G4S PLC G4s Plc Uk Dk : Annual Financial Report

 
TIDMGFS 
 
 
   10 April 2018 
 
   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 2017 made on 8 March 2018, G4S plc, the global, 
integrated security solutions provider, announces that it has published 
its 2017 Integrated Report and Accounts for the same period. 
 
   The Company confirms that the following documents have been posted or 
otherwise made available to shareholders: 
 
 
   -- 2017 Integrated Report and Accounts 
 
   -- Notice of the Company's Annual General Meeting ("AGM") dated 3 April 2018 
 
   -- associated form of proxy 
 
 
   The AGM will be held on Tuesday, 15 May 2018 at 2.00 pm in The Orchard 
Suite at the Holiday Inn, Gibson Road, Sutton, Surrey, SM1 2RF, UK. 
 
   The 2017 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. These documents are 
also available on the Company's website: www.g4s.com/en/Investors. 
 
   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 2017 Integrated 
Report and Accounts for the year ended 31 December 2017, 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 2017 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 2017 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 62 to 65 of the 2017 Integrated Report and 
Accounts. 
 
   HEALTH AND SAFETY (H&S) 
 
   Risk 
 
   The provision of security services to protect valuable assets, often in 
hostile or dangerous circumstances, presents health and safety 
challenges. In addition to the significant impact on individuals, a 
serious breach of health and safety could disrupt the Group's business, 
have a negative impact on our reputation and lead to financial and 
regulatory costs. In 2017, 25 (2016: 47) employees lost their lives in 
work-related incidents, of which eight (2016: 20) were as a result of 
armed attacks and 11 (2016: 17) were road-traffic incidents as the 
year-on-year improvement in road safety continued. There were three 
(2016: 9) non-natural deaths of people in our custody. 
 
   Risk mitigation 
 
   We are committed to protecting the health, safety and well-being of our 
staff, people in our care or custody and third parties. The Group's 
mandatory H&S standards target the critical safety risks in the Group 
including road and firearm safety and are supplemented by training for 
front-line staff through to business leaders. During 2017 the annual 
self-assessment by countries of compliance with our standards was 
supported by site reviews from local, regional and Group H&S managers 
and was included in the scope of country internal audit visits. 
Reporting was enhanced to include high potential incidents which are 
investigated thoroughly. Controls are reviewed in light of lessons 
learned from serious incidents. 
 
   We reviewed the appropriateness of our 'Golden Rules' which reflect 
critical safety risks and are mandatory for all G4S businesses, and 
failure to adhere to them is linked to our disciplinary procedures. Good 
practice and progress in delivering H&S improvements are recognised and 
rewarded, while poor practice and insufficient progress lead to close 
executive scrutiny, and can impact performance-related pay for business 
leaders if appropriate. 
 
   Mitigation priorities for 2018 
 
   We will continue to refine our standards, policies and controls where we 
see an opportunity to reduce H&S risks further. The compliance with 
these group requirements will again be self assessed during 2018 and 
reviewed by H&S and internal audit teams. A revised H&S training 
programme for our front-line employees is under development which 
supplements existing training provided by businesses on key H&S risks. 
Safety improvement plans are required for all businesses. Business 
leaders take responsibility for leading safety performance and putting 
H&S at the forefront of their day-to-day activities. 
 
   CULTURE AND VALUES 
 
   Risk 
 
   G4S provides security for people, premises and valuable assets. The Care 
& Justice services business provides services to detainees, victims of 
crime, people needing assistance, and other members of the public. We 
operate in many different countries with a diversity of local and 
national cultures. Having an appropriate set of values strongly embedded 
as our corporate culture is very important to ensure staff meet our high 
expectations including compliance with our ethical business conduct 
standards. Failure to do so risks not delivering on our commitment to 
our colleagues, customers and other stakeholders and may fail to comply 
with legislation and international standards. 
 
   Risk mitigation 
 
   We have a set of values, detailed on page 17, which are continually 
reinforced to all employees through a variety of key processes including 
recruitment, induction training, and recognition schemes as well as 
communications materials. Nominated values ambassadors in businesses are 
helping to cascade values-related communications. HR and learning and 
development leaders have assisted in the production of materials for 
increasing awareness and understanding of our values. In everything we 
do, no matter how challenging the circumstances, we require our people 
to behave in line with our values and to be prepared to use our 
whistleblowing facility, Speak Out, if they become aware that others are 
not doing so. Ethics steering committees at a Group level and in each 
region oversee the whistleblowing investigation process and provide 
constructive guidance to countries on ethical matters. We continue to 
focus on building awareness of the importance of our corporate values 
and whistleblowing, particularly in places where we work with people who 
may be more vulnerable and have less opportunity to raise concerns 
themselves. In 2017, our whistleblowing hotline and case-management 
system received a total of 300 reports from our employees (2016: 402). 
Matters of a serious nature were investigated at a senior and 
independent level, with 59 investigations completed during 2017 (2016: 
55). 
 
