G4S PLC G4s Plc Uk Dk : Integrated Report And Accounts And Notice Of Annual General Meeting

 
TIDMGFS 
 
 
   13 April 2017 
 
   G4S plc 
 
   (the "Company") 
 
   Integrated Report and Accounts and Notice of Annual General Meeting 
 
   Further to the preliminary announcement of its results for the year 
ended 31 December 2016 which it made on 8 March 2017, G4S plc, the 
global, integrated security solutions provider, announces that it has 
published its 2016 Integrated Report and Accounts for the same period. 
 
   The full Integrated Report and Accounts has been posted to shareholders 
who have elected to receive printed copies, together with the Notice of 
the Company's Annual General Meeting which will be held on Thursday, 25 
May 2017 at 2.00 pm in The Orchard Suite at the Holiday Inn, Gibson Road, 
Sutton, Surrey, SM1 2RF, UK.  A proxy form for the Company's Annual 
General Meeting will be sent to shareholders other than those who have 
elected to receive shareholder information via electronic communication. 
 
 
   The 2016 Integrated Report and Accounts and the Notice of Meeting with 
the explanatory notes accompanying it have been submitted to, and will 
be available from, the National Storage Mechanism. 
 
   A condensed set of the Company's financial statements and extracts of 
the management report were included in the Company's preliminary final 
results announcement. 
 
   That information, together with the Appendix to this announcement, which 
contains additional information extracted from the 2016 Integrated 
Report and Accounts for the year ended 31 December 2016, constitutes the 
material required for the purposes of compliance with the Transparency 
Rules and should be read together with the preliminary final results 
announcement, which is available at www.g4s.com/en/Investors. 
 
   This announcement should be read in conjunction with, and is not a 
substitute for, reading the full 2016 Integrated Report and Accounts. 
Together these constitute the information required by DTR 6.3.5, which 
must be communicated in unedited full text, through a Regulatory 
Information Service. 
 
   References in this announcement to the Company's website are intended to 
refer only to the specific documents mentioned herein and not to other 
information available on that website. 
 
   Page and note references in the text below refer to page numbers and 
notes in the 2016 Integrated Report and Accounts. 
 
   APPIX 
 
   The group's principal risks and uncertainties: 
 
   A description of the principal risks and uncertainties that the Company 
faces is extracted from pages 52 to 55 of the 2016 Integrated Report and 
Accounts. 
 
   HEALTH AND SAFETY (H&S) 
 
   Risk description 
 
   The provision of security services to protect valuable assets, often in 
hostile or dangerous circumstances, presents health and safety 
challenges. The business operates a large vehicle fleet in a number of 
countries with poor road infrastructures, increasing the risk of road 
traffic incidents. In 2016, 47 (2015: 46) employees lost their lives in 
work-related incidents. 
 
   Risk mitigation 
 
   The protection of our staff, people in our care or custody, and third 
parties including the public, is of utmost importance. We believe that 
accidents are preventable and that 'zero fatalities' is an appropriate 
goal. The Group has mandatory H&S controls which all companies are 
required to comply with. These controls cover the core requirements for 
businesses' management systems and are supplemented by on-line training 
for managers and business leaders. Formal processes, which are 
continuously reinforced, are in place to report, investigate, close out 
and share the lessons learned from serious incidents. A road safety 
policy applies to all businesses, a number of which also run local 
programmes on topics such as speed management, GPS tracking and 
motorcycle safety. A series of 'Golden Rules' which reflect some of the 
most common H&S risks are widely publicised, included in mandatory 
training, and failure to adhere to them is linked to our disciplinary 
procedures. As part of embedding best practice H&S standards and 
behaviour we have completed assessments of H&S practices in high-risk 
countries and provided further guidance to mitigate H&S risks. Good 
practice and progress in delivering H&S improvements are recognised and 
rewarded, while poor practice and insufficient progress lead to close 
executive scrutiny, formal performance management processes and 
reductions in performance related pay for business leaders as 
appropriate. 
 
   Mitigation priorities for 2017 
 
   We will continue to monitor compliance with the H&S controls through the 
annual self-assessment process and through on site reviews from local, 
regional and Group teams to check compliance with these controls. We 
will enhance the process for reporting H&S performance and introduce the 
tracking of high potential incidents with the aim of proactive 
prevention of incidents leading to injuries and fatalities. 
 
