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Conduct migrant worker assurance interviews with all new starters and at least migrant worker employee population annually.
• Extend the EcoVadis ethical supplier due-diligence program to cover international procurement spend by 2024.
ni ve rs al ® http://g One of our core values, the safety and wellbeing of our employees and those in our care is a priority for our organization.
We believe that setting the highest standards for safety across our industry helps to keep our colleagues safe and builds loyalty and commitment to Allied Universal from our employees.
Expertise in health and safety matters enables our employees to act as role-models for health and safety best practice, helping to secure the world of our customers and the communities we serve.
The nature of our work and the environments in which we operate mean that security and safety present a strategic risk to our business.
Mitigating and managing these risks so that our people can return home safely every day remains our paramount concern.
AND WELL-BEING Allied Universal has a dual approach to injury prevention: identify the hazardous conditions present and address the human factors that lead to errors which may cause a safety incident in the workplace.
All job sites in North America utilize job safety analyses, injury and illness prevention plans, incident investigations and hazard-specific policies, programs, and procedures in identifying and eliminating or mitigating the physical hazards present.
7 Lack of Resources: Lack of material or support to perform safely.
ni ve rs al ® The health and safety strategies of Allied Universal set the framework and vision for how each business can progress from a level of compliance with health and safety regulation to a level of differentiation – where we lead the industry in safety matters.
We recognize that the differentiation level across the group will only be achieved where a culture of health and safety prevails and where thinking and acting safely is the norm for everyone.
Underpinning our strategies are core health and safety standards against which businesses are assessed regularly.
Compliance is monitored and periodically audited, with reviews of performance conducted at a senior level.
The lost time injury (LTI) rate in is 4.10 per 1,000 employees.
This is slightly higher than for than pre-pandemic levels, due in part to changes in the operating environment, Allied Universal acquisitions in 2019, and the continued efforts towards embedding a culture of safety.
Sadly, during colleagues lost their lives on the job, principally resulting from violent crime by third parties in Africa and Latin America.
These losses are truly tragic for their families, friends, colleagues and our global organization, and serves as a constant reminder of the importance of our commitment to safety.
To mitigate the risk of these violent incidents, we are working closely with the police and other in-country authorities, our customers and industry partners.
Additionally, in South Africa, we have introduced new procedures and a variety of technology solutions which will deter criminals from attacking cash vehicles and cash couriers.
We are also deeply saddened that there was one non-natural death in G4S custody in 2021.
All deaths in custody are investigated by the relevant authorities to determine the cause of death.
Within a preliminary set of actions is completed.
Apart from the emergency response, this includes gathering the relevant information, contacting the relevant authorities and addressing the needs of the injured parties.
The investigation and root cause analysis is reviewed by the Corporate Safety & Risk function or the International Director of Health & Safety.
Lessons learned are shared within the regions and corrective actions are implemented.
The regional health and safety representative will formally track the implementation of recommended actions from the investigation.
The Covid-an unprecedented challenge for many organizations, but for Allied Universal it was an opportunity to demonstrate our business resilience and our ability to manage risk and to showcase the expertise and reach of our people.
Our people stepped up to every challenge, continuing to maintain good service delivery, while in many cases still working on the front line of the pandemic, at a time when many others had the flexibility to work from home.
Although rules were ever-changing, our organization and our employees were able to adapt quickly, identifying threats and opportunities.
Additionally, our employees were accepting of new roles when they had to be diverted from former ones.
For example, many learned new skills when transitioning from aviation and event security to running quarantine facilities and testing centers.
Our employees worked tirelessly, regardless of Covid-at home, and showed compassion for their colleagues at work who were struggling.
to keep empty buildings secure, and also keep those in our care safe and secure, keep hospitals clean, and help food production facilities stay open.
These are just a few of the things our people continued to do throughout the pandemic.
It is their efforts and capabilities over the past two years that have shown more than anything how Allied Universal is an organization which can be relied upon to deliver on its promises and no matter what the circumstances, to do business in the right way.
As the pandemic has unfolded, we have shared and learned lessons from colleagues around the world, which has enabled us to be better prepared as new Covid-emerged in different continents.
Operational standards have been constantly reviewed and updated to introduce measures like social distancing, mask wearing and hygiene protocols.
We deployed temperature-checking tools at the frontline and worked in partnership with our clients to adopt the measures they needed to keep our people safe at work, as well as theirs.
More recently social media, video and poster campaigns have been used to encourage our colleagues to receive vaccinations in line with local health guidelines.
In some markets in North America and internationally, it is a requirement for Allied Universal security officers to carry firearms as a means of additional protection for themselves and our customers.
Therefore we have a framework of comprehensive policies on firearms, covering a range of issues relating to firearms safety including control, procurement, storage, and transportation.
Regular refresher training and awareness programs on firearms usage and use of force procedures, appropriate screening of employees, and ongoing maintenance and repair of firearms ensure the safety of our employees and the public at large.
