Upstream The Newsletter of Incentive FM Group

Spring April 2019

Inside This Issue Our Growth Strategy Group Contract Wins Charity Shoot Consultancy Update Fit Out News Our Conference Health & Safety

Welcome to the April has Landed... 2019 edition of our newsletter, Upstream. We hope you enjoy We are delighted to confirm that following an ini- genuine partnership approach with the Landsec reading about what has tial three year term, Incentive Facilities teams. been happening in and Management has been successful in renewing its Robert Goodman, Senior General Manager around our business in largest contracts, the extremely prestigious at Bluewater, said: “Incentive FM has thoroughly the last 6 months. Bluewater Total Facilities Management contract impressed us with its ability to consistently deliver for a further five years. an exceptional level of service throughout our Further good news was confirmed with the relationship. Their commitment, expertise and award of another substantial contract from Land ability to adapt to meet our needs, providing a Securities, this time a five-year Total Facilities value driven service, combined with their dedica- Management contract for the Landsec designer tion to staff welfare, made them the perfect com- outlet portfolio of shopping centres. pany to continue to deliver services at We are extremely proud of these two record Bluewater.” breaking achievements for our group which will Bruce McDonnell, Managing Director at be delivering the full range of TFM services across Incentive FM, said: “Having provided dedicated the portfolio. services at Bluewater for the last 3 years, we com- Since the start of the strategic partnership pletely understand the infrastructure in place and with Bluewater, Incentive FM has consistently what is required to provide a range of world-class adapted its services to fulfil the needs of the cen- services that deliver the perfect guest experience. tre. This has included providing innovative solu- We are extremely proud of our achievements at tions, continuous improvement and added value Bluewater and we look forward to continuing to by engaging with, and supporting, the develop- develop this relationship for many successful ment of the skill set of the 300-strong facilities years to come.” staff team that works on site. We contend that The addition of these locations takes us to Bluewater is the largest single site genuine TFM almost 3.5m sq. ft of retail space with Landsec. contract in the private sector within the UK. The Incentive FM now delivers services across 13m sq. existing Bluewater team working for Incentive ft of retail space across its wider portfolio, includ- FM will now be joined by a further 244 team ing three of the top 20 schemes in the UK with a members across the outlet portfolio which con- staggering annual footfall of well over 300 mil- sists of; Gunwharf Quays in , Clarks lion visitors per year. Village in Street, Hatfield Galleria, Freeport Braintree and J32 at Castleford. The strategy is to deliver incredible experi- ences for the guests across the portfolio with a real focus on staff engagement coupled with a fm group limited ‘Our Growth Strategy’ What have we done, what have we By Jeremy Waud and Martin Reed

We find it useful to reflect on raise money from our bank for this acquisi- tion and Steve Wright became our first new the past within our business shareholder as we struck a cash, deferred as a means of informing the consideration and equity deal with him. Much water has passed under the bridge future – in other words, what since then, and after an unspectacular start, did we do well, what could and in the past three years under the stew- have gone better and what ardship of Jamie Wright (Steve’s son), the business is flourishing and now has annual are we going to do differently sales of over £20m. This we can now con- going forwards? sider to be a good acquisition – but how have the others faired? Naturally the directors and shareholders of Incentive FM Group are very proud of our Security achievements over the last seventeen years Our next big buy was Lynx Security In 2012, in building our £125m turnover business a company with sales at the time of nearly and assembling a combined team of over £12m and a strong footprint in the central 3,000 people. In fairness it has been any- London manned guarding business. Our thing but plain sailing and of course we bankers were slightly nervous about the have made mistakes and taken wrong turns exposure to one major account across mul- along the journey – nothing surprising in tiple high-profile buildings. We believed that we hear you say. and were assured by the sellers of the busi- As is well documented, our journey ness that each contract was on a stand- begun in 2002 as a facilities management alone basis and that this isn’t a real issue. new start up business with seven staff and History has dictated that too much business no clients; all very exciting but also quite wor- with one client is unhealthy and so it proved rying as we had little funding at the time. The to be with that client. They had a limited early years were referenced by gradual and supplier list who were bidding for each entrepreneurial growth with some very inter- other’s work and each time they retendered esting clients who bought into our vision, a building it was won at lower and lower can do attitude and our service ethos. margins. The merry go round of tendering was enough to make you dizzy. Many years Jeremy Waud, Group Chairman Office Cleaning later and with a very different management By 2009 we were ready to make our first team under the leadership of Stephen ness to Savills, who have subsequently acquisition, that of Quality Assured Services Waud, we are rebuilding a business that become an important client to us. So, (QAS), a £6m sales contract cleaning busi- had been dwindling and our client base grounds for optimism but lessons learnt on ness that was focussed on London and the looks somewhat different. Our significant this journey which has yet to reach its set south east of England. We were not able to major client has sold its management busi- objectives after six years.

Business Milestones First £2m+ Account (EMAP) Covent Garden Awarded (£3.2m) Awarded Landsec Outlets (£9.0m) Key accounts won (£ Revenues) Awarded & Police (£2.5m) Awarded Cribbs & Arndale (£7.5m) Acquisitions made (£ Revenues) Dollar Finance Awarded (£7.5m) Bluewater Awarded (£13m)

First Operational Account (NBS) First £1m+ Account (Pall) Equiniti Awarded (£4.3m)

2002 2004 2006 2008 2010 2012 2014 2016 2018 2020

Incentive FM Formed Dec 2001 Incentive FM Group Formed Acquired Lynx (£11.7m) Acquired QAS (£5.6m) Acquired Comserve (£3m) Acquired SWC (£0.6m) Acquired ACE (£6m) Incentive FM Group – Timeline Acquired ARL (£2.4m) £100m Run Rate Acquired WES (£10m)

Page 2 learnt and what are we doing now?