   Having recently developed a number of training programmes aimed at 
managers and business leaders, we will focus our attention on the 
content of H&S training given to front line employees and make changes 
as appropriate to ensure the messages about the importance of health and 
safety and responsibilities are consistent at all levels. We will 
refresh the 'Golden Rules' to ensure they remain aligned to the key H&S 
risks and awareness of them is reinforced. We will continue to provide 
guidance and intervene to support selected businesses in delivering 
improved health and safety performance. 
 
   CULTURE AND VALUES 
 
   Risk description 
 
   G4S provides security for people, premises and valuable assets. 
 
   The Care and Justice services businesses provide services to detainees, 
victims of crime, people needing state assistance, and other members of 
the public. We operate in many different countries around the world with 
a diversity of local and national cultures. Having a strong set of 
corporate values that unite the organisation deeply embedded in our 
culture, is very important. 
 
   If we fail to behave in accordance with the high standards that we set 
ourselves there is a risk that we will not deliver on our commitment to 
our colleagues, customers and other stakeholders and may fail to comply 
with legislation and international standards. 
 
   Risk mitigation 
 
   The Group has a strong set of corporate values which are embedded in a 
range of employment practices including recruitment, induction training, 
Group policies and performance contracts. They are communicated to 
employees through posters, intranet, values events, training programmes 
and other methods across our different markets. Our corporate values are 
detailed on page 3. In everything we do, no matter how challenging the 
circumstances, we require our people to live these values and to be 
prepared to Speak Out if others disregard them. Ethics steering 
committees at a Group level and in each region oversee the 
whistleblowing investigation process and provide guidance to countries 
on ethical matters. In the UK & Ireland we focused on building awareness 
of the importance of our corporate values and whistleblowing, 
particularly in prisons and other secure care environments. Members of 
our Group Executive Committee have undertaken a programme of visits to 
these locations to help ensure this is embedded successfully. 
 
   Mitigation priorities for 2017 
 
   To ensure widespread understanding and awareness of our revised 
corporate values, we have recently launched a new communications toolkit 
and identified a global network of values ambassadors who are 
responsible for communicating the values across all businesses. In 
addition, we are embedding the values in our processes for selecting, 
hiring, on-boarding, training and development of colleagues around the 
world. We are launching a scheme to recognise colleagues who are living 
the values and will share best practice case studies across the Group. 
This includes a new video for induction training which makes the values 
relevant to our day to day activities, a revised competency framework 
for managers so that expected behaviours and assessment of their 
performance is aligned to the new values, as well as on-line management 
training. Every opportunity will be taken to promote Speak Out in these 
materials so colleagues can report any concerns with behaviour that 
appears contrary to our values. 
 
   PEOPLE 
 
   Risk description 
 
   In a global and diverse security business such as ours, employing over 
585,000 people across around 100 countries, there are risks associated 
with recruiting, supervising, motivating and training employees on such 
a large scale, as well as rewarding appropriately and retaining critical 
talent to ensure effective succession in management roles. Screening is 
also a particular challenge in some territories which lack supporting 
infrastructure from the relevant authorities. While our controls are 
robust we still face the risk of a rogue employee not complying with our 
values. 
 
   Risk mitigation 
 
   The Group has mandatory human resources controls which all countries are 
required to comply with. These HR core standards were reviewed and 
re-launched during the year with appropriate training and support and 
are assessed through a control self-assessment process within our GRC 
tool. This provides visibility of compliance and monitoring of action 
plans to mitigate any non-compliance. In those territories where local 
circumstances make it impossible to comply fully with the screening and 
vetting elements, we identify alternative measures, approved by Group 
human resources, to mitigate the risk as much as possible. 
 
   We review in detail the performance and potential of approximately 3,000 
managers across the Group to help identify development needs and build 
succession plans. We also run a regional leadership programme to nurture 
talented individuals early in their careers and develop them into more 
senior roles as they move through the organisation. 
 

   We monitor staff turnover monthly to ensure that our employee engagement 
initiatives are achieving desired results of improved employee loyalty 
and retention. During the year voluntary staff turnover reduced by 7.1%, 
for more details see page 15. 
 
   Mitigation priorities for 2017 
 
   We will undertake our fifth global employee engagement survey. The 
questions will be aligned to the revised corporate values to help 
businesses identify whether our employees believe the company is living 
up to them. The results will guide further enhancements to policies and 
incentive mechanisms to improve productivity, customer satisfaction, 
personal development and engagement. Self-assessments against the HR 
core standards are completed annually so progress in closing any gaps 
identified in the 2016 assessments and any new ones will be followed up. 
 