   Mitigation priorities for 2018 
 
   For our front-line employees, we will extend the values-based training 
materials already developed to reflect common experiences or particular 
challenges which come to light from whistleblowing cases, internal 
grievances or feedback from the global employee-engagement survey 
conducted in 2017. 
 
   For managers, the newly-revised competency framework has helped guide 
the development of on-line training, which is due to be launched in 
2018. The training uses realistic scenarios in which participants are 
required to make value-based decisions from a range of options in order 
to achieve the right outcomes. The training will be mandatory, and 
cascaded to all managers to complete before the end of 2018. 
 
   Our reward and recognition schemes will continue to be aligned to the 
values, to ensure they are promoted in everything we do. A new 
group-wide scheme will supplement local efforts and enable us to 
showcase the types of behaviour which exemplify the values and reflect 
the great work that our employees do. 
 
   PEOPLE 
 
   Risk 
 
   In a global and diverse security business such as ours, there are risks 
associated with recruiting, training, engaging, rewarding and managing 
people, as well as ensuring we retain critical talent to deliver 
increasingly sophisticated services through our 570,000 employees. 
Screening and vetting is a particular challenge in some territories 
which lack supporting infrastructure from the relevant authorities. Any 
incident where our people fail to meet expectations of customers and 
other stakeholders could lead to financial and reputational damage to 
the Group's business. Whilst our controls are robust we still face the 
risk of an employee not behaving in line with our values. 
 
   Risk mitigation 
 
   The Group's mandatory human resource standards cover core requirements 
for delivering the HR strategy, such as ensuring there are effective 
organisational structures in place, that employees are screened, 
inducted and trained to perform their jobs, and that there are 
appropriate mechanisms in place for managing on-going performance and 
recognising great performance. During 2017 the annual self-assessment by 
countries of compliance with our standards was supported by site reviews 
from local and regional teams, and included in the scope of country 
internal audit visits. 
 
   We review in detail the performance and potential of managers across the 
Group to help identify development needs and build succession plans. We 
also deliver regional leadership programmes to nurture talented 
individuals early in their careers, and help develop them into more 
senior roles as they move through the organisation. Staff turnover is a 

key indicator to us of employee satisfaction, and reducing it improves 
service excellence and reduces recruitment costs. During the year staff 
turnover reduced from 27.6% in 2016 to 25.3% in 2017 (see page 17). 
 
   Mitigation priorities for 2018 
 
   We will use the information from our fifth global employee survey to 
help develop initiatives to enhance standards further and ways in which 
to ensure the standards are embedded. Compliance with our Core HR 
Standards will again be self-assessed during 2018 and reviewed by local, 
regional and group teams as well as tested by internal audit. Direct 
support will be provided as necessary to enhance compliance with our 
standards. 
 
   MAJOR CONTRACTS 
 
   Risk 
 
   The Group operates a number of long-term, complex, high-value contracts 
with multinational companies, governments or strategic partners. Key 
risks include; 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 
 
   During 2017 we updated our strict thresholds for the approval of major 
bids, involving detailed legal review and senior management oversight. 
For a selection of 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, account managers oversee 
performance of these contracts across relevant countries and have 
regular updates with customers to ensure we deliver against contractual 
terms. 
 
   Mitigation priorities for 2018 
 
   While great improvements have been made in reducing the risk of taking 
on onerous contracts, as the impact can be significant, we will continue 
to enhance the quality of the analysis used in the bidding process and 
ensure that lessons are learned from underperforming contracts. We will 
also embed into the SalesForce opportunity management tool our updated 
approval requirements to make compliance and monitoring effective. 
 
   LAWS AND REGULATIONS 
 
   Risk 
 
   G4S operates under many complex and diverse regulatory frameworks, some 
of which have extraterritorial reach and many where regulations change 
regularly. Risks include: new or changed restrictions on foreign 
ownership; difficulties obtaining all relevant licences to operate; 
complying with employment legislation covering a wide range of 
requirements; complying with often complex and broad ranging local tax 
regulations; increasing litigation and class actions; bribery and 
corruption and complying with human rights legislation. Failure to meet 
the required standards can lead to higher costs from claims and 
litigation; inability to operate in certain jurisdictions, through 
either 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 local 
management teams to comply with all relevant laws and regulations. Group 
and regional leadership, together with our Ethics Committees at Group 
and regional level provide oversight and support our businesses 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 2018 
 
   We will continue to focus on seeking full compliance with laws and 
regulations across all jurisdictions we operate in and ensure that 
concerns are addressed appropriately by local management with support 
and guidance from Group and regional leaders. 
 