Incentive FM Group – Brand Architecture

Mechanical & Electrical Services (M&E) balanced and controlled operating platform This is an area we have long been involved and disciplines. Under the combined brand with through our facilities management of Incentive Tec and the leadership of Chris contracts and we considered it to be a logi- Windass, we have high hopes for this busi- cal bolt on to our service range for our ness across the UK. clients. Our M&A advisors were tasked with finding appropriate niche players in this Is the Jigsaw Complete? market for us to acquire and thus offer this Yes! (for now). The overall structure of the range of technical services around the group offering is where we want it for now country to our varied client base. First on and the short-term objective is to deliver our list was Comserve in 2015, a our services and projects in ways that can Hertfordshire based business with a nice be discerned as better, smarter and differ- culture and operating in the London area ent. In terms of shareholder value and mainly in mechanical maintenance with achieving appropriate returns, we need to Martin Reed, Chief Executive associated project works and repairs. This achieve the rather tricky challenge of get- deal was followed a year later with Ace ting all our businesses to fire at once – it Window Cleaning Environmental Engineering in Derby – an sounds easy enough but in fairness it’s not. Our Window Cleaning additions to the Air Conditioning design, installation and portfolio came in the form of Specialist maintenance company. Lessons Learnt Window Cleaning Ltd (SWC) in 2015 fol- The final M&E piece to our jigsaw came Effective corporate acquisitions, we have lowed by the nationwide retail window in the form of Western Electrical Services, a learnt, are more of an artform than a sci- cleaning business of ARL a year later. SWC project and electrical maintenance business ence… if you have your time again you was a known entity as a current supplier to based in Weston-Super-Mare near Bristol would probably handle each one differently, Incentive FM and the addition to our group that we acquired in 2017. even acknowledging that each party enters of Gareth and Chris Thomas has been a The complexities of these three techni- the deal with a positive attitude and the really good one. cal businesses, paired with alien cultures, right intentions in mind. Sadly, a mixture of The ARL acquisition is one that was far three different leadership teams and three previous owners, customers, the bank and more traumatic, as this business had been different accounts systems was one of the the markets they operate in have a habit of run on a rather shambolic basis and obtain- greatest challenges that we have yet experi- making the exercise more complicated and ing facts and figures in the early days was enced. Overall trading has not yet hit antici- challenging than perhaps it should be! somewhat like trying to nail a jelly to the pated levels and the incoming executive Given another run at this one, I think wall! The two directors who joined us with teams before have struggled to adapt to we would shorten the brand and systems the business did not last long and after a the Incentive FM Group culture and pace of integration time and be more inclined to very poor first year of trading, the business work. buy a business with limited deferred consid- was integrated under the SWC banner and M&E businesses are very cash hungry eration. This would enable us to effect all signs since have been promising in terms and even the maintenance-oriented ones changes more quickly and onboard the of staff capability, customer satisfaction and are very project based, thus leading to the teams to the Incentive culture immediately. most significantly profitability. challenges of spikes in demand for labour On a positive note, we have a proven and working capital. The team has gone track record of turning businesses from through much change in its short life within average, to good, to great, but it just tends the group but now shows a much more to take longer than you plan or would like!

Page 3 New Group Contract Wins

We will continue to handle the facilities management for all NBS locations, constituting over 68 buildings located in Nottinghamshire, Leicestershire, Derbyshire, Cambridgeshire, Hertfordshire, Lincolnshire, Northamptonshire, Norfolk, Staffordshire and South Yorkshire.

Jamie Wright, Incentive QAS Managing Director Welcoming new staff and clients to our ever-expanding portfolio just seems to never stop for us at Incentive QAS. Since the last issue of this newsletter we have added some 10 contracts, with over 150 members of staff equating to circa £2.5m of annual revenue. Shopping Centre The diversity of the new business con- Managing Agents Montagu Evans, have tinues to grow too – with a portfolio of awarded us a new three-year contract, shopping centres; our first ever high-end extending our provision to provide a TFM retail store client; a blue-chip insurance solution in Aylesbury for an additional 3 company and a national office portfolio all years. adding to our range of clients. The new New Business Update business wins also include a returning client Innovations Group Bruce McDonnell, Managing Director and one of the most exciting new building This 3-year contract renewal covers all the projects in the City. sites in the UK portfolio. An Energetic start to 2019 Below are details of a couple of the Following on from numerous early 2018 new contracts we have mobilised in the last Land Securities - Bluewater wins with British Land, Royal Shakespeare 9 months: Theatre and an extended portfolio at After 3.5 years of service delivery to Bluewater, we have been re awarded a Addleshaw Goddard, Incentive FM con- 100 Bishopsgate with Brookfield hugely prestigious new 5-year contract tinued the year with further new business Property Partners which will see us build upon the great wins and organic extensions and Following a thorough tender process work the account management team and renewals including: Incentive QAS was awarded the cleaning site-based staff have delivered. and associated services contract for the Shrewsbury Shopping Centres brand new, prestigious 100 Bishopsgate Land Securities – Outlet Portfolio We have been awarded this prime and 15 St Helens Place development with Following a competitive tender we have 500,000 square ft bundle of shopping Brookfield Properties. been awarded a 5-year contract to deliver centres in the heart of Shrewsbury town 100 Bishopsgate and 15 St Helens TFM services to the Outlet portfolio. This centre. A 40-strong team will deliver TFM Place will be one of the largest multi let covers the designer centre in Gunwharf services to these 3 schemes that attract properties in the City, with almost 1million Quays Portsmouth, Clarke Village Street, over 7 million visitors a year. Sq. Ft of lettable space and a vast commu- The Galleria Hatfield, Junction 32 nal area on the ground floor and basement Castleford and Braintree Village. It also Agfa levels, which will require cleaning to the means that we will be welcoming a fur- We have been re awarded a 5-year con- very highest specification. Our newly ther 244 staff into the Incentive family. tract, building on the excellent work deliv- employed Housekeeping Manager, Bianca ered to date for Agfa Graphics, a leading Minciu, will oversee a large team of full- The Nottingham supplier of digital printing solutions for a time housekeeping staff employed to be Nottingham Building Society (NBS) has wide range of printing applications. The dedicated to the communal areas of the renewed its contract with us for a further deal, worth in excess of £3.4 million, properties and the external areas. 3-year term which includes the remit to reflects the strong partnership between the With an anticipated Practical include its recently expanded network. two businesses who have worked collabo- Completion date of May 2019, we are The deal is worth in excess of £4 million ratively together since 2010, delivering currently in full mobilisation mode and and builds on a 16-year partnership that strong levels of cost control and continuous looking forward to embarking on this has consistently delivered high standards improvement in service levels. exciting journey with our new client. and improved efficiencies.