   MAJOR CONTRACTS 
 
   Risk description 
 
   The Group has a number of long-term, complex, high-value contracts with 
multinational, government or other strategic customers. For such 
contracts there are risks to accepting onerous contractual terms; poor 
mobilisation of contracts; not transitioning effectively from 
mobilisation to on-going contract management; not delivering contractual 
requirements; inaccurate billing for complex contracts; ineffective 
contract change management; and not managing sub-contractors 
appropriately. 
 
   Risk mitigation 
 
   We have strict thresholds for the approval of major bids involving both 
detailed legal review and senior management oversight. These are 
embedded into our SalesForce opportunity management tool. For our most 
significant contracts in the UK, we perform 360deg reviews of all 
aspects of contract management and performance. We also perform a 
quarterly financial review of the top 25 and low margin contracts in 
each region. For our large multinational customers we have account 
managers who oversee performance of these contracts across relevant 
countries and have regular updates with these customers to ensure we 
deliver to contract terms. We believe the improvements made to controls 
in this area over the last three years have significantly reduced the 
risk of entering into new contracts which will become materially 
onerous. 
 
   Mitigation priorities for 2017 
 
   We will continue to enhance the review and approval process to mitigate 
further the risk of poor contracts and ensure lessons learned from 
underperforming contracts and those we have turned around lead to better 
performance and the identified issues are part of future approvals for 
all contracts. 
 
   LAWS AND REGULATIONS 
 
   Risk description 
 
   G4S operates in many jurisdictions globally, with complex and diverse 
regulatory frameworks. An additional complexity arises from the 
extraterritorial reach of some of the legislation to which the Group is 
subject. 
 
   Risks include increasing litigation and class actions; bribery and 
corruption; obtaining operating licences; complying with local tax 
regulations; changes to employment legislation; complying with human 
rights legislation; and new or changed restrictions on foreign 
ownership. Risk also arises from new or changing regulations which 
require modification of our processes and staff training. These can lead 
to higher costs from claims and litigation; inability to operate in 
certain jurisdictions, either through direct ownership or joint 
ventures; loss of management control; damage to our reputation; and loss 
of customer confidence. 
 
   Risk mitigation 
 
   Our policies and procedures clearly set out the requirement for all 
local management to comply with local laws and regulations. Group and 
regional leadership together with our Ethics Committees at Group and 
regional level provide oversight and support compliance with these 
policies and procedures to mitigate the risks. Group legal and regional 
leadership closely monitor changes in foreign ownership laws and make 
appropriate plans to respond. G4S continues to liaise with relevant 
governments and authorities to influence positively the regulatory 
environments in which we work. 
 
   Mitigation priorities for 2017 
 
   We will continue through Group and regional leadership to monitor for 
changes in laws and regulations and ensure that compliance with them is 
maintained in all countries. In addition we will continue to liaise 
constructively with governments and relevant authorities. 
 
   GEOPOLITICAL 
 
   Risk description 
 
   We operate in many countries across the world, with wide-ranging 
government and political systems, different cultures and varying degrees 
of rule of law and compliance with human rights within conflict and 
post-conflict zones. The risk factors include political volatility, 
revolution, terrorism, military intervention and insurgency. The 
geopolitical risks we face impact us in many ways: the health and safety 
of our staff and customers; the continued operation of our businesses; 
and the ability to secure our assets and recover our profits. 
 
   Risk mitigation 
 
   We have developed a global process for assessing geopolitical risks of 
different countries which determines the types of customers we will 
serve and the types of service we will provide. We also have a great 
deal of experience of operating in a wide range of difficult 
territories. We collaborate with our local partners; conduct early risk 
assessments before and during security assignments; have robust 
operating procedures; and work closely with our local and global 
customers in managing the risks of operating in such environments 
including compliance with human rights. Our G4S Risk Management business 
has particular expertise in providing secure solutions in very high risk, 
low infrastructure environments. 
 
   Mitigation priorities for 2017 
 
   We will continue to assess and monitor geopolitical risks, including 
exposure to potential human rights abuses, across the high risk 
countries in which we operate. 
 
   INFORMATION SECURITY 
 
   Risk description 
 
   The customers, staff, suppliers and partners of G4S which entrust their 
sensitive and confidential business information into our care rightly 
expect that we will take all reasonable steps to protect it. We are at 
risk of cyber and physical attack by criminal organisations and 
individual hackers which could result in censure and fines by national 
governments; loss of confidence in the G4S brand and specific loss of 
trust by customers, especially those in government and financial 
sectors. 
 
