W ell-e s tablished Management and Financial Model Securit as promotes mana g ement based on local responsibilit y in close pro ximit y to cus tomer s and emplo y ees. The compan y’ s mana g ement model, kno wn as the T oolbo x, assis ts line mana g er s in all areas of their daily oper ations and ensures that Securit as ’ v alues, w ork methods, mana g ement philosoph y and cus tomer per spectiv e are shared throug hout the or ganization. Securit as ’ T oolbo x mana g ement model has a methodical s tructure comprisin g se v er al w ell- defned areas or “ tools ” that pro vide guidance for the compan y’ s mana g er s. Each area of the model describes ho w Securit as ’ mana g er s are to conduct themselv es in v arious aspects and s t a g es of the compan y’ s oper ations. The model also describes the approach w e are e xpected to t ak e with re gar d to the mark et , our cus tomer s and emplo y ees. The T oolbo x ofer s pr actical support for mana g - er s b y actin g as a guide at all le v els and is main- t ained throug h continuous tr ainin g and discussion forums. A k e y function of the T oolbo x is to con v e y our corpor ate culture and create a shared platform, which is primarily symboliz ed b y a focus on Securi- t as ’ v alues: Inte grit y , V ig ilance and Helpfulness. Decentr aliz ed or ganization and responsibilit y promote entrepreneur ship Securit as has a decentr aliz ed or ganizational model that focuses on appro ximately 1 800 br anch man - a g er s who run the compan y’ s daily oper ations. The compan y’ s cus tomer oferin g impro v es when deci - sions are made in close pro ximit y to cus tomer s and the emplo y ees who per form the ser vices. Our cus - tomer s are entitled to be demandin g, and to w ork with independent and s tron g local mana g er s with the rig ht e xpertise . The br anch ofces are run b y qualifed mana g er s with consider able freedom to de v elop and conduct oper ations. Each br anch has its o wn s t atement of income , for which the y are fully responsible . Incentiv e progr ams are used to further encour a g e per sonal dedication to the oper - atin g and fnancial per formance of the compan y . Securit as ’ e xtensiv e decentr alization promotes a hig h de gree of per sonal entrepreneur ship . Ho w e v er , freedom also ent ails responsibilit y . All Securit as emplo y ees are e xpected to assume responsibilit y for their cus tomer s and oper ations and our shared v alues. R esponsibilit y is alw a ys about “here and no w , ” and not “ there and then. ” R esponsibilit y is clarifed throug h the measurement and sys tematic e v aluation of results. As part of our decentr aliz ed mana g ement , w e are required to set and follo w up on s trict fnancial t ar g ets b y continuously measurin g and monitorin g the Group ’ s per formance . Financial control is not simply about implementin g controls, it also func- tions as an incentiv e for those emplo y ees who are in a position to per sonally infuence Securit as ’ fnancial results. A fnancial model that is easy to under s t and T o ensure that the compan y is able to implement its s tr ate g ies, and to guide Securit as ’ emplo y ees and or ganization in their eforts to achie v e their objectiv es, the Group has es t ablished a fnancial fr amew ork that continuously measures the Group ’ s per formance , from the br anch ofces throug h to Group le v el. This fnancial model mak es it possible to moni - tor a number of simple and clear k e y fgures that can be under s tood b y all mana g er s. The model helps mana g er s under s t and the connection bet w een risks and opportunities, and ho w v arious factor s impact their areas of responsibilit y . The model also helps us under s t and ho w w e can moni- tor and control these factor s, and see the direct link 48 Securit as Annual R eport 2012 G o v ernance and mana g ement M ana g ement and fnancial control