Bad Security Jobs Weaken Economy, Put Public at Risk:

A Survey of Securitas Officers in the United States

A survey of 382 officers employed by Swedish multinational security firm Securitas in six U.S. cities paints an
unfavorable portrait of the company’s business practices, which appear to prioritize corporate profit over public
safety and further weaken local economies.

The survey, conducted by the Service Employees International Union between August and November, reveals
that Securitas officers in Cincinnati, Indianapolis, Denver, Portland, Sacramento and suburban Boston are
underpaid, un(der)insured, and undertrained. Since April some 3,200 Securitas officers throughout North
America have been trying to form a union with SEIU in order to bring good jobs and improved safety to their
communities.

Here are the key facts revealed by the survey:

Despite Billions in Revenues, Most Securitas Officers Report No Recent Raises

In 2009, Securitas officers worldwide generated $8.2 billion in revenue and $494 million in profits for the
Sweden-based multinational. Some 38% of this revenue comes from security personnel in the United States,
where officers are often paid poverty wages that weaken local economies. While Securitas’ profits are rising,
83% of officers surveyed report that they have not received a raise in the last year. Consider:

• Securitas officers in Sacramento are paid as little as $9.70 per hour.

• Securitas officers in Portland, Oregon are paid as little as $9.00 per hour.
• Securitas officers in Cincinnati are paid as little as $8.00 per hour.

Securitas Officers Do Not Have the Healthcare They Need

A majority (54%) of Securitas officers decline the company’s health insurance.

Some 75% of officers reported that they declined the Securitas’ health plan because it was too expensive. Three
out of four officers reported that Securitas’ plan was not affordable, forcing officers who could not afford
Securitas’ health plan to rely on emergency rooms and government programs for healthcare. More troubling,
many officers reported going without healthcare all together.
Amongst those workers who report purchasing Securitas’ health plan, many complain that the expensive plan
covers far too little, leaving officers exposed to crushing medical costs for routine medical conditions, such as
diabetes or emergency care. In fact, a majority (53%) of officers report that while working for Securitas, they
have made the decision not to visit the doctor for fear of the high cost.

An overwhelming 99% of Securitas officers report that Securitas does not offer them ANY paid sick days,
which means that officers have a choice between losing pay or coming to work sick—where they risk getting
sicker, performing at below-normal standards, or infecting coworkers, building tenants, and customers.

With Little Training, Officers Struggle to Provide the Security that the Public Deserves
Before beginning their assignment, Securitas officers in Sweden undergo a minimum of 34 days of rigorous
basic training. However, in the U.S., nearly half (47%) of Securitas officers report that they have one day or less
training before they start the job. Around 10% report that they have no training whatsoever before starting the
job. Just 42% of Securitas officers report they have CPR certification and just 44% report they have had fire
drill training--both of which should be the absolute minimum training for security officers, who are often the
first responders to medical emergencies. And after starting their jobs, two-thirds of officers report that they do
not receive regular training on the job.
Securitas’ High Turnover is a Problem

A majority (50.7%) of Securitas officers said that turnover at their building was a problem. This is no surprise
since the poor training and low wages reported by Securitas’ officers leaves officers with little incentive to stay.
Turnover’s impact on public safety is obvious since workers with short job tenures have little opportunity or
incentive to secure the training and experience necessary to keep the public safe.

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