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I join my colleagues around the world in saluting our Ukrainian colleagues’ extraordinary courage and resilience.
I also wish to note how proud we are of our courageous and highly professional Risk Management team, who carried out a safe and secure demobilization in Afghanistan last year.
They make a difference by helping people to operate in a safe and secure environment where they can thrive and prosper.
is a longstanding signatory to the United Nations Global Compact, and I am very pleased to commit Allied Universal to the Ten Universal Principles of the Global Compact on human rights, labor, environment and anti-corruption.
We are making good progress aligning our strategies and operations with these foundations and are proud to have recently become a participant in this important initiative.
to the success of Allied Universal’s global strategy? SJ: ESG is a priority for us.
ESG makes good business sense, and we are committed to doing business in the right way.
A company of our size and scale has a responsibility to lead the way in this area for the entire industry.
ESG matters, in particular human rights and climate change.
It is important for our customers to know that they are working with a responsible and ethical services provider that will partner with them in their ESG ambitions.
Recently we have seen an increasing number of our customers in North America working with their strategic suppliers to integrate sustainability matters into their operational services, and we’re focused on supporting our customers to achieve their goals.
In addition, in the UK we have committed to reduce our Scope 2 greenhouse gas (GHG) emissions by at least 42% by 2030 and to reduce our absolute Scope 3 GHG emissions from purchased goods and services, and capital goods, by 25% by 2030.
By Scope 1, 2 and 3 carbon emissions will all be net zero.
What is your ambition to enable greater gender equality at Allied Universal? SJ: The security industry historically has been a male-dominated field and we are committed to taking positive steps to ensure representation of women and minorities in management roles.
We have an increasingly diverse leadership team and have an Inclusion Council led by two of our regional CEOs, which is tasked with ensuring D&I is on our business agenda at all times.
ESG ambitions? SJ: My personal ambition is to be the industry leader in all areas of ESG.
Allied Universal’s vision is to be the world’s most trusted services partner, and part of that trust is built on us playing a responsible role in society.
We are just starting our journey, but this is an important part of our strategy.
a particular, personal ambition of mine and supports UN SDG AA: And that vision is relevant and important in all our businesses.
We recognize that our businesses operate in different contexts and face varying levels of risk.
Our ESG strategy can provide a vision of how each business can progress from a level of compliance to a level of differentiation, where Allied Universal leads the industry in all ethical and sustainable practices.
SJ: Our role as leaders, for all key priorities of the ESG strategy, is to lead by example and ensure our employees, customers and stakeholders understand the importance of ESG to the business.
Safety has been a key priority for me throughout my career and I’m grateful to our colleagues for embracing the positive safety culture that we have promoted since 2013.
It’s important that we demonstrate why sustainability matters, across all areas of the business.
ESG is important to all our stakeholders, not just our customers.
SJ: The success of our ESG strategy, and in fact, the success of our entire organization, rests upon our people – whatever their role and wherever they work.
We are one team and one united global group.
As a services business, our employees have always been the public face of our company.
We actively encourage all our employees to speak out if they see or suspect any wrongdoing, and we are very proud of our Ethics Codes, which describe the right way to do business.
Building on the similar cultures and values of legacy Gand Allied Universal North America codes, one of our goals for 2022 is to develop a combined ethics code for the global company.
proud of? SJ: I’m so proud of all that we’ve accomplished since the acquisition of G4S in April 2021.
Our primary goal was to integrate the North American businesses and we have achieved that within our targeted time frame.
I’m equally proud that we have worked together with the two legacy businesses to develop a set of corporate values for our global company.
However, without doubt, I think we’ve successfully changed the culture of our international business over the past decade.
Safety is one of our values and every single employee knows our commitment to ensuring we achieve zero harm.
Continued our efforts to achieve our goal of zero harm.
• Delivered safety training to employees working in operational and nonoperational environments, across the globe.
• Continued our mental health awareness campaigns and facilitated a mental health first aid program to provide trained professionals to help employees manage mental health concerns.
Initiated a review of human rights policies and procedures, with the aim of implementing a harmonized strategy and approach across all operations.
• Continued our efforts to respect human rights in the supply chain, adding Integrity Next to our supplier duediligence toolkit.
• Partnered with the Teen Project in North America, to help prevent human trafficking.
Completed a review of our company purpose, vision, mission, and values, resulting in the development of a new set of core values and guiding statements for the enlarged organization.
• Developed an employer of choice strategy that incorporates ‘I-Care’ leadership training to create an exceptional employee experience.
• Implemented a new Recruitment Code, setting out the best practices guidance for sourcing a more diverse and representative range of candidates.
• Launched the Resourcing Forums to identify and share good recruiting practices.
Committed to achieving net-zero carbon emissions by line with Science Based Targets.
• Measured in the first group-wide carbon emissions assessment of Scopes 1, 2 and 3 (airline travel).
reduction in the lost time injury (LTI) rate since 2019.
reduction in the fatality incident rate since 2016.
cases reported and managed via the Speak Out (G4S) whistleblowing service and the Ethics Hotline (Allied Universal) employee care service during 2021.
of migrant worker employees have participated in interviews about their welfare and recruitment experience since 2019.