We recognize the efforts of colleagues throughout the organization who have continued to strive for our goal of zero harm.
• Delivered safety and awareness training to employees in operational and non-operational environments across the globe.
For our businesses in North America this utilizes the Allied Universal learning management system, known as the EDGE.
Priorities in During 2022, we will continue to work towards our goal of zero harm.
• Continue to review and integrate the health, safety and welfare policies and procedures of Allied Universal and Gharmonize our strategy and approach across all operations, sharing the lessons learned across both.
• Continue the analysis and awareness building of critical safety themes across the business, focusing on preventing road traffic incidents, mental health issues, firearms safety, safety behavior and the human factors, and individual safety in and around buildings.
• Install a telematics system in c.US and Canadian fleet.
The implementation of telematics will prompt improved driver behavior, reducing road safety incidents and fuel consumption.
Achieve year-on-year reduction in the lost time injury rate.
• Achieve year-on-year improvements in the workrelated fatality incident rate.
to our values – they are an integral part of Allied Universal’s strategy and form the essential foundation on which we carry out our business.
a clear market differentiator for Allied Universal, particularly in many developing countries.
Both are supported by specific training and awareness programs globally.
In ABC was refreshed across G4S. Those most impacted by the training, such as new employees, all managers and staff with responsibility for making financial decisions and for controlling assets have been prioritized to undertake the new ABC training.
The intent is to refresh this training annually.
Align the North America and international ABC programs where appropriate.
Publish a global ABC policy for the organization.
Allied Universal employs a workforce of approximately across the world.
Our human resources strategies are integral to the success of our company.
We believe in building trust and long-term relationships with our stakeholders by doing business in the right way.
This means always complying with local laws wherever we work and behaving in line with our values and policies, no matter what service we are providing.
We also acknowledge that building and maintaining trust takes time and requires a constant focus.
There is always a right way to achieve success, and our values and Ethics Codes provide our teams with that behavioral framework.
Through our culture, we constantly and consistently reinforce these behaviors.
They are embedded in what we prioritize, what we recognize and how we work.
For our people, we demand zero harm and have zero tolerance for unethical behavior.
We promote diverse viewpoints, encourage all opinions and reward those that exemplify our values.
For our customers, it means delivering great operational performance, recognizing the value and trust in our relationship, contributing to building safe, sustainable communities, and social value through our work.
Applying to every employee, from front-line workers to senior executives, these principles are enshrined in both the Allied Universal Ethics Code – covering our North American business – and in the Gto our international business.
In February refreshed its Ethics Code, supported by wide-ranging employee communications.
Since then, online training on business ethics has been cascaded.
The Allied Universal Ethics Code is updated annually and communicated directly to all employees across North America.
Further communication and training on the principles set out in the Ethics Code are delivered throughout the year.
Importantly, all new employees are introduced to our values during their onboarding, when they also receive an explanation of the behaviors expected in line with our values and the ways to raise any concerns if they see or hear anything that undermines them.
Our people and values underpin everything we do.
As our foundation, we prioritized the review and development of a new set of company values for the Allied Universal global group.
We will formally launch these new values and guiding statements in July comprehensive communications and awareness program to all employees.
These values and guiding statements not only emphasize our global commitment, but support our reasons for being.
The labor markets of many sectors are experiencing challenges across the world, and therefore it is critical that we continue to leverage our technology to increase the efficiency of the Allied Universal application process.
Dedicated project teams are committed to this endeavor.
Technological advances assist with streamlining and simplifying application processes, while recruitment campaigns showcase the diversity and social impact of our work, our people, and the development options and ‘promote from within’ career opportunities that exist at Allied Universal.
We have also developed plans to harness the value of our combined brands and establish new and compelling employment propositions.
as a stepping stone to another role rather than a destination career.
an important difference to the communities in which we operate and serve.
In employer of choice strategy to help promote the opportunities at Allied Universal, in order to achieve our goal of creating a truly exceptional employee experience.
Our Employer of Choice subcommittees and our newly created resourcing forums will strengthen our efforts in this area.
The forums have been tasked with identifying the best recruitment practices that exist within some of our businesses and embedding them as common practices across all of them.
In retention performance management (RPM) strategy across the US.
Targeting newly hired security professionals, the RPM strategy incorporates a series of regular satisfaction surveys during an employee’s first months with the company.
The data is captured in a business intelligence system that is visible to all managers.
any developing issues to be addressed early on.
Screening remains a critical component of our application procedures.
During be reviewing our screening policies and processes to ensure that they continue to effectively address the risks we face and the recruitment needs of the organization.
of key people – sharing talent information within and across divisions and geographies where appropriate.
We now have a clear understanding of our global high-potential talent pool in terms of skills, expertise, and diversity.
This year, we launched our employer of choice strategy, incorporating ‘I-Care’ leadership and enrichment training programs.
Targeting new account managers and operators, the mandatory enrichment training program covers managers have the technical and leadership skills to succeed within our business.