The right people lace in the right p - Facilicom · Netherlands security industry collective labour...
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The right people lace ANNUAL REPORT 2009 General | Commercial | Social and Corporate Social Responsibility | Financial in the right p
Transcript of The right people lace in the right p - Facilicom · Netherlands security industry collective labour...
The right people lace
ANNUAL REPORT 2009General | Commercial | Social and Corporate Social Responsibility | Financial
in the right p
It may well be a rather hackneyed
expression, and therefore not much
used nowadays, but in the business of providing general and
technical support services, it is of prime importance to be a ‘partner’
for your client. General and technical services such as cleaning,
maintenance and also – increasingly – catering and security are
areas that are close to the core business of a company or
organisation. This requires a special talent, as such a partnership
can only be and remain successful if, as a supplier of general and
technical services, you manage to keep in step. It’s very like the
tango, an intense dance where the dance partners can prompt each
other to great heights, but only if they work together in harmony.
The dancer who takes the lead will then use subtle movements of
his movements to indicate what his next step will be, but it is even
more important for his partner to anticipate these movements.
Only then will the tango achieve perfection.
Facilicom has been on the dance floor for so long, providing general
and technical services, that keeping in step has become a matter of
second nature. We could cite telling examples of this every year,
but, in 2009 in particular, we appreciated that our clients needed us
more than ever to follow them on the path they had to take,
sometimes out of necessity. We kept in step with these companies
and organisations by working more cleverly, operating more
efficiently and simply being more flexible. We have been providing
adaptable cleaning services at Rotterdam The Hague Airport for
40 years now. We set up a service desk for Schiphol Real Estate
60 km away. We are now offering many more biological products in
the in-house restaurant at the municipality of Heerhugowaard, for
the same budget. We have succeeded in optimising construction
processes by starting to use a 3-D model of the property. At a large
cigarette factory, where the owners were keen to ramp up
production, many of our operations graduated from three shifts to a
continuous service. And our people at Axxicom have already
applied their new ‘Axxicom Domestic Assistance’ service at
110 local authorities, who have singled them out as a partner for the
provision of domestic assistance. These six success stories are a
recurrent theme underlying this annual report.
We are very proud of having been able to follow our clients – and
there are many more of these than we have been able to mention in
this annual report – along the paths they wanted to take. We are also
delighted that they invited us along to the dance, not just because
we believe in long-term relationships, but also because we are
delighted, when we get the challenge, to undertake some critical
self-evaluation with a view to finding out what we can still do even
better. This keeps us sharp, and provides us with the
encouragement we need to continue being innovative.
Keeping in step
Amounts x EUR 1,000 2005 2006 2007 2008 2009
Operating income 618,137 831,803 890,458 1,000,986 1,021,899
Operating expenses 584,260 786,880 841,574 954,572 975,820
Operating result 33,877 44,923 48,884 46,414 46,079
Financial result 981 404 1,378 2,553 1,234
Profit before tax 34,858 45,327 50,262 48,967 47,313
Taxation 10,719 12,721 12,665 13,102 13,098
Net profit 23,837 29,632 36,168 34,638 33,299
Average number
of employees 21,485 27,210 28,208 30,135 29,782
Balance sheet total 234,746 291,923 327,283 353,146 406,712
Group equity 87,847 98,970 131,156 153,134 182,460
Shareholders’ equity
and subordinated loans 91,682 104,136 134,017 157,200 186,626
Operating capital 26,880 57,999 75,283 72,105 96,592
Current ratio 1.2 1.3 1.4 1.4 1.4
Solvency as a % 37 34 40 43 45
as a %
of turnover
100%
94.5%
5.5%
0.2%
5.6%
1.7%
3.9%
as a %
of turnover
100%
94.7%
5.3%
0.05%
5.4%
1.5%
3.5%
as a %
of turnover
100%
94.5%
5.5%
0.2%
5.6%
1.4%
4.1%
as a %
of turnover
100%
95.4%
4.6%
0.3%
4.9%
1.3%
3.5%
as a %
of turnover
100%
95.5%
4.5%
0.1%
4.6%
1.3%
3.3 %
Key figures
Operating income Facilicom x EUR 1,000
2005 2006 2007 2008 2009
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Operating result Facilicom x EUR 1,000
2005 2006 2007 2008 2009
60,000
50,000
40,000
30,000
20,000
10,000
0
Cleaning division x EUR 1,000
2005 2006 2007 2008 2009
300,000
250,000
200,000
150,000
100,000
50,000
0
Security division x EUR 1,000
2005 2006 2007 2008 2009
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
2005 2006 2007 2008 2009
40.000
35.000
30.000
25.000
20.000
15.000
10.000
5.000
0
Catering division x EUR 1,000
Staffing Services division x EUR 1,000
2005 2006 2007 2008 2009
20,000
15,000
10,000
5,000
0
Construction and installation division x EUR 1,000
2005 2006 2007 2008 2009
200,000
150,000
100,000
50,000
0
Facility Solutions x EUR 1,000
2005 2006 2007 2008 2009
80.000
60.000
50.000
40.000
30.000
20.000
10.000
0
Horeca Services x EUR 1,000
2005 2006 2007 2008 2009
10,000
8,000
6,000
4,000
2,000
0
Belgium x EUR 1,000
2005 2006 2007 2008 2009
100,000
80,000
60,000
40,000
20,000
0
France x EUR 1,000
2005 2006 2007 2008 2009
120,000
100,000
80,000
60,000
40,000
20,000
0
United Kingdom x EUR 1,000
2005 2006 2007 2008 2009
30,000
25,000
20,000
15,000
10,000
5,000
0
Turnover in the Netherlands
Turnover abroad
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Contents
Report by the Management Board 6
General report 11
Commercial report 23
Cleaning activities 24Security activities 28Catering activities 32Personnel services 36Construction and installation activities 40