Page 4 to the hard work of our team and our abil- ity to provide a high-quality service on a national scale. We are confident that our specialist expertise will enable us to con- tinue to deliver services at the standard they expect.” SWC awarded a further two-year contract extension with Pizza Express Iconic Landmark in Birmingham Four years into the relationship, we are We have expanded our portfolio in the pleased to have been awarded a two-year Midlands having won our first major contract extension with Pizza Express. This Commercial contract to provide a range of is the third time that the contract has been services at The Cube, an iconic landmark extended. Under the terms of the agree- which is widely considered to be one of ment, we will continue to provide weekly the most compelling additions to window cleaning at 438 of the company’s Birmingham’s ever-changing skyline. We restaurants across the country. will provide window cleaning for the 25- Since SWC started working with the storey structure utilising abseiling tech- company in 2014, it has focused on ensur- niques and external building maintenance ing that the restaurants within the contract units to ensure the beauty of the building’s are maintained to a high standard whilst iconic jewel-like exterior. also keeping disruption to the minimum. This includes reacting quickly to any issues and delivering an efficient weekly service. tec fire & security systems Incentive Tec lands Bristol students deal Incentive Tec have been appointed on a new development of student accommoda- tion in Dean Street, Bristol. We will be working closely with the main contractor, construction business WRW, on the 12- month project. The multi-million pound development will include 225 bedroom spaces arranged in self-contained cluster flats, together with Guy Croot at Pizza Express, said: ground floor units comprising a cafe, “SWC has impressed us with their profes- office, and gym, as well as ancillary facilities sional, proficient and quality service over including communal study space, cycle the past four years. It is extremely impor- parking and a shared garden. tant to us that our restaurants look clean Incentive Tec will be responsible for the and presentable at all times. We look for- design and installation of all the mechani- ward to continuing to develop our relation- cal and electrical aspects of the accommo- Link Asset Services ship with SWC.” dation, including CCTV, door access, fire Leading financial institution, Link Asset Chris Thomas, Commercial Director at alarms, smoke vents, sprinklers and air con- Services, has awarded a 3-year contract to SWC, said: ditioning. The remit also includes all plumb- Incentive QAS to provide a range of serv- “This contract extension is testament ing and heating requirements. ices across its UK estate. The contract, worth in excess of £1 million, follows a The Cube, Birmingham competitive tender which focussed on the need for strong, responsive management and a personal service. The contract will be led by Incentive QAS in collaboration with Incentive Tec, who will together provide a bespoke solu- tion which includes responsibility for all mechanical and engineering aspects and cleaning of the estate. Other services include security monitoring, washroom services, pest control, window cleaning and consumable supplies. Dedicated cleaning teams will be assigned at each of the six UK sites and both planned and reactive maintenance delivered through the national mobile engi- neering team. Around 40 cleaning person- nel transferred under TUPE and will be managed by a single dedicated account manager, Javier Rivera.

Page 5 Update Incentive Lynx Security By Stephen Waud, Managing Director

The last six months has been Leadenhall Building (known a busy time for us at Incentive informally as The Cheesegrater) Lynx with the restructured management team settling down, the sales pipeline filling up and a number of new contract commencements.

Sales On 1st January 2019 we started a brand new contract at The Cube building in Birmingham. This landmark property is the first for Incentive Lynx in the region, with our client Incentive Schemes sion is to make the guest remember the Edgerley Simpson Howe. New for 2019, we are launching two first interaction with the concierge and Other contract wins incentive schemes designed to improve reminisce later. As a team we make our include: Plantation Place gross profit margins across the business guest/visitor/tenant feel special and offer in the City of London and generate new sales. One rewards site them experiences which they cannot with Knight Frank, leads who manage their sites effectively arrange themselves. We aim at providing where we commenced a and the other is for all Incentive Lynx staff luxury concierge service with a personal 3 year contract in July; who generate sales leads. touch not with a facility of the premises but Link Asset Management I look forward to giving further updates purely based on our skills. in Beckenham; Carnival in the next edition. As Smithson Plaza concierge team, we Cruises in Southampton work closely with other site services to cre- and the Sovereign Astute Guest experience – ate an environment of excellence and cus- Centre in Bournemouth. Smithson Plaza tomised the needs to individual’s require- Sales activity has increased markedly Working with a challenging client has its ment. The Security and Front of House over the previous period although we have own perks. This motivated us to achieve Manager has implemented Lobby Hosting been frustrated with two or three bids something special as Incentive Lynx and function where the officer greets the visitor where we have come a close second. that’s exactly what happened at Smithson at the door and welcome them in the Clearly, we need to try harder but this also Plaza (previously known as Economist reception with Smithson touch. highlights the price sensitive nature of the Plaza). After the refurbishment of the We have devised a bespoke guest expe- market in which we operate. Economist Plaza, the client Director offered rience training model where we trained our Now that we have a solid and capable a challenge to recruit bespoke Concierge staff to understand, demonstrate and strive management structure in place it is new based Front of House staff to complement to create unforgettable guest experience business sales growth that will be the key their newly refurbished modern reception which client’s / visitors can take back with for our future success. Accordingly, we are for the iconic Grade 2 listed building. them. It’s all about a 360 approach, where recruiting another telemarketer in the next After understanding the client’s first impression is important, but it’s more month to work alongside Darren requirement and encompassing a massive about the whole experience of their visit to Thompson to help generate sales opportu- recruitment drive we hired customer serv- us. It’s a collective staff effort from the nities for our security business. ice staff and empowered them with beginning until the visitor leaves the prem- Security Industry knowledge to form a ises which encompasses different officers in Operations hybrid role of Security / Concierge Front of different positions. However, the mission 80% of security clients’ issues revolve House Officer. At Smithson Plaza, we not and values of providing this special experi- around the quality of security officers on only offer 5-star guest experience to our ence remains the same where we strive to site and the correct levels of staffing. With visitors/guest/tenants but always look for- provide exactly the same service in every this in mind, for our largest contracts we ward to improve our skills, by adding per- position by recognising the importance of have recently introduced site based ‘over- sonal touch to the existing service. Our mis- the task and thanking the other member of comp’ bench teams. Whilst providing the staff for the team effort. necessary staffing for planned holidays this At the end of the day, it’s our mission process also provides contingency planning which creates a positive vibe “To have staff for unplanned sickness and other absen- who love working for us, and clients who teeism as well as improving our operational love working with us” and we are performance. extending this philosophy to visitors and end users.

