oil and gas – sites follow protocols intended to reduce the risk of injury and harm. in addition, g4S Canada has enhanced security at the numerous sites it helps protect by entering into agreements with local indigenous communities in order to reduce areas of friction that can have a major impact on any industrial activity. g4S offers work protecting mine sites to members of what the Canadian government refers to as “first nations peoples” near to their communities.

processinG and refininG Mined gold-bearing ores are subjected to various processes of crushing, leeching, refining and smelting. Much of this work is done at or near the mine site, although the smelting process may be carried out by specialist companies some distance from the mine. This is also the penultimate stage before the smelted metal is sent for final refining into a minimum of 99.9 per cent pure gold. Tight security is required as it is at this stage that the gold becomes identifiable and is a potential target for theft.

TransporTaTion and vaulTinG Moving gold, in its pre- or post-refined forms, is a specialised task that g4S international logistics

enforcinG secure cusTody for Gold

rand refinery has special reason to place special emphasis on quality in all aspects of its operations. Established over 90 years ago by the Chamber of Mines of South Africa to refine all the gold mined by that country, it has since processed over 40,000 tonnes of gold, representing almost 30 per cent of all gold mined in the world since antiquity.

“Rand Refinery is strongly supportive of the need to accept only gold for refining which originates from a source of known provenance, is conflict free and has been mined with due concern for the environment and has not contributed to severe abuses of human rights,” explains Chris horley, the company’s head of resourcing.

“it has a stringent ‘know your customer’ and due diligence process in place in order to satisfy itself to all reasonable lengths that gold deposited for refining conforms to these principles. Rand Refinery also supports the organisation for Economic Co-operation and development’s due diligence guidance for responsible supply chains from conflict-affected and high risk areas.

“To this end, it is vital that the gold supply chain from mine to refinery remains intact and that this chain of custody can be independently audited and verified. The service providers for secure logistics from mine site to refinery are an integral part of this process. Accordingly, Rand Refinery encourages and is fully supportive of all efforts made by the logistics service providers, like g4S international logistics, to enforce secure custody for the gold supply chain.”

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performs. The transportation of gold in various forms is obviously a highly sensitive operational task, given the potential threats to such high value cargo carried over often considerable distances.

“g4S international logistics provides services in many countries, including remote parts of latin America, Africa and Asia,” says its managing director, Chris fergus. “The logistical requirements are unique to each mine and can include a combination of all or some of the following components: armoured vehicle, helicopter, charter and passenger aircraft, customs brokerage and vaulting. our services are sold and coordinated from key financial centres in ten countries.”

The movement of gold by g4S in Malaysia offers an example of how the metal is transported in an environment that combines modernity and traditional security threats. g4S both protects – through electronic surveillance and manned security – and transports gold from Malaysia’s three main gold smelting companies to its own main vaults near Kuala lumpur.

The company uses specially designed armoured vehicles capable of carrying the weight of the gold consignment while also being able to withstand a criminal assault or an accident. The crew are armed, as are those in the support vehicle that escorts the consignment. The convoy maintains radio and mobile telephone contact with the g4S command centre, which in turn plots its location in real time using gPS.

Any suspicious activity during the journey is immediately relayed to the command centre, with backup escorts ready to be deployed if required, and the police are kept informed of any threats that materialise. The consignment is delivered to a vault manned by armed guards and dog handlers.

“once the gold is refined, g4S international logistics transports the metal to major financial centres and jewellery manufacturing markets. We also provide services to central banks and offer long- term storage capability, which is becoming increasingly more important as investment demand outstrips consumption.”

for many, the most important link in the gold chain is the one that brings this remarkable metal to consumers in the form of exquisite jewellery, either on its own or combined with other precious metals and jewels. Again, g4S plays an important role, not only in transporting these valuable finished products to retail outlets but also to suppliers whose customers shop online.

