SECURITAS AB Annual Report 2011

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4 CEO statement ...if we develop our core business and improve our ability to generate added value for our customers.” Basic guarding Securitas Annual Report 2011 Specialized guarding We tailor our services to specific industry and customer needs. Security solutions We add a multitude Guarding solutions of services such We add technology as risk analysis and solutions to investigations, optimize and factors that in further improve our combination with specialized technology and guarding concept. specialized guarding provide a high value combined service. “Managing the machine” Our approach is based on the concept of “managing the machine” – that is, managing our resources in the most efficient manner, according to the Securitas Model. As a result of total employee turnover, we hire approximately one hundred thousand security officers annually, which requires extremely efficient operational control. In 2011, employee turnover was 44 percent in the USA and 28 percent in Europe. “Managing the machine” also entails delivering professional and high-quality services to our customers through a flat organizational structure based on efficient branch offices. Working closely with our customers and having motivated employees is also important, as is the ability to manage sick leave rates and overtime through sound planning and strong routines and maintaining tight cost and financial control. In short, the Securitas Model. However, price increases must be on par with wage cost increases. In 2011, this was not achieved in a few countries in Europe and, consequently, we suffered lower margins in Security Services Europe. In the Security Services North America, Mobile and Monitoring and Security Services Ibero-America business segments, margins were stable compared with the preceding year. In 2011, the Group achieved an operating result of MSEK 3 385 (5.3 percent) compared with MSEK 3 724 (6.1 percent) in 2010, corresponding to a negative real change of –3 percent. From basic guarding to security solutions In addition to “managing the machine,” we will only improve our operating margins if we also develop our core business and improve our ability to generate added value for our customers. This goal is being achieved in several ways: · Today, more than one-third of our branch offices are organized by customer segment, allowing us to utilize our size and specialize in specific segments. As a result, we can provide customers with expertise, experience, knowledge and ideas for how they can improve their security solutions in a cost-efficient manner. · We invest in technology and security system design resources in order to strengthen our ability to propose optimal solutions, comprising physical security, technology, patrols, alarm monitoring and consulting and investigation services. We actively seek out acquisitions of security technology companies and a few such acquisitions were completed in 2011. We attempted to accelerate this process in 2011 by making a public bid for Niscayah (former Securitas Systems), but were not successful due to a higher bid by another company. Instead, we are now building our expertise organically, primarily to support and enhance our existing customer portfolio, and adding new areas of competence and customer bases by conducting acquisitions in key markets. · Our state-of-the-art client web portals provide customers with all required security-related information online and provide such additional features as alerts and access to data, which are important for assessing security needs. · Through acquisitions, we are strengthening our competence in highly specialized consulting and investigation services, enabling us to advise our customers on complex security issues or crisis situations. · In 2011, we implemented an internal business model known as the Diamond Box, which provides systematic guidance on how to perform a professional operational analysis of a customer’s security needs and then transform those conclu-
The key to success lies in “ working closely with our customers and utilizing our knowledge and innovative skills to develop efficient solutions. ” sions into competitive security solutions. Substantial efforts are being made in security training to support the Diamond Box capabilities, as well as increased efforts in sales and marketing. · Our internal web, My Securitas, has now been expanded to 13 000 users in all of our markets, giving us access to a comprehensive network with wikis and communities where experience, innovations and solutions can be found and exchanged, thus allowing users to identify and share knowledge in a way that improves our customer offering. The key to our success lies in working closely with our customers, utilizing our innovative skills and devoting our efforts to identifying and suggesting solutions that can improve security in a cost-efficient manner for our customers. Large corporations sometimes tend to focus inwards as they find themselves more interesting than meeting with customers. We work actively to prevent this from happening at Securitas, and by working closely with our customers and developing solutions together, we will show that we are different from other security providers and that all of our more than 300 000 employees make a difference. Stockholm, March 16, 2012 Alf Göransson President and CEO Securitas AB CEO statement Securitas Annual Report 2011 5
Page 1 and 2: Annual Report 2011
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Volume-related factors The first tw
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Aimé Lyagre b. 1959 Chief Operatin
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Securitas AB P.O. Box 12307 SE-102
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SECURITAS AB Annual Report 2011

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