Across industries, organizations face growing expectations to track emissions, improve environmental performance, and report results transparently. For companies operating globally, sustainability now intersects with regulatory compliance, operational efficiency, and long-term business resilience.
At Securitas USA, sustainability is built on three pillars: develop people, demonstrate integrity, and decarbonize the business. Each pillar requires more than commitments on paper. It requires measurable programs, reliable reporting, and consistent action across the organization.
Sustainability Manager Leif Skogberg works at the intersection of strategy and implementation. His role connects global sustainability requirements with the operational realities of running a large security organization across North America.
"The difference between simply box-checking for compliance and meaningful sustainability implementation is whether sustainability is truly incorporated into the core business model, operating objectives, and overall business strategy,” Leif says.
When sustainability becomes part of a business strategy, it influences how organizations make decisions, invest in operations, and measure success.
“The best way for sustainability programs to be prioritized, promoted, and encouraged at all levels within a company is with executive leadership and commitments on sustainability, both for economic, social, and environmental benefits.”
Sustainability as risk management
Environmental responsibility often gets framed as a reputation issue. In practice, it can connect just as strongly to risk management.
Organizations face a wide range of environmental and operational pressures. Severe weather, resource availability, energy supply volatility, and expanding climate disclosure regulations.
“In our increasingly complex world, there are many layers of risk for businesses to manage. Everything from physical risks like simple EHS (Environmental Health and Safety) programs, as well as electrical or gasoline energy supplies, climate or weather extremes, floods, earthquakes, or wildfires.”
Companies that track and manage these risks early can operate more efficiently and avoid costly disruptions. Data collection and emissions tracking help leadership understand where energy is consumed, where costs accumulate, and where improvements can be made.
Regulatory compliance adds another dimension. Climate reporting rules already exist in Europe and California, and additional jurisdictions may follow. Organizations that already collect reliable data and monitor emissions are better prepared when new requirements emerge.
Our three sustainability pillars help guide how these risks are addressed. Programs tied to developing people, demonstrating integrity, and decarbonizing business link environmental performance, workplace culture, and governance into a single operational approach.
“We want to be able to show all our stakeholders and clients that we can run an efficient and resilient business operation, helping deliver quality service and managing risk well.”
What decarbonizing looks like
The term “decarbonization” can often suggest heavy industry or manufacturing. For Securitas, the work happens across many smaller operational decisions.
“Decarbonizing business means moving away from fossil fuels and toward clean energy sources. That includes solar, wind, hydro, and other renewable options.”
Fleet vehicles are one example. Hybrid and electric vehicles help reduce fuel consumption and emissions associated with daily patrol operations. Over time, those improvements can add up across a national fleet. Energy consumption in office facilities is another area of focus. Many corporate buildings are leased, which means energy choices can depend partly on landlord agreements. Even within those constraints, companies can pursue renewable energy purchasing programs or work with building owners to increase energy transparency.
Supply chains can also play a role. Vendor operations, product manufacturing, and employee commuting contribute to indirect emissions. Addressing those areas requires collaboration with suppliers and service providers who track their own environmental performance.
When companies across a supply chain measure emissions consistently, each partner can gain a clearer view of its environmental footprint. Skogberg also sees opportunity in renewable energy systems tied to security infrastructure.
“My hope is that we can move toward a solar-powered security ecosystem. Solar paired with battery storage can provide reliable power and help reduce operating costs while supporting emissions reduction.”
Where sustainability and efficiency meet
Environmental initiatives sometimes get viewed as an added expense. In practice, many sustainability projects start with operational efficiency. Fleet telematics is one example. Sensors and vehicle cameras help track driving behavior, fuel usage, and maintenance patterns.
“By implementing Telematics in our fleet of vehicles, we will see more efficiency and cost savings on fuel, maintenance, and potential litigation from collisions,” Skogberg says.
Those insights can lead to safer driving practices, lower fuel consumption, and better fleet management. The same data also supports sustainability reporting by documenting reductions in emissions.
Energy generation can offer similar opportunities. Solar installations at company facilities can lower electricity costs and help reduce emissions, while also reducing reliance on dirty traditional power sources. In some cases, organizations can install solar panels directly. Others can purchase solar energy through long-term power purchase agreements, community solar subscriptions, green energy tariffs, or through independent third-party energy suppliers.
Solar energy now ranks among the most cost-effective electricity sources available. When combined with battery storage, it can also provide resilience during grid disruptions or energy price spikes.
Designing resilient systems
Leif’s career began in environmental horticulture science and sustainable landscape design, where he worked closely with land managers and natural ecological systems. That experience continues to help shape how he approaches sustainability programs. He has spent the last 20 years, as a sustainability consultant, guiding property owners, municipalities and business on a variety of environmental topics.
He sees sustainability as a whole systems design challenge: “When you look at a business as an integrated system, you start identifying potential failure points, supply constraints, and operational inefficiencies,” he says.
Looking at operations as an interconnected system helps identify vulnerabilities and inefficiencies early. “The goal is to design a resilient low-risk system that helps address any potential failure points, threats, or challenges while helping reduce costs and vulnerabilities through tighter supply lines, zero emissions, closed-loop systems, and adding redundancies.”
Sustainability programs also encourage organizations to take responsibility for the broader impacts of their operations.
“Throughout history, businesses could pollute or degrade natural or social resources, like air, water, labor, forests, biodiversity, and soil, and not necessarily pay for it.” Environmental regulation and sustainability programs can help correct that imbalance.
Supporting people and culture
Environmental initiatives often receive the most attention, but the Develop People pillar focuses on culture, engagement, and workplace well-being.
“Social sustainability initiatives help us track, measure, and adjust our company culture, employee engagement, and leadership priorities,” Skogberg says.
Metrics related to workplace safety, career growth, and pay transparency help leadership identify areas for improvement.
“Tracking injuries, employee growth scores, and various pay gaps help us create a more comfortable and safe working environment.” Those insights also support stronger communication and leadership development across the organization.
Strengthening relationships with clients
Sustainability expectations increasingly influence how organizations evaluate vendors and service providers.
“It strengthens trust and builds partnership and engagement with companies that are committed to sustainability targets,” Skogberg says.
Clients operating under their own reporting requirements often track emissions associated with their vendors.
“Our sustainability initiatives support a higher level of transparency, efficiency, and lower operating costs while supporting clients to reduce their scope 3 emissions from our services.”
Making sustainability part of everyday operations
Organizations early in their sustainability journey often ask where to begin. Skogberg believes leadership commitment is the most important starting point.
“Establish top-down leadership support by incorporating sustainability into company strategy and guiding principles, preferably with specific goals, targets, and KPI’s.”
Education and internal advocacy also help build momentum.
“Every organization needs a green champion.” Over time, incremental operational improvements can start to add up. When sustainability becomes part of everyday operations, Skogberg says the long-term impact becomes clear.
“When sustainability can be fully embedded into business culture and operations, we will have an efficient, high-performance, nature-positive, regenerative, and resilient business that helps deliver quality security services while providing meaningful employment.”