EcoVadis assessments completed by potential high-risk suppliers since 2019.
$paid in grants from the Employee Trust Fund, during 2021.
These grants support employees and their families who have experienced hardship following serious injury, illness or natural disaster.
ni ve rs al ® OUR GOVERNANCE FRAMEWORK Ownership Allied Universal is owned by funds controlled by Warburg Pincus LLC and a fund managed by a wholly-owned subsidiary of Caisse de dépôt et placement du Québec, which together represent approximately ownership of the company, and by other institutional investors including ...
We recognize that sound governance practices are key to supporting our long-term performance and we are keen to make sure environment, social and governance (ESG) factors are an integral part of our business practices, from our growth strategy to our day-to-day-operations.
We are committed to ensuring that corporate governance is an integral part of our organization.
Our corporate culture must be firmly aligned with our purpose, our business strategy and our values.
We are committed to embedding the right organizational culture: showing that we are reliable, innovative and agile; focusing on zero harm and creating a culture of safety; and always acting with integrity.
The board maintains several committees to support the discharge of its responsibilities, including an Audit Committee and a Governance and Compensation Committee.
The board delegates responsibility for day-to-day management of the company to Steve Jones, the Global Chairman and CEO and his leadership team.
Together, they drive the organizational strategy and lead the global teams across the world.
Ashley Almanza, Executive Chairman, Allied Universal International leads the international leadership team, which is responsible for the day-to-day management of the international business, for the implementation of strategy and the delivery of performance in accordance with agreed targets.
The team oversees the governance framework in place across the international business, reviews and approves the strategy, monitors management’s performance against agreed targets and ensures appropriate controls are in place and operate effectively.
Executive decisions, development and implementation of strategy and the day-to-day running of the international business are delegated to the Executive Committee.
The International Executive Committee is supported by the International Investment Committee and the International Ethics Committee, together with the regional committees for audit, risk and ethics.
We have a strong governance framework in place to support our ESG ambitions.
As a large organization, spanning societal impact and we take environmental and social issues seriously.
We have a wide geographic footprint, significant scale and a diverse workforce.
Diversity is a key area of focus for us and we are working to promote it at all levels within the organization.
Diversity, whether of gender, ethnicity, nationality, skills, personal attributes or experience, brings fresh perspectives and understanding and make us a better performing team.
The Internal Audit function and externally hosted hotlines and whistleblowing processes also play a key role in helping us to identify issues that need attention.
Global governance of the organization is a top priority as integration continues.
Harmonizing our approach to corporate governance for the enlarged enterprise is a key area of focus for us over the next 18 months.
We are reviewing our corporate governance and control structures to ensure we have the right structures in place to build strong yet agile foundations that support our company as it evolves and circumstances change.
In doing so, we are mindful of the principles of good governance around board effectiveness, risk management and oversight, the need to maintain a sustainable business model, and the importance of building strong relationships with our key stakeholders.
Our expectations are to further bolster the structures in place for the international business, while implementing some of the international structures in North America.
Risk Management Our goal is to identify the principal risks to the business and mitigate those risks to achieve strategic objectives while safeguarding reputation.
The risk landscape is dynamic and constantly changing, with evolving economic issues.
These factors have created both risks and opportunities for the security industry.
Allied Universal continues to face the operational and health and safety risks often particular to the security industry, along with financial and commercial risks common to all multinational companies.
Regulations continue to be tightened with high penalties for non-compliance.
Society We provide a wide range of positive social impacts in the communities in which we live and work.
we can demonstrate our expertise on securityrelated issues.
Employees We develop relationships with our employees through a variety of representative forums and feedback methodologies.
Investors and ESG Analysis We proactively seek feedback from ESG analysts and other stakeholders.
Delivered briefings on modern slavery to procurement teams and in-scope suppliers.
Development Goals and indirectly contribute to many more.
Engagement with government committees, public representatives and industry forums.
Next monitoring in our ethical supplier due-diligence and monitoring.
we regularly undertake a wide-ranging materiality review of environment, social and governance (ESG) issues.
The exercise helps us to identify the ESG priorities for the company for the coming two years and ensure that our approach and reporting continue to meet the expectations of our stakeholders.
Stakeholder engagement is an integral part of this process, and therefore in late partnered with Corporate Citizenship (a global consulting firm, specializing in responsible and sustainable business) to conduct primary research with key stakeholders of its international organization.
These included ESG analysts, investors, customers, government and NGO officials, members of Gformer non-executive directors, to ensure that their views are reflected in the assessment of the organization’s material ESG issues.
The outcomes of the materiality assessment, delivered in January previous findings, along with some important developments.
The findings reaffirm our understanding that culture and values represent the cornerstone of our management of other ESG issues, which underlines the importance of our employees’ professional standards and behaviors in preventing issues and non-compliance.
The review also clearly demonstrated the growing importance of diversity and inclusion throughout our organization, and also that of climate change, energy consumption and emissions, to both the company and its stakeholders.
We believe the key issues and impacts of the Gcontinue to reflect those of our new organization.
Since Allied Universal’s acquisition of Gworking hard to integrate both companies.
This has entailed reviewing existing strategies and approaches to harmonize policies and procedures – sharing experience and adopting the best from both organizations.

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