Page 6 Martin Reed shares his thoughts on the impact of Brexit to the industry

Within the service industry, there has, quite rightly, been a lot of discussion about the potential skills and people crisis that might be a result of any Brexit deal. In particular, there is much speculation on the impact it will have on finding recruits for the lower paid, non-skilled roles.

There is no doubt that in recent years the industry has struggled to recruit home- grown workers and has come to rely heav- ing, venting and air-conditioning systems, is this money, however. For new contracts and ily on European workers. The uncertainty considerably higher. those being negotiated now, it is vital that does not help and neither does the fact The majority of these products are man- companies seek to include clauses that offer that whatever the outcome of negotia- ufactured in Europe, often Eastern Europe, them protection from the uncertainty of tions, there will likely be tougher immigra- where production costs have traditionally Brexit and protect themselves from open- tion rules, which will make it harder for been lower. Whilst nothing is certain, it ended cost increases. firms to hire migrant labour, and make makes sense that these products will In conclusion, the facilities manage- those migrants already living in the UK con- become more expensive and possibly sub- ment industry is often a key target for cost sider whether they should continue living jectMartin to additional Reed, Chiefcustoms Executive and tariffs. reduction during times of economic uncer- in the country. So, who will bear these increased costs tainty. I think we need to brace ourselves for There is another real area for concern, of products and people? In simple terms, it more contracts being re-negotiated and however, that is getting fewer headlines depends on the terms of your contracts. At downwards pressure on pricing. This can be and that is the supply chain and its associ- Incentive FM, the vast majority of our con- seen as an opportunity, although my experi- ated rise in costs, which will inevitably tracts are ‘open book’, which basically ence is that during these times projects and impact our sector. New research from the means we charge everything at cost, plus a investment are put on hold. Whatever the Chartered Institute of Procurement and management fee. This essentially protects outcome of Brexit, I think we are in for Supply (CIPS) indicates that nearly one third us from ‘unexpected’ increases in costs and some challenging times. (32%) of UK businesses with EU suppliers the responsibility for this falls to the client. have already increased their prices as a As a result, we will need to work closely Martin Reed, Chief Executive result of the June 2016 referendum vote to with them to identify efficiencies to offset leave the EU. This is understandable as they those cost increases. have little choice if they are to protect their The real impact will be on companies profit margins and remain solvent, whilst that offer fixed cost contracts that operate consumers will ultimately decide if they over a number of years. Generally, these want to swallow the extra costs or not buy. types of agreements contain strict clauses In service sectors such as facilities man- about what, if any, increases in costs will be agement, however, I fear that it is the sup- covered. A raise in UK VAT, for example, pliers that will bear the brunt of these would be covered, but I doubt there are increases, which may end up being cata- many Brexit clauses. Of course, there are strophic in an industry known for its low some clients who will feel morally obliged margins. Whilst labour is by far the biggest to at least contribute towards this, but cost for companies in the sector, we are also equally, there will be others that won’t. responsible for the purchase of a wide With margins in some sectors on low single range of consumables, such as cleaning figures, this could be, at best, damaging. products and toilet paper, which can run Of course, it might be possible to argue into tens of thousands of pounds. For our that Brexit triggered a change in legislation mechanical and electrical maintenance serv- that could not reasonably have been pre- ice business, Incentive Tec, the cost of dicted. Companies that are affected will equipment and parts, for example for heat- probably need to look at ways to recoup

Page 7 Incentive FM Group Charity Shooting Day By Jeremy Waud

Cheque presented: Simon Millar from Scotty’s Little Soldiers and Jeremy Waud, Chairman of Incentive FM Group

Our annual charity shooting day up the charity in memory of her late hus- The event each year is open to all and took place at the EJ Churchill band, Corporal Lee Scott. for 2018 the winning team on the day, Fifteen teams (75 guns) entered the ‘Shooting Stars’, was led by Incentive shooting school in High Wycombe event, each consisting of five friends, col- FM’s Operations Director Glenn Wilson on Tuesday 4th September. We leagues or customers. supported by clearly experienced guns were delighted to have another Our fifteen teams were; Incentive FM from Ideal 365 and ACM Environmental day blessed with good weather Group ‘Wild Fire’, Incentive QAS/TEC Plc – they amassed an impressive 340 and great organisation from a ‘Cleaning UP’, SWC ‘The Specialists’, points. The highest scoring woman of the Darwin Clayton ‘Darwins Deadshots’, day went to Deborah Wilson from mixture of our own staff and the Gavin Jones ‘Archies Artillery’, Bridge Barclays, who tells us she not only loved fabulous team of instructors at EJ Recruitment ‘Bridge The Gap’, Mayflower the day but is coming back to win her Churchill. ‘Green Machine’, London & Capital with prize again in 2019! Burtt-Jones Brewer ‘London Ace’, Ideal 365 Many thanks to all the teams who We topped last year’s fund raising with an and ACM Environmental ‘Shooting Stars’, entered and the many who also generously impressive profit for the day of £11,660 CAPCO ‘Covent Garden Crack Shots’, gave us prizes for the lunchtime auction raised for our chosen charity Scotty’s Little Barclays ‘5 Bankers’, Carlton PLC ‘Take which is always entertaining. Soldiers. Cover’, BRP Group ‘PaperRound’, Michael Our 2019 Charity shooting day will Simon Millar from the charity spoke Page ‘The Michael Page Sharp Shooters’ again be at EJ Churchill in High Wycombe about how he was inspired by the experi- and Total Solutions Group ‘The Lead and it will be on Tuesday 10th September, ence of Army widow Nikki Scott, who set Dispensers’. please make a note in your diary.