   GROWTH STRATEGY 
 
   Risk 
 
   Our focus is on investing in the development and marketing of innovative 
and integrated products and services and improving business efficiency 
to strengthen service excellence and support improved margins over time. 
There are risks with adopting such a strategy: that we 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 our business transformation initiatives do not deliver as 
expected. 
 
   Risk mitigation 
 
   We continue to focus on delivering excellent service through the 
best-practice service delivery guidelines in place for both Secure 
Solutions and Cash Solutions service lines. Our newly developed 
information systems supporting the end-to-end order-to-cash process in 
our Secure Solutions service line, including finance, human resources 
and operational delivery, was launched in Ireland in 2017. We use our 
centres of excellence to develop innovative solutions for customers, 
particularly in electronic security and CASH360 in Cash Solutions. We 
leverage our global network to offer integrated solutions 
internationally and our global accounts programme supports and promotes 
our multinational accounts initiatives. Our consistent focus on 
delivering excellent service to customers has led to an increase in our 
Net Promoter Scores. 
 
   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. All 
our product development initiatives and business transformation projects 
are closely monitored by Group and regional teams, with appropriate 
challenge and approval to maximise the opportunity and minimise the 
risks. 
 
   Mitigation priorities for 2018 
 
   In 2018, we will focus our investments in innovative product development 
and in transforming the efficiency of our business and the capabilities 
of our people and systems. Customer satisfaction reviews will guide how 
we deliver integrated solutions to existing and potential customers 
across all businesses. This would include: proprietary security systems, 
video and intelligent camera systems, video management systems, global 
security intelligence systems and software tools including 
incident-management systems such as RISK360 in our Secure Solutions 
business. For Cash Solutions, development would include: retail 
solutions, CASH360, Deposita cash-recycling systems and solutions for 
our smaller retailers. Our new information systems for the Secure 
Solutions service line will be implemented in the UK in 2018, with plans 
to expand into other countries once proven to deliver as expected. 
Focused business transformation projects will also be implemented to 
drive further efficiency and improve margins. Oversight, challenge and 
approval of detailed business cases for all such initiatives will be 
enforced by Group and regional teams. 
 
   GEOPOLITICAL 
 
   Risk 
 
   We operate in many countries across the world, with wide-ranging 
government and political structures, different cultures with varying 
degrees of compliance with laws and human rights, particularly within 
conflict and post-conflict zones. The risk factors include: political 
volatility, including the outcome of elections and referendums affecting 
trade rules and regulations and changes in policies towards business, 
revolution, terrorism, military intervention, mistreatment of migrant 
workers and employees working for our suppliers. These risks 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 collaborate with our local partners; conduct early risk assessments 
before and during security assignments; develop robust operating 
procedures; and work closely with our local and global customers in 
managing the risks of operating in such environments. We have clear 
standards on human rights which all businesses must comply with. Those 
based in high-risk countries self assess their compliance with these 
standards annually, with this assessment reviewed by Group and checked 
by internal audit. We have a mandatory supplier code of conduct which 
includes anti-bribery and modern slavery requirements. Our G4S Risk 
Management business has particular expertise in providing secure 
solutions in very high risk, low infrastructure environments. 
 
   Mitigation priorities for 2018 
 
   In markets where potential government policy or trade agreements may 
have a significant impact on our ability to trade we will continue to 
engage with national and international governments to promote the 
benefits that G4S brings to a market and an economy, to ensure that we 
minimise the impact of any trade restrictions or trade policy. We will 
increase the number of countries that complete human rights control 
self-assessments and carry out human rights risk assessments in all key 
business areas. We will also work to build awareness of human rights 
responsibilities across the business and our partners and increase 
engagement with suppliers to ensure they are also complying with human 
rights. 
 
   INFORMATION SECURITY 
 
   Risk 
 
   Increased regulations and sanctions relating to the potential failure to 
secure sensitive and confidential data, which we are entrusted with by 
customers, staff, suppliers and other stakeholders, have increased our 
risks in this area. Like all organisations, we face cyber attacks from a 
variety of sources which, if successful, 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 and disaster recovery plans. 
 