Facility management 44Horeca services 48Belgium 50France 52England 54
Corporate Social Responsibility policy of Facilicom
in the Netherlands 571.1 Reporting 571.2 Performance indicators 571.3 Management systems 58People 592.1 Staff complement 592.2 Staff retention 592.3 Staff recruitment 592.4 Absenteeism due to illness 592.5 Training and education 602.6 Employee satisfaction 602.7 Health and safety 612.8 Extras for employees 61Planet 623.1 Accommodation 623.2 Mobility 623.3 Energy 63
3.4 Materials 633.5 Waste 633.6 Environmental incidents and fines 633.7 An approach throughout the chain 63Profit 644.1 Net turnover 644.2 Profit 644.3 Solvency 644.4 Personnel expenses 644.5 Client satisfaction 644.6 Complaints 644.7 Integrity 644.8 Dialogue with stakeholders 654.9 Promotion of knowledge 654.10 Initiatives in the employment market 664.11 Healthy eating 664.12 Sustainable construction 66
Social Report & Corporate Social Responsibility Report 56
Consolidated balance sheet (before profit appropriation) 68Consolidated income statement 70Consolidated cash flow statement 71Notes to the annual accounts 72Notes to the consolidated balance sheet 74Notes to the consolidated income statement 78
Company balance sheet (before profit appropriation) 80Company income statement 82Notes to the company balance sheet 83Other Information 84Auditors’ report 86
Facilicom Services Group N.V. is officially a foreign company incorporated under the laws of the Netherlands Antilles,
with its registered offices in Curaçao and its principal place of business in Schiedam, the Netherlands.
Breijer joins in constructing the smartest house in the Netherlands 12Trigion also provides safety on the street 12Gom really cleans up in schools 13Trigion wins ASIS Innovation Prize 14Helping to make properties more sustainable 14Order book enhanced due to takeovers 15Delicious, responsible lunches with ‘half snack’ 15Extremely efficient at takeovers as well 16New IT supporting ambitions for growth 17
Facilicom sets up the International Facility Alliance 17Facilicom starts pilot study ‘Working Differently’ 18Exercising influence on individual remuneration 18Annual kick-off for 2000 executives 19Satisfaction rises among indirect employees 19Optimum profit from knowledge and experience 20Divisions investing heavily in training courses 21Special anniversary employee numbers on the increase 21Employees registered for Amber Alert 22Health at work 22
Financial report 67
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group6
In our annual report for 2008, we mentioned our expectation that we would have to pull out all the stops in order to maintain our turnover and yield. That expectation came to fruition:turnover rose by 2.1% to EUR 1,022 million, while our net profit fell by 4.0% to EUR 33.3 million,or 3.3% of turnover. The change in the results for 2009 was not spread evenly throughout the group. Overall, the Dutch companies maintained or slightly improve their results, while theresults achieved by the foreign companies were slightly poorer.
Report by the Management Board 2009
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In the first six months, the results were actually higher than thosefor the corresponding period in 2008. It was summertime whenwe first noticed the crack that we had anticipated. During thefinal quarter, turnover and yield were both below the levels forthe same quarter in 2008. While a company cannot be toodownhearted if it managed to maintain its financial results duringthe crisis of 2009, this nonetheless represents a disappointingtrend. The first two periods in 2010 were marked by anautonomous reduction in turnover of more than 4% in relation to2009, across the entire group. The consequences of the globaleconomic crisis for the general and technical services markets inthose countries where we operate are only now starting to havetheir full impact on Facilicom.
Market developmentsWe saw clients making economies on all fronts, resulting in asignificant shrinkage in the markets for the provision of generaland technical services. This effect was amplified becausetendering companies are keen to keep their turnover volumesup, so that the tender prices are extremely keen. The result is adownward spiral, in terms of both volume and margin. Pricingrates are under severe pressure, which in turn prompts clients toreissue tenders, at which point price is the decisive factor forselection. Negotiations on the indexation of contract amounts isalso now sharper than ever, even with ongoing contracts. Ourclients are freezing or even reducing their budgets, so that thereis little scope available for passing on the cost of wage increasesthat are beyond our control.
This fact is even more significant in two important markets forour company, because wage costs have risen much more thanthe average as a result of collective labour agreements. TheNetherlands security industry collective labour agreement hadalready been concluded at the end of 2008, and resulted in costincreases of about 4% in January 2010. Since Trigion Nederlandaccounts for about 26% of group turnover, this has had amarked effect on group results. At the point when this ExecutiveBoard report is being written, there is a collective labouragreement dispute, of unprecedented scale, in the Dutchcleaning sector. The demands of the trade unions include highwage increases and a travel allowance, so the total cost increasewill necessitate an increase of 2.5% in our rates. Pressure isbeing applied with large-scale stoppages. The trade unionsappreciate that this improvement in employment terms can onlybe afforded if the clients are prepared to bear the costs of it. Thisis why they are also making a direct appeal to clients. It is not yetclear, at this point, how the dispute will resolve itself as far as ourDutch cleaning companies are concerned. Because thesecompanies account for 21% of group turnover, the results of thisdispute will have a very significant impact on our results for2010.