Page 8 Winning Team: ‘Shooting Stars’ – Glenn Wilson, Mark Starr – (Ideal365) Steven Wyatt – (Ideal 365) Rob Brown (ACE Environmental PLC) Travis Way (ACE)

Winning Female - Deborah Wilson - Barclays

Losing team: (Cuddly Pheasant Awards!) – ‘Incentive SWC’ – ‘The Specialists’, Gareth Thomas, Luke Portelli, Noel Thomas, Mark Haydon (Pizza Express), Lee Snell

Incentive FM Group – ‘Wild Fire’

Page 9 Update Incentive Consultancy By Bill Pollard and Alicia Moult

Bill Pollard, an Incentive FM business plan and assess the potential new contracts and services. We assist impact on their real estate strategy and the transformation of the FM services Group Director, heads up the FM service delivery. from change at strategic level (mergers Consultancy business • FM Performance (benchmarking, service and demergers) or at service delivery reviews etc.): We assess the perform- level. This might involve implementing providing strategic direction ance of FM Service lines (such as clean- performance improvement plans for and executive support to the ing, concierge, security, catering, techni- example. team. He is joined by: cal services, waste, energy) at both serv- ice delivery and service management Here are some of our recent projects. level. We are able to provide accurate Civil Aviation Authority (CAA), UK Alicia Moult, Senior Managing Consultant, and commercially viable benchmark The CAA is a public corporation and the who has been in the business since information. regulator protecting all those who use any November 2017. Initially placed at Camelot • Procurement: At the heart of our con- part of the aviation sector. client site to stabilise their FM operation sultancy skill set is our expertise in using In November 2019 Incentive and lead operational change, she now industry leading tools and techniques to Consultancy won the ITT for FM works across the consultancy client portfo- procure FM services for public, govern- Consultancy Services to help CAA procure lio leading client procurement, transforma- ment, regulated and private organisa- a TFM solution across their UK portfolio tion and advisory projects as well as busi- tions. We ensure services are procured using the Crown Commercial Services ness development. in a competitive and transparent man- (CCS) brand new FM procurement frame- John Garrard, Senior Project Manager, ner to meet their budgetary parameters, work, RM3830. who heads up Incentive Workspace and strategic and operational needs. We are amongst some of the first users works closely with Consultancy assisting • Service Transition & Transformation: We of this framework, which is still evolving. with key projects. support organisations past the procure- We have developed a strong, collaborative Nick Murphy, our Energy and ment process to lead the mobilisation of relationship with not only the CAA but also Environment Manager leads the Incentive Carbon Management Division.

What do we do? We work with clients on a range of diverse FM projects including: FM strategy and operational design; service performance and benchmarking including auditing and FM Procurement; and FM service transition and transformation. We also conduct due diligence discovery activities to identify sav- ings and delivery drivers for performance improvement. • FM Strategy: Strategic advice on all aspects of FM, supporting clients at all stages of the business organisational lifecycle. We take key outputs from their

Page 10 consultancy the CCS as we learn about the framework and feedback constructive suggestions to improve the process. It is an exciting project to be working on as it now places our consultancy busi- ness in the position of being one of the few experienced users of this framework, growing our appeal as FM procurement experts.

Real Estate Management (UK) Limited (REM) Real Estate Management (UK) Limited (REM) provides property development and asset management services to real estate investors in London. The company man- ages an investment portfolio comprising 2.5 million sq ft of premium lettable space in multi-use assets, and a £400 million development pipeline. contracts for M&E, Security and drive performance improvement. REM’s assets under management Cleaning, moving to cross-portfolio • Auditing: We undertake bi-annual include Western Europe’s tallest building - open book contracts. This work has led audits of each contract, providing an The Shard, The News Building and residen- to the restructuring of teams, utilisation independent assessment of perform- tial development project – Shard Place at of new technology, cost reduction and ance and advice on how services can be Shard Quarter, Park House in North Mayfair improved delivery standards further evolved and optimised. and 48 Pall Mall in St James’s. Established in 2012, REM’s head Over the coming weeks, we will begin the Abbeyfield Southern Oaks (ASO) offices are located at The Shard, 32 London re-procurement of Concierge services, tak- ASO provides homes in a kind and caring Bridge Street, SE1 9SG. ing into account the requirement to be able environment where older people can enjoy Incentive Consultancy has been a to, in due course, add the Shard Place resi- social interaction and maintain their inde- trusted advisor to REM since early 2017 dential development. pendence. We have provided consultancy providing best in class consultancy in the • KPI Development: We have facilitated services to ASO since early 2018 for their areas of retendering, benchmarking and the development of new site-specific, new development in Ewell, that will operational cost reduction. These projects service line KPIs and rolled these out to provide 60 apartments in a vibrant, inde- include: the operational teams. These KPIs will pendent living retirement village. • Procurement: We have facilitated full help REM to manage supplier perform- redefinition and re-procurement of FM ance better, create transparency and Projects we have recently completed for them are: • Service Charge Budget: We were tasked to determine a budget for the practical facilities management operational plans and service charge budgets to help them determine costs for financing and marketing. We drew upon our experts within the M&E, FM and Consultancy businesses to build, interrogate, bench- mark, and test the figures to obtain a result the client could be confident with. • Catering Procurement: We were engaged to manage the procurement of catering services. We have just com- pleted the client/supplier contract nego- tiations appointing TnS as ASO’s cater- ing partner. We are about to start the procurement process for M&E services.

Page 11 Incentive Workspace By John Garrard, Senior Project Manager Design, space plan, fit out, project manage and deliver workspace

We have recently completed an exciting new project for Camelot, the licensed operator of The National Lottery, designed to increase floorspace at their head office buildings in Watford. This involved re-planning and refurbishing 40,000 square feet of office space in just three months.

The fixed budget included redecoration, The project was delivered on time and to accommodation at LABS House in alterations to meeting rooms, carpets, budget and really demonstrates our ability Bloomsbury. We are now in the process of power, data, air-conditioning modifica- to carefully manage complex projects whilst moving 60 people into a new space in tions and some additional furniture. In adhering to pre-agreed timescales and costs. Kingsway and refurbishing the building they addition, a new café was built with break- Camelot raises billions of pounds for the have vacated in West London. out space, AV and TV monitors. public good and we are committed to The works involve stripping out existing Decoration was to a high standard with all ensuring that they get the best value across finishes, redecoration and refurbishment of timber doors and frames French polished every element of our solutions. existing kitchen/break out spaces and to give a “new” appearance. reconfiguring existing furniture. We are also We faced a number of challenges Ascential plc repositioning floor boxes and looking to including the relocation of several hundred We have been providing logistics assistance increase the fresh air supply to the lower staff from the call centre during the project, to our client Ascential Events, supporting floors. This is very much a Group effort as which was undertaken over two weekends them through a period of change. Since we are working closely with Incentive TEC to minimise disruption. All the mechanical October 2018 we have organised a number and once the works are complete Incentive and electrical solutions were carried out by of office moves to facilitate businesses that FM will provide cleaning and maintenance our sister company Incentive Tec. have merged and moved staff into serviced services for the space.