Jewelry TV is a 24-hour television channel and online store which ships nearly six million valuable packages a year from its Tennessee base in the United States. g4S international logistics was asked to review its processes in order to find ways of reducing risk and increasing efficiency and customer focus.

g4S proposed a vendor management system which now provides Jewelry TV with a secure solution that offers flexible shipping options. At the top end of the market, high value goods from their 300 vendors are now carried by g4S’s armoured transport system, not just in the US but in almost every country worldwide in which g4S has a presence. ❚

for More inforMaTion …

for further information on the topics covered in this article, log on to www.g4s.com or e-mail magazine@g4s.com

who owns The world’s Gold?

deMand for Gold between 2005 and 2010 was dominated by the jewellery sector, which absorbed 2,151 tonnes, followed by investment at 1,182 tonnes, with industrial use at 433 tonnes. The total amount of processed gold known to be in existence at end-2009 was 168,600 tonnes. Around 51 per cent, or 83,700 tonnes, is held in the form of jewellery and is mainly in the possession of individuals. investors account for 18 per cent or 29,600 tonnes, state agencies hold 17 per cent (28,900 tonnes), 12 per cent (19,800 tonnes) is used in industrial processes – ranging from electronics to dentistry – while there is no trace on the remaining two per cent (3,600 tonnes).

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news

G4s Belgium became the official security provider for the european Commission in January 2011 when it was awarded the largest integrated security contract in the country. G4s will provide total security solutions for 68 buildings in Brussels and its immediate surroundings.

The five-year contract commences on 1 April 2011 and will require over 300 personnel whose services will include manned security, access control and X-ray protection of all buildings, fire- fighting and fire prevention services, and control room management.

Already working for several

european institutions and the european Commission, G4s Belgium was selected for its security solutions experience and expertise. This contract secures G4s’s position as the market leader in Belgium where it is also the largest employer with more than 6,000 employees.

BeLGiuM

ProTeCTinG The euroPeAn Commision

During routine cargo screening for DhL, the international logistics provider, at Athens’ international Airport, Greece, in november last year, a G4s security officer identified two suspicious parcels.

These were isolated and found to contain explosive material. They were destined for delivery to two high-ranking european agencies.

At that time, there was a european-wide alert regarding parcels containing explosives which Greek terrorists had addressed to recipients in a number of countries.

This success in intercepting the packages demonstrated that the G4s Aviation & Ports

secure solutions division in Greece operates with the highest standards and security procedures and the training given to its employees makes them experts in their field.

The Greek police detonated the packages, along with others discovered in Athens. Two parcels sent by the terrorists through one of DhL’s competitors were not recognised as containing explosive material by that company’s security screeners.

Among the packages sent in the terrorists’ coordinated attack which successfully reached their destinations, using international

airmail and parcel services, was a bomb addressed to German Chancellor Angela merkel. security forces in a building adjacent to her office destroyed it.

italian Prime minister silvio Berlusconi and French President nicolas sarkozy also had explosives sent to them. similar packages were sent to various foreign embassies, including the russian embassy in Athens where it was destroyed in a controlled explosion.

G4s has been providing a range of security solutions at Athens’ eleftherios Venizelos international Airport for many years.

GReeCe

sCreener inTerCePTs eXPLosiVe PArCeLs

G4s Gurkha services has secured a 12-month contract with The Duke of York’s royal military school, a distinguished independent uK state boarding school for the sons and daughters of services personnel. The Gurkha division, part of G4s secure solutions (uK), will secure the main gate entrance and access control to this high profile military school based in Dover, Kent, providing a full-time security

presence. The services provided will help to ensure the security of nearly 600 pupils and staff.

Charles Johnson, head of The Duke of York’s royal military school, commented: “we are very pleased to have the G4s Gurkha services team on board, providing enhanced security with a professional manner. many of the parents have voiced their happiness as a result of the appointment as

the team are good role models.” John whitwam, managing director,

Gurkha services, added: “our team’s extensive military experience and knowledge fits well with the culture and requirements of this prestigious school.”

G4s Gurkha services recently achieved an Approved Contractor scheme score of 113 from the security industry Authority auditors – an outstanding result considering it has been trading for just three years.

eNGLAND

seCuriTY ConTrACT For miLiTArY sChooL

46 g4S InternatIonal issue 1: 2011

news

Fearless G4s deminers carried out a daring night-time rescue recently when members of a Greek Cypriot fire response team inadvertently drove onto a minefield.

The five firemen in two cars and a fire engine accidentally turned into the minefield, the latter detonating an anti-tank mine with one of its rear wheels.

G4s ordnance management’s field supervisor Larry Brophy

received the emergency call at 5pm and immediately began mobilising a small emergency response demining team.

“we knew the fire crew was still in the vehicles, but that was all the information we had at that time,” said Larry, who led the extraction team, accompanied by team leaders Denis Faluco and ramos nuvunga, and deminer eugenio rumbana.