Generally speaking, we are noticing that clients increasinglyregard general and technical services as a commodity. In the
client’s view, the companies quoting for jobs are offering ahomogeneous product that is intrinsically interchangeable.Consequently, price becomes the only and decisive selectioncriterion. The trend of organising tenders along the lines of theEuropean tender model, with a rigid allocation of points todetermine the final selection, is resulting in an increasinglyanonymous relationship between the client and the contractor.Aspects such as reputation, training or proven skills are lessappreciated than they should be. As customers appear to havelittle extra money for this, the general and technical servicescompanies are less inclined to invest in this sort of area. This is adangerous development for the sector. We are convinced thatwe must continue to invest in the development of ouremployees, which we do by setting up and expanding on ourcomprehensive training programmes. Our slogan ‘The rightpeople in the right place’ shows that skilled and involvedemployees form a central element of our policy, and the key toour success. We think that our clients will also ultimatelyunderstand this, and will then prefer Facilicom companies tosome of our competitors who are implementing short-termeconomies, by cutting down on the development of employeesand their staffing policy, purely in order to be able to offer lowerrates.
The market for construction and installation technology is poor atthe moment. Contractors and system installers are tendering ator even below cost price in order to win contracts. The Breijercompanies are also having to cope with this, of course. SinceBreijer maintains a strong focus on contract maintenance, thereis less impact from short-term economic fluctuations, but morethan 60% of turnover is generated from projects, which meansthat the margins here are under pressure. We hope that there willbe an improvement in the market during 2010, but we do not yetsee any real signs of it.
In the face of all these adverse developments, the unique marketposition of Facilicom, as a wide-ranging provider of general andtechnical services with a strong multi-services concept, hasbecome even more valuable. The proportion of multi-servicescontracts on our books has increased yet again. This approachlets us offer added value that is not easy to copy and whichtherefore gives us a sustainable, strategic advantage over ourcompetition. The concept has now proved itself convincingly,and is recognised and acknowledged as such. Clients lookingfor longer-term security and structural economies of cost,without compromising on quality, are increasingly succeeding infinding their way to our doorstep. We expect growth in thissegment of the market to continue.
General & technical services in the NetherlandsGom Schoonhouden managed to maintain good turnoverthroughout the whole of 2009, with growth of 4%. A great dealof energy was put into restoring the health of the VGB activitiesthat had been taken over, and which had been providing
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group8
obstinately low returns. Thanks to these efforts, net profit atGom rose by 13%, which represents excellent performance inthe current market. A major proportion of this was due to GomZorgsupport [care support]. We predict a reduction in volume for2010 at Gom. Operating overheads will have to be reduced inline with this, a process that has already been thoroughlyplanned. The regional cleaning companies managed to maintaintheir turnover well, and collectively generated a net profit marginat the same level as their big brother Gom. Performancefluctuated quite widely from one company to another, but takenin total, the movement was in the right direction.
After the growth of 2008, 2009 was the year of consolidation forTrigion. Efforts focused mainly on further enhancements to theinternal organisation, which led to a growth in profit of 20% fromslightly lower turnover for Trigion Beveiliging [security], Increasedefficiency and the removal of lead-in losses on the substantialSchiphol contract provided an adequate offset for the lowermarket rates. Furthermore, the complete integration of HBDBeveiliging within Trigion had a positive impact on yield. Themarked CLA wage increases, which took effect from 1 January2010, will have an impact on yield for 2010, however. We willcontinue to focus keenly, in terms of scheduling in particular, onexpenses such as travel allowances and disability pay, which wecan influence, in order to maintain the yield at an appropriatelevel. A comprehensive training process has been initiated, whichis accessible to all security staff, in order to retain our strongposition in the longer term; the scale of this training is unique inthe Netherlands. CSU Security Services (with turnover of EUR 38million and about 1,000 employees) was taken over at the startof 2010. CSU will be fully integrated within Trigion Beveiliging.Trigion Services continues to develop well and autonomously,with 7% growth in turnover and outstanding yields. Trigion AlarmService Centre made a healthy contribution, as regards bothprovision of service and also in financial terms.
At the start of 2009, for the first time in its existence, ProrestCatering took over a company (Mondial Catering Service) andseamlessly integrated it into its own organisation. The benefits ofsynergy that were predicted as a result have been fully achieved,so that net profit and turnover both rose by 18%.
Axxicom Personnel Services went through a few difficult yearsattempting to retain its position as a relatively small generaltemporary employment office. A certain critical mass isindispensable in the current market, because it is so highlysusceptible to short-term economic vagaries. A decision wastaken in 2009 to cease these activities. The vast majority of theemployees were transferred to other business divisions. Theexpense of dismantling the company was fully charged to theresults in 2009. Axxicom Airport Caddy performed outstandinglywell, and is due to extend its activities in 2009 by providingintermediary services for transporting people to and fromSchiphol.
The market position of Axxicom Thuishulp [domestic help] hasnot yet improved enough. Attempts to secure new joint-venturearrangements, apart from the existing one with Aveant in Utrecht,have been unsuccessful. The focus is primarily on autonomousgrowth in the local authorities where we hold permits.