Page 12 Update SHEQ Incentive Carbon Mental Health in Management the Workplace By Nick Murphy, Energy & Environment Manager By Rob Phipps, Head of SHEQ Incentive Carbon in annual reports which will also need to Around 1 in 4 people in the include a narrative to identify measures that Management is a division of have been undertaken to reduce energy UK will encounter a mental Incentive Consultancy consumption. Reportable energy will health problem each year, include gas, electricity and transport fuel. established to provide clients This legislation is introduced to replace sev- with 1 in 6 experiencing a with advice and support on eral other pieces of energy related legisla- mental health condition every energy and water efficiency tion in particular the Carbon Reduction week, and 1 in 8 adults in Commitment (CRC) scheme that closes this management, including year. The SECR will apply to about 12,000 England and Wales receiving legislative compliance, some of businesses (whereas the CRC only applied ongoing medical treatment to 4,000). Stock Exchange listed companies which are referred to below: have already been required to report for for a mental health problem. several years, but crucially, this now extends ESOS – Energy Savings Opportunity Scheme to many more large organisations that will – Phase 2 compliance year has arrived – be required to include this information in Deadline is December 5th! their annual directors’ report, and should Phase #1 of ESOS resulted in a mad align to their normal financial year. It is rush for organisations to meet the deadline important that high quality data on gas, Figures indicate that adults with a mental – we have been active in completing site electricity and transport fuel usage is gath- health problem are on the increase. This audits for several clients who have already ered throughout the year. Failure to comply could be due to the decline of the stigma engaged us to commence surveys for Phase will result in enforcement in line with associated with mental health, with more #2 who are well placed for early compli- Companies Act 2006 requirements. adults willing to discuss and admit con- ance. For those organisations who have yet Incentive Carbon Management can offer cerns they may have. Awareness, and the to commence, we urge you to contact us to assistance in preparing these annual reports management of mental health in the assist you. in line with the services we offer for ESOS. workplace, is high on the agenda for Our Energy Assessor, Nick Murphy, is a Incentive FM Group. registered Low Carbon Energy Assessor CCL increase In 2019, the SHEQ Department are with CIBSE listed as an ESOS Lead Assessor Also from April 2019 the Climate Change adding a new course to their training portfo- and for the production of Display Energy Levy (CCL) element of commercial utility lio – Mental Health First Aid [MHFA]. The Certificates (DECs). bills will be increasing to replace the rev- MHFA course helps others understand men- enue recovered under CRC – so the revenue tal health in more detail, including factors paid by those 4,000 organisations will now that can affect wellbeing. It also allows those be recovered directly through energy bills trained to: across the whole commercial sector – i.e. 1. Gain practical skills to spot the triggers LCEA018501 bills are going up! and signs of mental health issues; The most sustainable way to reduce 2. Have the confidence to step in, reassure Energy Audit Scheme - Ireland energy costs is to reduce energy consumption. and support a person in distress; Similar to ESOS (same source Directive), the 3. Acquire enhanced interpersonal skills, Energy Audit Scheme in Ireland applies to Contact such as non-judgemental listening; large organisations requiring energy audits For any advice on energy efficiency, energy 4. Improve their knowledge to help some- every four years, for which Nick Murphy is certificates and wider environmental issues one recover their health by guiding them also registered with the Sustainable Energy include water, waste, pollution prevention, to further support. Authority of Ireland (SEAI) as an Energy etc. please contact: The first Mental Health First Aid course to be Auditor so can complete the process for run by IFMG’s SHEQ Team, is planned for you if required. Bill Pollard, Incentive FM Group Director June in London. [email protected] New Streamlined Energy and Carbon Reporting legislation extended to 12,000 businesses From April 2019, the UK government intro- duced new legislation - The Companies (Directors’ Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018) - that will require large organisations (including most affected by ESOS) to publish their energy consumption carbon management

Page 13 Incentive Connect: Group Conference 2018 By Jessica Strawbridge

Alan, Paul, Laura and Jess shared with us the successes and opportunities for improve- ment from the year, and the headline news of the upcoming strategy for the next 12 months. The theme “connect” featured very strongly, with the team outlining several initiatives designed to strengthen and sup- port the connection of their departments out into the operating business. Martin then took to the stage as our keynote speaker, delivering a powerful pres- entation on his interpretation of the Connect theme, emphasising how critical each member of the audience was in main- taining their own network of connections, referencing the anthropologist Robin Dunbar’s 147 theory. He then expanded on the importance of Vision, Charisma, Optimism, Passion and Integrity as primary factors in inspirational leadership. As the group’s favourite speaker, Martin did not dis- appoint in delivering a fascinating, humor- ous and insightful presentation, despite a small mishap nearly falling off the stage! October 2018 saw 130 of our Avon. Our indomitable staff did not let the With the audience now comfortably weather dampen their spirits however, and key staff from across the warm and settled in, we introduced the first donned their team bobble hats (in honour ever conference Game Show, “Universally country attend our hotly of our Group Charity, Scotty’s little Soldiers) and rain macs, and took to the streets to anticipated annual Incentive solve a series of clues. Equipped with ipads FM Group conference, hosted for photographic evidence, we were enter- at the Crowne Plaza, tained with a series of hilarious stunts and shows of creativity as they progressed Stratford upon Avon. through the challenge. Once back to the hotel and sufficiently Our annual Group Conference is the most dried out and warmed up, it was time to important event of our year. It is our oppor- commence the business session, where our tunity as the leadership of the business to Chairman, Jeremy Waud and CEO, Martin share news, results, inspiration, but most Reed hosted a series of presentations and a importantly TIME! Our theme & message to game show with the Group Leadership our people for the coming year was Team. Challenged”. Two randomly selected “Incentive Connect”. First up was the Central Services team, teams, led by Bruce and Jamie, battled it out As with any fast growing organisation, comprising of Finance, HR and Group to solve a series of FM related questions our challenge will always be in ensuring we Services, who took to the stage with a James using the formats of £1m drop, remain “connected”, in mission, vision and Bond themed presentation; Who are Higher/Lower, and the classic, Charades. As values, and that the culture and spirit of Central Services? Why “M” of course! you can imagine, this was one of the most Incentive FM flows consistently throughout amusing parts of the day. the organisation. This year’s theme focussed After a short break, next to the stage on tackling this challenge, reminding all our was our inspirational guest, Nikki Scott, colleagues that we are always stronger patron and founder of our nominated together. After all, as our Group CEO Group charity, Scotty’s Little Soldiers. There reminded us, our individuals make us spe- was not a dry eye in the house as Nikki gave cial, but our connections make us strong! a very moving presentation on both her own With no thanks to ‘Storm Callum’, on a experience which prompted her to create somewhat soggy morning, our attendees the charity, and also the amazing impact assembled at the hotel ready for the morn- they have able to have on bereaved forces ing’s team activity, a treasure hunt around children. Martin in particular is a very pas- the normally gloriously sunny Stratford upon sionate supporter of the charity, and I was