   Additionally, we face the risk of disruption to service delivery from 
system failures, incomplete backup routines, inadequate business 
continuity plans and disaster recovery. 
 
   Risk mitigation 
 
   We have "defence-in-depth" technologies (i.e. multiple layers of 
defence) in key systems to protect business information entrusted to us. 
We have mandatory policies and best practice guidance for application by 
operating businesses across the Group. Our Minimum Information Security 
Controls are continually refined and updated in line with our assessment 
of threats. Compliance with the controls is measured through 
self-assessment and independently audited by group internal audit. 
 
   In 2016, G4S migrated successfully all its businesses to one unified 
office productivity suite, Google Cloud, covering around 65,000 
employees. This further improves our control and security of email and 
corporate documents. 
 
   Mitigation priorities for 2017 
 
   Group IT will refine policies into standards and will continue to 
provide direct technical and hardware solutions to improve performance 
of IT systems, backup routines and resilience across the world. We will 
deploy appropriate IT security controls to ensure that we have the right 
levels of monitoring, reporting and protection of our business 
information. 
 
   CASH LOSSES 
 
   Risk description 
 
   There are risks in our cash business from external attacks, internal 
theft and poor cash reconciliation as we transport and safeguard high 
value cash and valuables including international shipments. 
 
   We provide a wide range of cash management services including cash 
processing, sorting of notes for ATMs, holding funds on behalf of 
customers, secure storage, and a range of ATM services. Loss of cash or 
valuables could lead to loss of profit, increased cost of insurance and 
health and safety considerations for our staff and the public. 
 
   Risk mitigation 
 
   We have clearly defined standards for reconciliation and operational 
cash controls and have developed an e-learning 'academy' for cash 
reconciliation and controls to facilitate quick deployment and continued 
effective operation of these controls across our cash businesses. Group 
and regional teams monitor compliance with the reconciliation and 
control standards and support our cash businesses to improve them. 
 
   We also have clearly defined standards for physical cash security for 
our employees, vehicles and processing centres. The Group cash security 
function is responsible for monitoring compliance with these; for 
monitoring attacks and other cash losses; and for communicating lessons 
learned. Innovative security defence products are in use, cash box 
tracking, vehicle protection foam and protective boxes. 
 
   Mitigation priorities for 2017 
 
   We will continue to drive improvement in cash reconciliation and 
physical cash security across our cash businesses through both Group and 
regional teams. 
 
   GROWTH STRATEGY 
 
   Risk description 
 
   Our growth strategy is to leverage our expertise to drive innovation in 
our core service lines to improve service for our customers and so 
increase the value of long-term customer relationships. 
 
   There are risks that we will fail to create higher value solutions that 
differentiate us from local commoditised competitors; that we fail to 
deliver our core services effectively and consistently; that we lose 
contracts or growth opportunities through price competition and market 

changes; that we fail to enter target markets successfully; that we 
become over-reliant on large customers; and that government legislation 
changes could impact on our growth potential or force exit from markets 
and territories. 
 
   Risk mitigation 
 
   We have best practice service delivery guidelines for both secure 
solutions and cash service lines and are developing a global information 
system supporting the end to end order to cash process in our secure 
solutions service lines, including finance, human resources and 
operational delivery. 
 
   Our development of new service offerings, particularly in electronic 
security and cash solutions, is focused on those centres of excellence 
where we have the strongest capability. 
 
   We leverage our global network to offer integrated solutions 
internationally. In particular, our global accounts programme supports 
and promotes our multinational accounts and focuses selling our more 
specialist services such as investigations and secure logistics. 
 
   Our 'outbound' programme works with Chinese and North American 
multinational customers to provide services to them on a global scale. 
We are able to mitigate local reduction in growth opportunities through 
the diversity of industries and markets we serve and by leveraging our 
portfolio of products to offer alternative cost efficient solutions. 
 
   We also have a consistent approach across all countries to assess 
customer satisfaction and ensure we deliver our service commitments, key 
performance indicators and thus improve retention of customers. 
 
   Mitigation priorities for 2017 
 
   We will continue to invest in our business development capabilities in 
both people and systems. The results of understanding our customers' 
levels of satisfaction in how we deliver our services will be used to 
improve further customer satisfaction and guide how we deliver 
integrated solutions to existing and potential customers across all 
businesses. 
 