Tapwacht succeeded in improving its position in the market forcatering outlet systems, despite the fact that this market wasalso under pressure, and achieved a 17% growth in profits. Thepolicy here is focused on extending the provision of services inseveral directions.
Facilicom Facility Solutions grew by more than 50%, for thefourth year in succession. There was also an attractive spin-offfrom this for its group sister companies. Internal organisation hasbeen enhanced in order to keep pace with the growth involumes. This resulted not only in improved internal commercialoperations but also in improved facilities for monitoring andreporting to the clients.
General and technical service provision in the Netherlandsaccounted for 65% of turnover and 87% of net pre-tax profit in2009, thus continuing to be the most important driving forcebehind Facilicom.
Construction and InstallationsAs anticipated, volume at Breijer fell by 5% (to EUR 157 million).The downturn in regular turnover was larger than this, becausethese figures include one exceptionally large project, accountingfor 8% of turnover in 2009 and 16% of turnover in 2010. This iswhy we were obliged to take steps in 2009, resulting incompulsory redundancies in three companies. The facilitiesafforded by part-time unemployment benefit are also being used.These interventions proved unavoidable in order to retain thehealth of the company as a whole. The largest decline inactivities we saw was in the construction companies and insystems technology. By contrast, the business units dealing withFire & Security and Contract Maintenance all grew. Whereas weexperienced major disappointments in many projects in June2008, which exerted pressure on results, the commercialoperation was under better control during 2009. There were twoprojects which made serious losses, but on the whole, theimproved project monitoring measures resulted in a more stableand on balance also higher operating result.The order book for 2010 is rather thin, and contract prices arelow. Policy is focused on expanding contract maintenance andtechnical management in architectural, systems and securityprojects, which (in addition to project-based activities) will allowus to increase stability at the company.
Foreign countriesBelgium began the year 2009 with disappointing results, asregards both turnover and yield. The market situation was also acritical factor here, but whereas the Dutch companies managed
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to offset the adverse consequences with higher efficiency, wehave not yet succeeded in doing the same in Belgium. Returnsat Gom, Prorest and Facilicom Facility Solutions all fell, by a totalof 40%. Total turnover remained at an appropriate level, as theslight reduction at Gom was offset by increases in turnover atProrest and Facilicom Facility Solutions. Axxicom Airport Caddyhad a good year yet again. Its security activities, which started in2009, incurred higher lead-in losses than had been anticipated.The results are now starting to improve, but it still means that2009 was a disappointing year in Belgium in financial terms.2009 was a very poor year in France. Gom’s turnover fell by 8%,partly due to the termination of some loss-making contracts.While the correct steps have been taken, it will be quite a whileuntil they reveal any visible results on the shop floor or theincome statement. In 2010, we will be adhering to our policy ofrefining the operating organisation and monitoring costs in thelower echelons of management. Some of the regions where we are not strongly represented willbe closed down for efficiency reasons. The security businessgrew, but is not yet meeting the profitability targets we have setfor it. The biggest problem was at Axxicom Airport Caddy, whichfailed in achieving profitable operations at Charles de GaulleAirport. Following an unacceptably high loss in 2009, operationswere finally terminated with effect from 1 April 2010. This meansthat turnover for France will fall in 2010, but the loss that has
incurred so far, on balance, should be converted into a positiveprofit contribution for 2010.Performance was unsatisfactory in the UK as well. The volumewe had there, which was already too low, fell once again due tothe loss of some contracts to the previous owners of a companythat had been taken over. Discussions were held with severalpotential takeover targets, but we were unable to find anysuitable business to add to our UK activities in order to restorethem to the required volume. There has to be a definiteimprovement in the situation in 2010.On balance, our foreign activities, representing 21% of the groupturnover, did not provide any contribution towards profit.
Financial resultsWe are happy with the final total financial result for 2009. Thesedays, maintaining turnover and a reasonable profit level, even if itwas less than our targets, is not a bad result. The issue thatconcerns us, however, is that the results tailed off during thecourse of 2009. The trend is therefore heading in the wrongdirection and will have to be turned around.Investment in the form of company takeovers was limited in2009. Mondial Cateringservices was taken over in theNetherlands, S.A.T. Beveiliging and some of the activities ofDussman were absorbed in Belgium, and CSB ContractServices was acquired in the UK.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group10
As normal, the goodwill was charged immediately to equitycapital.Apart from the normal cycle of investment replacement, we alsoinvested in a new ERP (Enterprise Resource Planning) system.The contracts for this are expected to be signed in the secondquarter of 2010, and we expect the system to be implementedover the remainder of 2011 and 2012. This involves an invest -ment of more than EUR 15 million. As virtually all of the profitsare added back in to equity capital, solvency remains at a veryhigh level (45%), giving Facilicom a cast-iron financial position.
Outlook for 2010This report by the Executive Board has already explored atlength the more sombre developments in our markets, as weexperienced them in 2009. We are now, during the early part of2010, seeing an autonomous reduction in turnover, of more than4% in relation to 2009. Reducing volumes and their correspondingly reducing grossmargins (even if the margin rate is retained) mean that we willhave to reduce overheads.