Despite the fact that mine clearance is never carried out at night because of the risks, the rescue team entered the minefield with two torches and made their way to the stranded fire crew.

“we followed the vehicle tyre tracks and our deminer used painted wooden pickets to mark a safe route,” Larry revealed. “if there was any indication there was a mine, we were careful to go safely around.”

After two hours, the rescue team reached the fire crew.

The five men were safely escorted from the minefield on foot and the operation to recover the three

vehicles began a few days later. The G4s team recently

completed a major milestone towards making Cyprus completely landmine-free when it cleared its 25,000th mine. over 9.5 million square metres of land have been cleared over the past six years, returning much of it to productive farmland.

since 2004, the 60-strong team of G4s deminers has been engaged in clearing 71 minefields in the island’s 180km-long buffer zone between the Turkish-controlled north of the island and the Government- controlled region, and is on course to complete the task very shortly. The next step is for the cleared mines to be moved to a central demolition area and destroyed.

“For an island of this size,” said Jerry Barlow, who heads up G4s risk management‘s ordnance clearance division’s team in Cyprus, “the quantity of landmines has been considerable and they have presented a great danger for many years.”

G4s personnel in egypt helped repatriate over 1,000 clients from egypt via its key international transport hubs, including airports, ports and country borders, during the country’s revolution that started on 25 January.

G4s egypt, which has over 5,200 employees, worked closely with G4s risk management to provide a rapid response service utilising their expert knowledge of the country and its current issues.

Assistance was provided to

the employees of numerous major multinational companies by the repatriation team which included provision of 24-hour crisis management centre support; access to fully secured accommodation close to Cairo’s international Airport; access to close protection operators, including specialist drivers; and support personnel on the ground with good local knowledge who were fluent in both Arabic and english.

Jim Batty, director of risk

solutions, G4s risk management, commented: “with the travel situation worsening in egypt our rapid response team were able to help secure a significant number of evacuations out of the country for both expatriate company staff and uK government officials.

“working in partnership with our G4s egypt colleagues we expect to continue to support many organisations while the political situation in the country remains fluid.”

CYPRus

Deminers resCue Fire resPonse TeAm

eGYPT

G4s heLPs eVACuATion

g4S InternatIonal issue 1: 2011 47

when G4s Denmark agreed to participate in its country’s version of the popular “undercover Boss” television documentary series, there was one problem. The TV production company needed a top G4s executive who would not be recognised by employees. That difficulty was overcome when Danish-born søren Lundsberg- nielsen, G4s’s Group general counsel based in the uK, agreed to take on the role.

Adopting the name søren nielsen and claiming to be a project engineer with global engineering company FLsmidth, søren told his G4s colleagues that he and the film

crew were making a programme called “Trying a job”. he was seen on patrol in Copenhagen’s busy tourist and shopping streets, fitting an alarm for a domestic customer and working in the warehouse that provides parts for its extensive security systems business.

only at the end of the filming did he disclose his true identity and the real purpose of the programme could be revealed. søren and G4s had participated in order to learn useful lessons not only about the Danish business but also its employees, which meant there were pleasant surprises for those he had worked with during the making of

the documentary. The security officer with whom

he patrolled Copenhagen’s streets had mentioned that he was thinking of leaving to join the police force. søren told him he would be invited to discuss career possibilities within G4s. An invitation was extended to the alarm installation engineer to visit London and see G4s’s uK operations and its corporate headquarters. And the warehouse stock manager was asked to join a project that was seeking to improve the business’ workflow.

in the process, of course, it also provided excellent, high-profile TV coverage for the G4s brand.

DeNMARK

Boss Goes unDerCoVer For TV show

Two Group businesses in south Africa, G4s Cash solutions and G4s Care and Justice services, have thrown their weight behind the very worthwhile Knit-A-square (KAs) project.

This initiative began many years ago when a family moved to south Africa and through the community and church to which they belonged started getting people to knit squares and sew them together to make blankets that could be distributed to needy children.

some members of the family moved to Australia but continued to promote this initiative via the internet with the result that it has blossomed with people from all over the world sending hundreds of knitted squares every month to the KAs project in south Africa.

early in 2010, wendy hardy of G4s Cash solutions was approached by some of the

founder members of KAs for ideas on how to manage this now massive project. After some thought and discussions with G4s Care and Justice services, the two G4s companies made a joint proposal to KAs.