   The global information system is planned to be piloted in our UK & 
Ireland businesses, and then rolled out globally over a number of years. 
Further enhancements will be made to our business resilience mechanisms 
to enhance business continuity and thus mitigate the risk of 
interruption of service to customers. 
 
   Related party transactions (note 40 to the consolidated financial 
statements) 
 
 
 
   Transactions and balances with joint ventures 
 
   Transactions between the Company and its subsidiaries have been 
eliminated on consolidation and are not disclosed in this note. Details 
of transactions between the Group and other related parties are 
disclosed below. All transactions with related parties are entered into 
in the normal course of business. 
 
   Transactions with joint ventures included revenue recorded of GBP49m 
(2015: GBP48m). Amounts due from related parties include GBP8m (2015: 
GBP5m) from joint ventures. There are no amounts due to joint ventures 
(2015: GBPnil). 
 
   No expense (2015: GBPnil) has been recognised in the year for bad and 
doubtful debts in respect of amounts owed by related parties. 
 
   The Group has a legal interest in a number of joint ventures and joint 
arrangements, where the economic interest was divested by the Global 
Solutions Group prior to its acquisition by G4S plc in 2008. 
Transactions with these entities during the year comprised: 
 
 
 
 
                                               2016        2015 
                                             Services/   Services/ 
                                             sales to    sales to 
                                               GBPm        GBPm 
White Horse Education Partnership Limited            3           2 
Integrated Accommodation Services plc               54          49 
Fazakerley Prison Services Limited                  34          34 
Onley Prison Services Limited                       16          15 
ECD Cookham Wood Limited                             -           3 
ECD Onley Limited                                    -          11 
UK Court Services (Manchester) Limited               2           2 
East London Lift Company Limited                     1           1 
Total                                              110         117 
 
 
   The Group had outstanding balances of GBP12m due from these entities as 
at 31 December 2016 (2015: GBP10m). 
 
 
 
   Transactions with post-employment benefit schemes 
 
   Details of transactions with the Group's post-employment benefit schemes 
are provided in note 32. Unpaid contributions owed to schemes amounted 
to GBP0.5m at 31 December 2016 (2015: GBP0.4m). 
 
 
 
   Transactions with other related parties 
 
   In the normal course of the Group's business the Group provides services 
to and receives services from certain non-controlling interests on an 
arm's length basis. 
 
 
 
   Remuneration of key management personnel 
 
   The Group's key management personnel are deemed to be the non-executive 
directors and those individuals, including the executive directors, 
whose remuneration is determined by the Remuneration Committee. Their 
remuneration is set out below. Further information about the 
remuneration of individual directors included within key management 
personnel is provided in the audited part of the Directors' Remuneration 
Report on pages 78 to 98. 
 
 
 
 
                                  2016        2015 
                                   GBP         GBP 
Short-term employee benefits   11,463,651  11,637,540 
Post-employment benefits           74,390     134,201 
Other long-term benefits           28,728      63,938 
Termination benefits              305,159           - 
Share-based payment             6,417,657   4,922,935 
Total                          18,289,585  16,758,614 
 
 
   Statement of directors' responsibilities: 
 
   The following responsibility statement is repeated here solely for the 
purpose of complying with Disclosure and Transparency Rule 6.3.5.  This 
statement relates to and is extracted from page 102 of the Company's 
2016 Integrated Report and Accounts.  Responsibility is for the full 
2016 Integrated Report and Accounts, not the extracted information 
presented in this announcement and the preliminary final results 
announcement. 
 
   "The directors are responsible for preparing the annual report and the 
Group and parent company financial statements in accordance with 
applicable law and regulations. 
 
   Company law requires the directors to prepare group and parent company 
financial statements for each financial year. Under that law they are 
required to prepare the group financial statements in accordance with 
IFRSs as adopted by the EU and applicable law and have elected to 
prepare the parent company financial statements in accordance with UK 
Accounting Standards. 
 
   Under company law the directors must not approve the financial 
statements unless they are satisfied that they give a true and fair view 
of the state of affairs of the Group and parent company and of their 
profit or loss for that period. In preparing each of the group and 
parent company financial statements, the directors are required to: 
 
 
   -- select suitable accounting policies and then apply them consistently; 
 
   -- make judgments and estimates that are reasonable and prudent; 
 
   -- for the group financial statements, state whether they have been prepared 
      in accordance with IFRSs as adopted by the EU; 
 
   -- for the parent company financial statements, state whether applicable UK 
      Accounting Standards have been followed, subject to any material 
      departures disclosed and explained in  the parent company financial 
      statements; and 
 
   -- prepare the financial statements on the going concern basis unless it is 
      inappropriate to presume that the Group and the parent company will 
      continue in business. 
 