Because we predicted these developments at the end of 2008,we have already been able to take some steps ahead of time. Inparticular, we made a meticulous examination of the corporateoverhead during the course of 2009, and these costs have beenreduced for 2010 below the nominal level at which they stood in2008. Economy programmes have also been undertaken withinthe divisions, in order to drive down divisional overheads and atleast bring these in line with the shift in turnover figures. Thebenefits of synergy arising from takeovers also have an importantpart to play here. The impact of these steps was alreadyperceptible in 2009, but they will mostly work their way throughthe system during the course of 2010. By contrast, the increasein wage costs in the security and cleaning sectors, as previouslydescribed, are exerting pressure on the gross margin rate.Additional steps will have to be taken in 2010 if turnover levelsdo not recover quickly.
Reducing costs will not adversely impact investment-in-depth forthe long-term, such as investment and training courses andemployee development, or the new ERP system. Facilicomcontinues to maintain a keen eye on the future, and is convincedthat the dip in volume will be a temporary one. We have a strongmarket position, which we will not jeopardise through impulsiveshort-term action.
We will have to see improvements in our foreign activities (Franceand the UK) in particular. We have done what needs to be done
there, but the results are taking longer than expected. Theseresults will have to become fully apparent in 2010: thesebusiness units will also have to start making their contribution toour group results.The balance of financial income and expenditure will, as in 2009,give us a lower yield than had been the case in earlier years.Facilicom has put its excess liquidity beyond risk and is thereforeonly spending the interest returns on this. We do not expect anysignificant increase in the prevailing low interest rates in theimmediate future. On the other hand, we do not anticipate anyadverse currency results, which are actually almost negligible,because we only have to deal in foreign currency in the UK.
We must be seriously conscious of the fact that turnover may bereversed in 2010, for the first time in the company’s history. Ifthis is a result of the way the market is moving at the moment,and if we manage to maintain our market share, this will be anadverse development, but not inherently unacceptable, that is,provided we are in a position to reduce overheads enough tokeep the yield at an appropriate level.
First of all, however, we will be focusing on maintaining ourturnover in volume at an appropriate level by tendering for re-tenders and new contracts cheaply but responsibly, and byoffering our clients creative solutions, particularly by means ofour multi-services proposition. This lets Facilicom set itself apartfrom its competitors, and we will continue to exploit thisadvantage.
Facilicom will be facing a difficult year in 2010. We are aware ofthis, and will do everything in our power to achieve the optimumresult. After all, this is how we can best guarantee our mostimportant group objective: continuity for all of our stakeholders,particularly our clients and their employees.
Schiedam, 2 April 2010
J.A. GennissenChairman of the Board
11
General reportThe key topics
The smartest house in the Netherlandscan be dismantled and rebuilt in just twodays, as it is made up of separate unitsthat can quickly be joined together. All ofthe electronic systems are threadedthrough each of the units and these arelinked together using simple plugconnections. The elements of the house aremanufactured from sustainable materialsand the entire property was designed
with an objective of low energyconsumption.This would seem to be impossible withall the fantastic extras offered by theproperty. Access can only be gained tothe house using biometric features,either a fingerprint scan or an iris scan,making it secure against break-ins. Allthe equipment is operated either usingtouch screens or remote controls, canbe programmed to best advantage and
is easy to control. There areprogrammes to lower the Venetianblinds, switch on or dim the lights, startup the central heating at the right timeand even switch on your favourite musicto create an appealing mood when youget home. The LED lighting, which isvery economical with electricity, worksinteractively and simulates daylight. Ifyou get up to pay a visit to the toiletduring the night, your pathway tocomfort will be lit in a soft shade ofgreen. The bathroom mirror also featuresa TV, so that you can check the news,or use teletext to find out where thetraffic jams are, while brushing yourteeth or having a shave. Trip and fallhazards have been removed from thehouse altogether, and it is fitted with anumber of care and comfort services.All the electronic and mechanicalsystems were designed and installed byBreijer Elektrotechniek, and as far aspossible built into the structure. Thecontrol mechanisms communicate usingthe KNX standard, which complies withthe European standard NEN EN 50090and which was installed and programmedby Breijer Elektrotechniek. The smartesthouse in the Netherlands is an initiativetaken by the Smart Homes Foundation,the National Domotica InformationCentre and Smart Living [Slim Wonen].
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group12
You can visit the smartest house in the Netherlands until 2011 at the EvoluonConference Centre in Eindhoven. This is not a house of the future, but actuallya house that displays all the possibilities available right now. The house is fullof advanced technical innovations to promote health, comfort and safety,although the house is also extremely energy-efficient at the same time. BreijerElektrotechniek was responsible for the design and installation of the smartelectronic infrastructure.
Trigion provides security on the streets as well
Breijer joins in constructing the smartest house in the Netherlands
We hear more and more calls for greater numbers of the boysin blue on the street, but the focus of police force activity isprimarily on dealing with (serious) crime. Minor disturbances,youngsters causing a nuisance and enforcing parking policyget less attention. This entails a risk of degeneration in someneighbourhoods, while feelings of insecurity are on theincrease. This is why local authorities are themselves takingresponsibility for policy on security and enforcement. In doingso, they are increasingly calling on the services of Trigion.