Page 14 was a highly entertaining session, with an overview of the Group’s performance, and invited the MD’s back to the stage for an open question and answer session with the audience. This concluded the business session and our audience were released for refreshments and a briefing on the next team building activity, an afternoon of mystery games designed to test their team’s risk taking and promptly despatched to source tissues for task - many laughs, giggles and much furi- him halfway through the presentation! To ous concentration followed. date we are delighted to have already The evening brought us to the highlight reached £67,236.56. of the conference, our Group Awards. We then welcomed each of our four Hosted by Martin and presented by Jeremy business MDs, Stephen Waud (Incentive and the MDs, we were delighted to recog- Lynx), Chris Windass (Incentive Tec), Jamie nise employees, teams, managers and con- Wright (Incentive QAS) and Bruce tracts from across the entire organisation for McDonnell (Incentive FM) to take us through their outstanding performance and contri- each business’s performance, highlights, bution to the success of our business. We learnings and for the past year. There was a were reminded that our connections make common call to action to focus on our con- us stronger and we all play a part! It gets nections, both internal and external, and the success prediction skills! Activities included harder and harder each year to decide these importance of a strong network for support hula hooping, puzzle solving and golf put- awards as the competition is phenomenally and guidance. ting - it was for each team to decide how fierce - our congratulations go to all of those Jeremy and Martin rounded out what many to try, and who to allocate to each who were nominated.

Martin Reed, CEO

Our worthy winners from each Incentive QAS The Group Grand Prix awards were business for 2018 were as follows; Outstanding Contribution announced last, and were received by; Group Central Service Award Steven Salazar Contract of the Year Stephanie Turner, HR Advisor Incentive FM Bluewater Shopping Centre Incentive Tec – Outstanding Service Employee of the Year (Retail) Manager of the Year Nathan Parker Kevin Morris Eugene Jonas (who received the most Sam Pexton Incentive FM moving standing ovation in conference Tom Shakespeare Employee of the Year (Non-Retail) memory) Nick Hawkes Ken Minor Outstanding Contribution Incentive Lynx Employee of the Year Incentive FM The SHEQ Team Yahya Gassama Contract of the Year (Non-Retail) Our sincere congratulations to all our win- Incentive Lynx Contract of the Year Equiniti ners! Bluefin Incentive FM It was then time, in true Incentive style, Contract of the Year (Retail) Incentive Lynx to celebrate together and enjoy one of the Cribbs Causeway Outstanding Contribution few opportunities we have each year to Chris Russell Incentive FM Top Performer (Contract) mix with such a broad range of our Group Incentive QAS Employee of the Year Russel Wiseman colleagues and peers. It is always a night to Derek Boon Incentive FM Top Performer (Field) remember, and this was no exception. We Incentive QAS Contract of the Year Annie Karastoyanova are already planning 2019’s event, so Citypoint watch this space for further updates!

Page 15 Jamie Wright – Cleaning Up

By Jamie Wright, Managing Director

I suppose it is fair to say that cleaning is in my blood. When I was 10 years old my Dad set up his cleaning business in our kitchen at home and woe betide us if we didn’t answer the phone professionally saying. “Hello, Quality Assured Services, how can I help you?”

As I got older, in the school holidays I was roped in to help with telemarketing and after a short ‘rebellion’ when I worked in banking, I was back in the family firm when I was 20 learning the business from the ground up. our two largest contracts were up for re-ten- ior managers tend to be seconded to spe- All Change der. This was a worrying time as both con- cific buildings and/or locations, therefore In 2009 Dad sold the business to Incentive tracts equated to almost half our turnover operating in silos. They rarely see anyone FM Group, the UK’s leading independent and they were crucial to our business. other than their direct line manager, so we facilities management company, that was Luckily, we were able to not only retain them implemented regular get togethers, both looking to extend the range of services it both but also increase our remit substan- for training and for social events and have could self-deliver. This introduced me to a tially, which gave us both the confidence encouraged the team to share problems new corporate world and I was lucky to be and a strong foundation from which to and successes and learn from each other. able to spend time in different areas of the move forward. This has been incredibly successful and business gaining valuable insight into the We recruited a Commercial Director and completely changed the way we operate. It broader world of FM and most importantly, implemented a proper sales strategy for the also supports our approach to employee how cleaning best fitted into the equation. first time. This involved taking grown up engagement which follows that of the IFM I became Managing Director at Incentive decisions to walk away from some long- Group in embracing “freedom within a QAS in 2016 by which time I felt I had really standing contracts that just weren’t prof- framework” which is designed to earned my stripes. Anyone who knows the itable. We also stopped cold calling and empower our people. senior team at Incentive will know that I basically bidding on absolutely everything wasn’t a shoe in for the role because of my that was out there. Instead we sat down Moving Forward Dad, in fact I had to work harder to prove and worked out what we were good at This year we have a number of great my worth. Although little did I know that it which was quality service, so we took the opportunities in the pipeline with both was now that the hard work would really decision to focus on high end buildings and new and existing clients. We have set our- begin! locations, particularly in London. Our ongo- selves ambitious targets and are commit- ing partnership with managing agents and ted to meeting them. We are also aware View from the Top large prestigious properties proved to be a that traditionally cleaning has been viewed Let’s just fast forward for a moment to the good reference point. as the poor relation in the FM World – present day where our turnover has trebled We also looked at broadening the often provided just as a bolt on to the in the last three years. Has it been easy? No. range of services we offer to include spe- main event. We are determined to change Has it been fun? Absolutely. cialist cleaning and started to introduce this perception. more technology and eco products. The So how did we do it? Group also acquired two successful win- The most obvious thing, but possibly the dow cleaning companies – SWC and ARL hardest, was that we had to retain and – which were integrated giving us increase the contracts we already had. We another string to our bow. did lose a couple as unfortunately we oper- Of course, as with every business, get- ate in a very price sensitive market and often ting the right people on board was impor- clients think that the grass is greener else- tant but getting them to work as a team where. In 2016, just after I took over as MD, was more important. In our sector the sen-