They offered to assist KAs by opening some of the many parcels they receive and sorting the content. The project has grown to such an extent that in addition to knitted squares they receive donations of clothing, gifts, toys and other useful items.

having separated them, the squares will now be packaged and sent to the G4s-run mangaung Correctional Centre (mCC) at Bloemfontein to be made into blankets as part of a workshop for inmates. This project will also offer mCC offenders an opportunity to give back to the community.

once the blankets are made,

KAs and the local offices of G4s Care and Justice and G4s Cash solutions, in Bloemfontein, will give these blankets to needy children in the area. They expect to hand out a substantial number of blankets before winter this year.

This partnership will begin as a pilot project and, once the participants have ascertained how well they are able to work together, they may look at extending it to other south African regions.

sOuTH AFRiCA

sTiTCh in Time GiVes A wArm FeeLinG

48 g4S InternatIonal issue 1: 2011

news

G4s sweden is the new security provider for the swedish Parliament Administration. The contract began on 1 march and will involve around

50 employees. Thomas Lundin, managing director, G4s secure solutions (sweden), is delighted to have been awarded the contract

and says G4s was chosen “because of the opportunities we can bring to the customer to provide secure solutions at the highest level”.

A new G4s team of undercover officers trained to detect the smallest signs of suspicious behaviour is now protecting passengers at London’s heathrow Airport.

Anxiety, a lack of luggage or taking photos can all indicate that someone is either a potential high- risk threat or could simply be a normal passenger. The role of the team of nine behavioural detection officers (BDos) is to help tell the difference.

Blending seamlessly into the check-in area, the officers use non-

intrusive observation and analysis techniques to identify potential threats and share intelligence with uniformed colleagues and the police.

in its first three months, the team carried out 40 stops, 10 of which were referred to the police. Team members have to be patient and keep observing people they think are acting suspiciously. if the situation requires it, they ask a uniformed employee to approach the person to have a quiet talk, while a BDo observes how they react. if it is necessary, he or she informs other agencies and refers

the situation to them. sam Tudjaroglu, general manager

of G4s Aviation services (uK), explains that the team has to be low-key. “There’s also a strong customer service element. sometimes the officers will advise passengers, such as warning them about thieves if their wallet is visible on the front of their suitcase.”

The technique the team uses is also employed by law enforcement agencies around the world, and the possibility of rolling it out further across G4s is now being investigated.

G4s, the largest secure solutions company in northern ireland, has been awarded a three-year contract to provide security services at George Best Belfast City Airport.

its duties include searching, customer assistance and car park management, deploying some 100 employees made up of full-time and part-time staff.

George Best Belfast City Airport

currently caters for approximately 2.7 million passengers a year representing almost 40 per cent of the scheduled domestic air traffic that passes in and out of northern ireland.

NORTHeRN iReLAND

BeLFAsT AirPorT ConTrACT For G4s

sWeDeN

PArLiAmenT ConTrACT win

eNGLAND

unDerCoVer oFFiCers For LonDon AirPorT

The formation of an iraq Advisory Board to assist with the development of G4s secure solutions (iraq) has been announced by G4s risk

management. it will be chaired by michael

P wareing, CmG, formerly the British Prime minister’s special envoy for reconstruction in

southern iraq and chairman of the Basra Development Commission, and will bring together senior members of the G4s iraq business and senior iraqi leaders.

iRAQ

ADVisorY BoArD AssisTs DeVeLoPmenT

g4S InternatIonal issue 1: 2011 49

G4s estonia provided manned security services at estonian Post for the exchange period of 1–15 January 2011 when the country’s currency changed to the euro.

in the first two weeks of January, kroons could be exchanged for euros at both banks and estonian post offices. G4s security personnel maintained public order in estonian post offices during that

period where up to 1,000 euros per customer per day could be exchanged.

The contract required at least one security officer to be stationed at every post office providing currency exchange services: a total of 178 out of estonian Post’s 391 establishments around the country.

G4s estonia’s cash solutions division was also heavily involved in

the euro’s introduction. The country’s minister of Finance,

Jürgen Ligi, explains: “G4s was responsible for the euro cash transport for banks, estonian Post and the business sector. Thanks to G4s’s great work, the euro was available from the first minutes of 2011 from every ATm in estonia. it was a valuable contribution to the success of the changeover process.”