Trigion is not only a leader in traditional security duties, but hasalways been a front runner in providing services in the public andsemi-public domain. Shop surveillance and mobile surveillanceprovided by Trigion have been protecting shopping centres, business
13
Of course, everyone wants children tobe in a clean environment for the wholetime they spend at school, but this is notstraightforward. The governmentsounded the alarm a few years back,when it transpired that 39% ofclassrooms, 58% of corridors and otheraccess areas and no less than 93% ofthe toilet fitments at schools were notclean enough. The Ministry initiated acampaign to raise awareness and setaside some extra money for cleaning.The situation has certainly improvednow, but it is still not good enough.Schools and local authorities areobviously mindful of costs, which makesit difficult to maintain an appropriate levelof quality for cleaning activities. In 2009,Gom introduced a solution with 1-2-3-Clean, a customised concept allowingprimary schools to achieve the bestresults from their cleaning budgets. The customised programme wasdeveloped on the basis of expertisegained by Gom from cleaning hundredsof educational institutions. 1-2-3-Clean lets Gom prepare acleaning plan precisely suited to the
school’s needs, taking account of thespecific situation in the property and anypriorities set by the schools themselves.The concept is not confined purely tocleaning. Communication with theschool, parents and pupils encourageseveryone to keep the school clean and
improve personal hygiene. Gom also offers ideas about the bestflooring, fitments and materials whentoilet facilities are being renovated orbuilt from scratch. There’s a lot to begained from this: sealed floors are muchmore hygienic than tiled floors, andcantilever lavatory bowls make the toiletaccommodation much easier to clean. The 1-2-3-Clean concept wasintroduced in the spring of 2009 and hasnow been successfully deployed in anumber of primary schools.
Gom really cleans up in schoolsSomething’s not quite right in primary schools when it comes to hygiene andthe interior climate. Inspection of the sanitary fittings, in particular, regularlyyields some disconcerting results. This is not surprising, as we are dealing withchildren who may not yet have fully mastered the principles of personalhygiene. Gom, which started off cleaning schools when it was founded in themid 1960s, has come up with a solution: the customised 1-2-3-Clean concept.
parks and suburban neighbourhoods for decades. Trigion staffhave a presence as security officers or supervisors at airportsand stations, in car parks and on public transport, and thecompany has had a business unit specialising in providing localauthority services such as supervision, enforcement and controlsince the late 1990s. Trigion now operates in the public domainin dozens of local authority areas throughout the Netherlands,deploying parking wardens, auditors under the General PoliceRegulation, supervisors, Bike Patrols and street coaches. Thebusiness unit has expanded exponentially, particularly over thelast few years. For instance, nearly all of the street coaches inAmsterdam and Utrecht are Trigion staff on secondment. InAmsterdam alone, the security company is providing no fewerthan 80 of the street coaches. Their efforts are extremelyeffective. In the Slotervaart area, for example, the number of
youth gangs has dropped from nine to four, and the residentsfeel safer as a result. In a lengthy interview with the businessmagazine ‘Veilig’ [Safe], Ahmed Marcouch, a former chair of thedistrict council, praised Trigion in these terms: ‘In recent times,for instance, we’ve seen a marked reduction in muggings, andthis is because the police, street coaches and the people fromTrigion have maintained a consistent street presence.’Mr. Van der Laan, Minister of Housing, Communities andIntegration, has also been convinced. He has allocated EUR 7 million for 2010, to provide local authorities with financialsupport for deploying street coaches and family managers.Trigion immediately took advantage of this by advising localauthorities that they could now use the grant assistance to putmore of the (Trigion) boys in blue on the street.
BeWare is a new security conceptallowing for the prediction, and thusprevention, of crime and calamities.BeWare combines advancedtechnologies such as intelligent camerasand data-mining, and can analyse andcollate the data from information panels,alarm systems, fencing sensors, securitycameras, public sources and even policeregisters, all at a staggering speed. Thecomputer uncovers patterns andhighlights anomalies, partly by means ofhistorical comparisons. Any anomalyresults in an immediate report. The
system teaches itself and continuallyrecommends improvements foroptimising security measures. The prizeawarded in the USA also confirms theinternational prospects for this wellthought-out, comprehensive securityconcept. The ASIS organisation singledout BeWare as the ‘security best winner’,the best innovation of the year, andawarded it the ASIS Accolade forInnovation. The security concepttherefore left a number of innovations inits wake, from countries such as theUSA, Great Britain, Japan and China.
There was a good deal of interest frompotential customers, particularly after theprize was awarded. These includemultinationals with production sites thatmight be at risk, local authorities, lawenforcement agencies and securitycompanies, as well as distributors.The security concept was developed byTrigion, in conjunction with other Dutchcompanies and knowledge bases suchas E-Semble, DySi, Observision, ENAI,Interpolis, TU Delft and TNO. BeWare isalready being used in the InternationalZone in The Hague.