   Risk mitigation 
 
   We have "defence-in-depth" technologies (i.e. multiple layers of 
defence) in key systems to protect business information entrusted to us. 
During 2017 we brought our IT function under direct management of the 
Group team, to enhance the way our systems are supported and run. This 
will ensure policies and best practice are applied consistently across 
all operating businesses. In late 2017 we commenced a programme of 
investment in Cyber defence tools, to improve the levels of compliance 
for managing these risks across the many systems and infrastructures 
that exist globally. We are also introducing additional standards and 
guidance to ensure compliance with General Data Protection Regulation 
(GDPR) across the UK and Europe. 
 
   Mitigation priorities for 2018 
 
   We will continue to strengthen the effective performance of our IT 
processes through the centrally-managed IT structure, and complete the 
implementation of our new Cyber Tools programme to increase the security 
of our IT systems and infrastructure, including managed cyber security 
products, centralised infrastructure management tools and cyber 
vulnerability assessments. 
 
   CASH LOSSES 
 
   Risk 
 
   We provide a wide range of cash-management services, including cash 
processing, fit-sorting of notes for recycling, holding funds on behalf 
of customers, secure storage, a range of ATM services, as well as 
transporting high values of cash and valuables including international 
shipments and fully-outsourced cash-management solutions such as 
CASH360. Our cash business is at risk of external attacks, internal 
theft, poor cash reconciliations and weak management supervision, which 
could lead to loss of profit, increased cost of insurance and health and 
safety considerations for our staff and the public. 
 
   Risk mitigation 
 
   During 2017 we refined the standards for Reconciliation and Operational 
Cash Controls and continued through an 'e-learning academy' and direct 
support, to ensure wide-spread awareness and effective performance of 
these controls. Self assessments against these standards are performed 
twice a year by each branch and head office and compliance is supported 
and monitored by regional teams and through internal audit. We also have 
clearly-defined standards for physical cash security for our employees, 
vehicles and processing centres. The Group and regional cash security 
teams are responsible for monitoring compliance with these through 
self-assessments performed by branches and visits to country; for 
monitoring attacks and other cash losses; and for communicating lessons 
learned. Innovative security-defence products such as cash-box tracking, 
vehicle protection foam and protective boxes are used in a number of 
businesses. 
 
   Mitigation priorities for 2018 
 
   Our new Global Cash Solutions division will give additional focus to 
drive improvement in the effective performance of physical security and 
cash reconciliations throughout our cash businesses, to reduce both the 
number and value of losses. 
 
   Related party transactions (note 40 to the consolidated financial 
statements, page 185) 
 
 
 
   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 GBP56m 
(2016: GBP49m) and purchases recorded of GBP6m (2016: GBPnil).  Amounts 
due from related parties include GBP5m (2016: GBP8m) from joint 
ventures. Amounts due to related parties include GBP2m (2016: GBPnil) to 
joint ventures. 
 
   No expense (2016: GBPnil) has been recognised in the year for impairment 
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 
 
 
 
 
                                               2017        2016 
                                             Services/   Services/ 
                                             sales to    sales to 
                                               GBPm        GBPm 
White Horse Education Partnership Limited            3           3 
Integrated Accommodation Services plc               46          54 
Fazakerley Prison Services Limited                  39          34 
Onley Prison Services Limited                       17          16 
UK Court Services (Manchester) Limited               2           2 
East London Lift Company Limited                     1           1 
Total                                              108         110 
 
 
   The Group had outstanding balances of GBP11m due from these entities as 
at 31 December 2017 (2016: GBP12m). 
 
 
 
   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 GBP0.3m at 31 December 2017 (31 December 2016: GBP0.5m). 
 
 
 
   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 93 to 115. 
 
 
 
 
                                  2017        2016 
                                   GBP         GBP 
Short-term employee benefits   11,112,484  11,463,651 
Post-employment benefits          121,781      74,390 
Other long-term benefits           27,833      28,728 
Termination benefits                    -     305,159 
Share-based payment             7,349,358   6,417,657 
Total                          18,611,456  18,289,585 
 
 
   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 119 of the Company's 
2017 Integrated Report and Accounts.  Responsibility is for the full 
2017 Integrated Report and Accounts, not the extracted information 
presented in this announcement and in the preliminary final results 
announcement. 
 
   "Statement of directors' responsibilities in respect of the annual 
report and the financial statements 
 
   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 68 and 69 
of this Integrated Report and Accounts, confirm that, to the best of his 
or her knowledge: 
 
 
   -- the financial statements in this Integrated Report and Accounts 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 65 includes 
information on the Group structure, the performance of the business and 
the principal risks and uncertainties it faces. The financial statements 
on pages 132 to 210 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 132 to 201 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 92 of the Integrated 
Report and Accounts. 
 
   The directors consider that the Integrated 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 and position, 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 
8 March 2018 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 90 countries 
and has around 570,000 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/ 
 

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April 10, 2018 02:00 ET (06:00 GMT)

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