G4s has signed up to the united nations Global Compact, an international standard which promotes socially responsible business behaviour in the areas of human rights, labour, the environment and anti-corruption

The principles set out in the Compact are already well- embedded in G4s’s existing policies, so the Group has decided the time is right to make a public

commitment to this excellent initiative.

more and more customers, investors and other important stakeholders look for major companies to be members of the Compact as a way of reassuring themselves that they are associated with socially responsible businesses.

As part of G4s’s Compact membership it has undertaken to issue a statement of progress each

year on how it is improving its performance in the areas indicated above. This will be done through the existing annual G4s Corporate social responsibility report.

Three G4s national business units – Peru, Cyprus and israel – had already signed up to the Compact individually but now, with the signing of a corporate agreement, the whole Group is formally putting its weight behind it.

A crowd of more than 120,000 people, watched over by G4s norway, gathered in oslo’s university square on 5 march for the final medals ceremony at the end of a very successful Fsi nordic world ski Championship, oslo 2011.

it was the 10th night in a row that the streets in the heart of the capital were packed with spectators and competitors, celebrating the day’s events, watching the presentation of medals and enjoying concerts and other entertainment.

G4s made a major contribution to the success of the event, working with the organisers to provide “security with A smile” at the new holmenkollen national Arena and other venues. oslo 2011 ran from 23 February to 6 march.

For G4s norway’s event manager, Christian rist, it required months of preparation as well as the deployment of 300 security personnel, manning the security observation centre for the stadiums, and patrolling the surrounding woods in electric minicars and snow scooters.

norway won the most medals – a total of 20 – dominating cross- country skiing. marit Bjørgen won four gold medals and one silver for her country, and fellow norwegian Petter northug won three gold and two silver medals.

NORWAY

smiLes ALL rounD For worLD sKi eVenT

esTONiA

ViTAL roLe in euro ChAnGeoVer

GLOBAL

DemonsTrATinG soCiAL resPonsiBiLiTY

A tle

B je

ld e,

G 4s

n or

w ay

g4s InternatIonal issue 1: 201150

the amerIcas argentIna ● BarBados ● BolIvIa

BrazIl ● canada ● chIle ● colomBIa

costa rIca ● domInIcan repuBlIc

ecuador ● el salvador ● guatemala

honduras ● JamaIca ● mexIco

nIcaragua ● panama ● paraguay

peru ● puerto rIco ● trInIdad &

toBago ● unIted states ● uruguay

venezuela

G4S worldwide

For more information about G4s and its operations, visit: www.g4s.com

countrIes In whIch g4s operates

g4s InternatIonal issue 1: 2011 51

europe austrIa ● BelgIum ● BulgarIa

czech repuBlIc ● cyprus ● denmark

estonIa ● FInland ● greece

guernsey ● hungary Ireland

Isle oF man ● Jersey ● latvIa

lIthuanIa ● luxemBourg malta

the netherlands ● norway

poland ● romanIa ● russIa ● serBIa

slovakIa ● slovenIa ● sweden

turkey ● ukraIne ● unIted kIngdom

asIa/pacIFIc australIa ● aFghanIstan

Bangladesh ● Bhutan ● BruneI

camBodIa ● chIna ● guam and cnmI

hong kong ● IndIa ● IndonesIa

Iraq ● Japan ● kazakhstan

south korea ● macau ● malaysIa

nepal ● new zealand ● pakIstan

papua new guInea ● phIlIppInes

srI lanka ● sIngapore ● taIwan

thaIland ● uzBekIstan

aFrIca algerIa ● angola ● Botswana

cameroon ● central aFrIcan

repuBlIc ● democratIc repuBlIc oF

congo ● dJIBoutI gaBon ● gamBIa

ghana ● guInea ● Ivory coast

kenya ● lesotho lIBya

madagascar ● malawI ● malI

maurItanIa ● maurItIus ● morocco

mozamBIque ● namIBIa ● nIgerIa

rwanda ● senegal ● sIerra leone

south aFrIca ● sudan ● tanzanIa

uganda ● zamBIa

mIddle east BahraIn ● egypt ● Israel ● Jordan

kuwaIt ● leBanon ● oman

qatar ● saudI araBIa ● syrIa

unIted araB emIrates ● yemen

G4S_International_Q111.pdf
03_Contents
04-07_olympics
08-09_4Teen
10-13_macau
14-17_prisons
18-20_management
21-22_hungary
23-26_canines
27-29_careers
30-33_bracelet
34-37_cash
38-40_updates
41-44_gold
45-49_news
50-51_map

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