Trigion wins ASIS Innovation Prize
Helping to make properties more sustainable
Membership of the Dutch Green Building Council doesn’t growon trees. Facilicom’s new head office, which was handed oversome years back, is one of the most efficient office buildings inthe Netherlands. The operating costs are 25% less than for atraditional property, and energy consumption is 40% less. Thebuilding was also the first office to attain the A++ energy label.The wonderful thing is that the building was constructed entirelyby companies from the group. Every division of Facilicomapplied its own specific expertise towards the construction ofthis sustainable building. Sustainability is one of the geneticmarkers of every Facilicom company.Facilicom Facility Solutions has always focused on workingefficiently, whether undertaking multi-services and maincontracts or in terms of its facility estate management for theproperties managed by the division. This overlaps increasinglywith sustainable operations, and this is why the division joinedthe Dutch Green Building Council – the main Dutch bodyinvolved in increasing the sustainability of the built environment –in 2009. Its areas of interest include not only the sustainablebuilding of new properties and other types of construction work,
but also increasing the sustainability of existing buildings. Thegroup is developing standards for this very purpose. The firstapproval mark was launched in September 2009, for newlyreconstructed utility properties. Other approval marks will followin 2010, including one for increasing the sustainability of existingbuildings. What is remarkable is that Facilicom Facility Solutionsis one of the few members on the council specialising in thecomprehensive operation facilities for real estate. The division’smanaging director, Rogier Verbeek, says ‘It’s unusual, becausesustainability manifests itself primarily in the context ofoperations. We see it as our job to bridge the gap between thetwo sides, the builders on the one hand and the operators onthe other hand.’ This can be seen in the market. FacilicomFacility Solutions won an attractive contract in 2009 fromBouwfonds. With Bouwfonds as its client, the division is nowundertaking facility estate management for the properties in asustainable properties investment fund operated by TridiosBank. One element of the contract is that all of the propertieshave to be rendered sustainable as far as possible. ‘It’s greatthat we can now prove to these pre-eminent people that we setabout our operations, as well as construction and installations,in an efficient and sustainable manner, because of course we’rekeenly on the lookout for opportunities for making the buildingsas sustainable as possible.’ This lets him prove a pet theorystraight away. ‘I always say that you have to look at not just the cost offacilities management, but also quite consciously at the gainsfrom it. Making property more sustainable sometimes needs aninvestment, but there are also great returns: there’s less of aburden on the environment and operating costs often dropsignificantly.’
Facility Facilicom Solutions joined the advisory group of theDutch Green Building Council during the year under review.The aim of this independent, non-profit organisation is toachieve a permanent rise in the sustainability of the builtenvironment in the Netherlands. Its membership consistsmainly of project developers, advisers, systems engineersand construction companies. Facilicom is focusingprimarily on the perspectives of users and operators ofbuildings. ‘Sustainability manifests itself primarily in thecontext of operations.’
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group14
Trigion has been given a big chance in the USA. The company won the ASISAccolade for Innovation for its new BeWare security concept at ASIS, theworld’s premier trade fair for security technology. This means that the concept,invented by Trigion, now has its foot in the international door.
Of course, it’s really good if you can have a healthy andresponsible lunch, and there’s good reason for Prorest tobe leading the way, but there’s always a great temptationfor diners to go for that tasty snack, some soup or someother hot morsel. This is why Prorest has introduced theOptimaaltje (Opti-meal), mini-snacks that taste as goodas the full-sized version, but are smaller and thereforecontain fewer calories, making them that much moreresponsible.
The new lunchtime formula was introduced at the start of 2010,but Prorest was busy developing it behind the scenes for a largepart of 2009. The idea comes from Prorest, but obviously thecatering company needed its suppliers to provide support forputting the whole package together. They now offer a range ofproducts under the Optimaaltje brand, including half-sizedcroquettes, a cup of soup (but in a smaller cup), or a small rollwith a really tasty filling. Every Optimaaltje lunch menu is basedon the Five Golden Rules (the Dutch ‘Schijf van Vijf’) anddesigned to contain no more than 500 kcal. This allows thoseeating in restaurants to opt just for a snack, some soup oranother tasty dish, while reducing their calorie intake by 24,000kcal every year. The Optimaaltje concept was first tested in thecompany restaurant at the Facilicom head office, where thesesorts of pilot studies are often carried out. The reaction from
the Facilicom staff was even more enthusiastic than expected – there was a huge take-up. The concept also encouragedunprecedented press coverage, with no fewer than 70 mediareports about the new phenomenon. There was even someinterest from the scientific community. The Free University inAmsterdam is keen to collaborate with Prorest to elaborate theconcept even more, and research the effectiveness of thisinnovative lunchtime menu.The Optimaaltje will be widely distributed among Prorest’sexisting customer base in the spring of 2010. Many of thesecustomers have expressed their interest in advance, probably inresponse to the enthusiastic reaction from the press.
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Takeovers in the catering industry arefew and far between. Prorest’sacquisition of Mondial was therefore thefirst time in the 23 years of its existencethat Prorest had expanded throughtaking over a business. It’s an excellentacquisition. The catering company,based in the Amsterdam area, wasrunning 45 company restaurants andhad 100 employees. The restaurantswere quickly converted into Prorestvenues and employees wereimmediately trained in Prorest workingmethods. The acquisition made asignificant contribution to the growththat Prorest managed to achieve in
2009. The rapid integration yieldedsynergistic benefits straight away lastyear. One benefit of Prorest’s steadygrowth over the past two years – whichis in fact largely autonomous – has beena marked improvement in its purchasingpower. This is a great advantage at atime when raw materials are expensiveand prices are under pressure.There were two takeovers in Belgium in2009. In the summer, a bankruptcyresulted in a partial takeover of theactivities of the international operatorDussmann. Facilicom integrated the 30employees who look after baggagetrolley transportation at Brussels Airport
in Zaventem. Facilicom Belgium is nowdoing this work. The security operationsof Dussmann Security were also takenover. Earlier in the year, FacilicomBelgium took its first steps in thesecurity business by taking over SAT, asecurity company with 80 permanentemployees and 120 part-time staff. Thenew acquisition was immediatelyconverted into Trigion (Belgium), and thesecurity activities from DussmannSecurity were integrated into Trigion. Theresult of this takeover is that FacilicomBelgium can now offer the same wide-ranging package of general andtechnical services, apart fromconstruction, as Facilicom Netherlands.Belgium displayed healthy growth inmulti-services as a result of this, and isnow also in a position to compete forPPP contracts. Facilicom UK managedto extend the cleaning activities thanksto the takeover of CSB ContractServices, based in Manchester.