Page 16 Charity

Before After

I am pleased to report that minimal injuries Incentive Charity Incentive QAS & were incurred, although I think a few achy limbs are still on the mend! Motorcycle Run SWC take on Shirts were supplied by our uniform partner, Ideal 365, and many friends, fam- Incentive FM Group will be Rough Runner ily, clients and staff have contributed to raising money for Scotty’s By Jamie Wright the fundraising – which we are incredibly thankful for. little soldiers with a On Saturday 8th September Thank you to all of our supporters and sponsored Motorcycle Run 2018 the Incentive QAS team our fantastic team for raising funds for a from Rykas, Box Hill to very important charity supporting our ex- completed a Rough Runner service men and women. This is a charity I Loomies, West Meon, on challenge to raise funds for take great pride in supporting and your help Friday 24th May 2019. Scotty’s Little Soldiers, the and support is hugely appreciated.

Each rider participating is required to raise a Incentive FM Group £150 minimum donation (and we aim for nominated charity. 50 riders!). To help those participating or to start fundraising for Scotty’s little Soldiers see The Incentive QAS Team took part: our Every day Hero page. There is an online Jamie Wright Managing Director fundraising page for this event, with seper- Emily Cunnane Operations Manager ate tabs for each rider. We have staff, clients, suppliers and friends joining in. Nick Shead Operations Manager Participants will be required to raise at Nicky Rifat Housekeeping Manager 110 Bishopsgate least £150 in sponsorship in order to join Mark Yull Operations Manager the run. All monies raised through the site are transfered directly over to the charity. Gareth Thomas Managing Director – SWC Chris Thomas Commercial Director – SWC Run Details: David Brown Commercial Director We will meet at Rykas Café, Old London Daniel Restrepo Housekeeping Supervisor 110 Bishopsgate Road, Box hill, Mickleham, Dorking, RH5 6BY Tim Linsell Housekeeping Manager Citypoint Geovanny Jarrin Supervisor Citypoint Departure time: 1000 – Riders briefing at Miguel Pena Supervisor Citypoint 0945 Laura Saunders ITV The run goes out via Loomies Cafe, West Charlotte Powell Assistant Facilities Manager 110 Bishopsgate Meon, then returns at 1600 to Luke O’Leary Window Cleaner 110 Bishopsgate Rykas Cafe in Dorking, Surrey. Robbie Almond Window Cleaner 110 Bishopsgate www.everydayhero.co.uk/ Ivan Cueva Supervisor 110 Bishopsgate event/ifmgmotorcyclerun Darren Thomson Sales Executive Incentive FM Group Louis Wright Operations Manager SWC Wayne Brown Operations Manager SWC

Page 17 Autumn Client Drinks We enjoyed a lively clients and friends drinks party at Hixter bankside attending – some for the first time, yes we do it every year! in early December. Aside of the great company, we were entertained In a fit of mad generosity we were presented by the manage- with a jazzy musical collection with a Christmas twist from Alison ment with a mega bottle of the red wine we had been drinking – Wheeler in her Trio format. Pop aficionados will know that Alison Tonnix, this is a Portuguese blend from the Douro Valley using the was lead vocalist of The Beautiful South from 2003 onwards. Mark same grapes found in Port. Our Melchior (18 litres or 24 normal bot- Hix’s Hixter Bankside Bar was the funky venue that added to the tles in one) is on display in our office – I wonder when we will have lively atmosphere and it was great to see so many friends and clients an excuse to drink it?

Page 18 Page 19 And Finally...

Our Vision – To have staff who love working for us and clients who love working with us. Our Mission – To have true transparency with our staff and clients giving them the experience and feelings of an in-house team with all the business benefits of an outsourced one. We do this through the development and empowerment of our staff ensuring they have a desire to deliver the very highest standards in whatever they do. Our Values – Integrity, Loyalty, Respect.

Our Company: a diverse range of integrated services

consultancy workspace fm group limited

tec fire & security systems

Incentive FM Group is the UK’s leading The Group regularly helps clients save Incentive FM Group Limited independent facilities management and 20% from their facilities and mainte- 44 Loman Street services group which offers customers a nance costs. Its unique ‘profit share’ London full range of self delivered, tailored solu- proposition, which is based on achieved SE1 0EH tions covering any permutation of consul- cost savings, guarantees customers a risk tancy, TFM, integrated FM, single service free solution and an ability to maximise Tel: 0845 1477 121 and bundled services. savings opportunities. It prides itself in its www.incentive-fm.com It consists of: Incentive FM, the specialist strong relationships with customers facilities management trading division which which include: Land Securities, Savills, also incorporates Incentive Consultancy and CBRE, Somerset House, Pall Europe Ltd, Incentive Workspace; Incentive QAS, the Cushman & Wakefield, Capital & contract cleaning division; SWC Window Counties, Ascential, Jones Lang LaSalle Cleaning, Incentive Lynx Security, which and Addleshaw Goddard. offers a full range of core security services; and Incentive Tec, which offers a full range of Maintenance and Electrical services.

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