 
   The directors are responsible for keeping adequate accounting records 
that are sufficient to show and explain the parent company's 
transactions and disclose with reasonable accuracy at any time the 
financial position of the parent company and enable them to ensure that 
its financial statements comply with the Companies Act 2006. They have 
general responsibility for taking such steps as are reasonably open to 
them to safeguard the assets of the Group and to prevent and detect 
fraud and other irregularities. 
 
   Under applicable law and regulations, the directors are also responsible 
for preparing a strategic report, Directors' report, Directors' 
remuneration report and Corporate governance statement that comply with 
that law and those regulations. The directors are responsible for the 
maintenance and integrity of the corporate and financial information 
included on the Company's website. Legislation in the UK governing the 
preparation and dissemination of financial statements may differ from 
legislation in other jurisdictions. 
 
   Directors' responsibility statement 
 
   Each of the directors, the names of whom are set out on pages 58 and 59 
of this annual report, confirm that, to the best of his or her 
knowledge: 
 
 
   -- the financial statements in this annual report have been prepared in 
      accordance with the applicable accounting standards and give a true and 
      fair view of the assets, liabilities, financial position and results of 
      the Company and the Group; and 
 
   -- the management report required by DTR4.1.8R (contained in the strategic 
      report and the Directors' report) includes a fair review of the 
      development and performance of the business and the position of the 
      Company and the Group taken as a whole, together with a description of 
      the principal risks and uncertainties they face. 
 
 
   The strategic report from the inside front cover to page 55 includes 
information on the Group structure, the performance of the business and 
the principal risks and uncertainties it faces. The financial statements 
on pages 110 to 185 include information on the Group and the Company's 

financial results, financial outlook, cash flow and net debt and balance 
sheet positions. Notes 22, 26, 27, 30 and 31 to the consolidated 
financial statements include information on the Group's investments, 
cash and cash equivalents, borrowings, derivatives, financial risk 
management objectives, hedging policies and exposure to interest, 
foreign exchange, credit, liquidity and market risks. 
 
   Pages 110 to 176 contain information on the performance of the Group, 
its financial position, cash flows, net debt position and borrowing 
facilities. Further information, including financial risk management 
policies, exposures to market and credit risk and hedging activities, is 
given in note 31 to the financial statements. 
 
   After making enquiries, the directors have a reasonable expectation that 
the Group has adequate resources to continue in operational existence 
for the foreseeable future. For this reason the directors consider it 
appropriate to adopt the going concern basis in preparing the financial 
statements. 
 
   Directors are also required to provide a broader assessment of viability 
over a longer period, which can be found on page 55 of the annual report 
and accounts. 
 
   The directors consider that the annual report and accounts, taken as a 
whole, is fair, balanced and understandable and provides the information 
necessary for shareholders to assess the Company's performance, business 
model and strategy. 
 
   The statement of directors' responsibilities and the strategic report 
are approved by a duly authorised committee of the board of directors on 
28 March 2017 and signed on its behalf by Tim Weller, chief financial 
officer." 
 
   Celine Barroche 
 
   Company Secretary 
 
   G4S plc 
 
   LEI 549300L3KWKK8X35QR12 
 
   Notes to Editors: 
 
   G4S is the leading global, integrated security company, specialising in 
the provision of security services and solutions to customers.  Our 
mission is to create material, sustainable value for our customers and 
shareholders by being the supply partner of choice in all of our 
markets. 
 
   G4S is quoted on the London Stock Exchange and has a secondary stock 
exchange listing in Copenhagen.  G4S is active in around 95 countries 
and has over 585,000 employees.  For more information on G4S, visit 
www.g4s.com. 
 
   This announcement is distributed by Nasdaq Corporate Solutions on behalf 
of Nasdaq Corporate Solutions clients. 
 
   The issuer of this announcement warrants that they are solely 
responsible for the content, accuracy and originality of the information 
contained therein. 
 
   Source: G4S plc UK DK via Globenewswire 
 
 
  http://www.g4s.com/ 
 

(END) Dow Jones Newswires

April 13, 2017 04:01 ET (08:01 GMT)

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