Order book enhanced due to takeovers
ptimaaltjeptimaaltje
Delicious, responsible lunches with ‘half snack’
Every year, Facilicom Services Group puts aside 50% of its annual profit fortakeovers. This allowed us to proceed with some acquisitions in 2009, fundedentirely from our own resources. The catering company Prorest saw its orderbooks increase substantially following the incorporation of Mondial; oursouthern cousins at Facilicom Belgium achieved a large-scale expansion of theiractivities following two takeovers; and Facilicom UK took over the cleaningcompany CSB Contract Service.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group16
Facilicom is always on the lookout for opportunities to in-crease its size. This occurs not just through autonomousgrowth but also through acquisitions. Over the last 20 years,in particular, a large number of companies have been takenover, sometimes to embark on a new activity, but usually toexpand an existing division. Taking companies over is rea-sonably straightforward, but integrating them smoothly canoften be a problem. Not at Facilicom. The company is remarkably successful at combining businesses quickly andwithout problems.
The first major takeover was in 1985, when we acquired theRotterdam construction company Breijer. In 1988, Facilicom got itsfoot in the door in France by purchasing a Paris-based cleaningcompany. Since then, Facilicom has completed dozens oftakeovers. These are often small businesses in the Netherlands orone of the other countries where we operate, but they still amountto a welcome addition to our existing range of activities. Thelargest takeover we have completed was of the security companyFalck, which was acquired at the end of 2005. The special thingabout Falck was that, with its turnover of 150 million, it was halfas big again as Facilicom’s existing security company PreNed.But yet again, the acquisition was absorbed seamlessly, and thenew joint operation at Trigion was already making a contributiontowards the group’s yield in 2006.
Problem-free integrationThe scale of the takeover of Falck was unique; the subsequentseamless integration was an example of something on whichFacilicom could virtually take out a patent. All of the clientsgenerally let their contracts run their course following everytakeover. What’s more, they actually often indicate increasedsatisfaction at the way the service is being provided. Employeesalso feel quickly at home, so that very few of them start looking fora different employer, which means that we retain their knowledgeand experience. Geert van de Laar, Managing Director at Trigion,puts it this way: ‘People remain loyal because we sincerely try tofulfil all our promises and meet all our commitments. When wetook over Falck, we were counting on a loss of between 15% and20% of the customers. At the end of the day, only one customermoved on, a small business that was only paying a few euros amonth for a call centre subscription.’ The fact that theseintegrations run so smoothly then boosts the image of theacquiring company or the newly formed business. Takeovers andmergers may normally have a negative impact on customerperception, but the reverse is true at Facilicom.
Rapid focus on resultsThe remarkable thing at Facilicom is the well thought out approach. Every single one of the divisions has properly operatingsystems and methods, so that the new acquisition can be absorbed without difficulty. Another benefit of this is the ability toquickly monitor the financial comings and goings in the new company. Jan Lensveld, Financial Director, says ‘We get the
results every week, which allows us to make adjustments if neces-sary.’ Another regular feature is that the integration happens like abig bang. Chairman of the Board, Hans Gennissen, comments ‘Soyou make things clear, people know what they’re dealing with andthey can get on with building up the new organisation. If you leavetoo much of the old business intact, or have too much respect forhow things used to be done there, this just clouds the situation,making people more insecure.’
The takeover machineWith dozens of takeovers under its belt over the last few decades,Facilicom has applied its no-nonsense approach to develop itselfinto a real takeover machine. There is huge expertise available forthis, and this is one of the reasons why prospective candidatesand intermediaries tell Facilicom if a business is likely to come onthe market. One good example of this in 2009 was CSU SecurityServices. Only four parties were informed about it, and very quicklythe further negotiations were confined to Facilicom. As a rule, Facilicom Services Group gets about 25 of these sorts of offersevery year, which works out at nearly one every fortnight. Facilicomexamines 10 of these offers, seeking out more information in everycase. The bottom line is that the company enters into serious dis-cussions with six candidates every year. Four of these negotiationswill end up with a due diligence report. Generally speaking, two ofthese companies will actually be taken over at the end of the day.CSU Security Services was one of these acquisitions, althoughcompletion of the takeover was only finalised in 2010, followingpermission from the Netherlands Competition Authority.
Extremely efficient at takeovers as well
Facilicom is working with well-known software applications, which generallymake an excellent job of what they aresupposed to do, but they are not up tocoping with the future that the company iscontemplating. Also, many programmesdon’t work well in tandem. There mayhave been little need for this in the pastbecause, for many elements of their work,the different divisions operated independ-ently. Since one of the prospective growthareas for Facilicom is the encouragementof cross-selling, and since increasingnumbers of clients are keen to assembleseveral services into a multi-service con-tract, we want to achieve some collabora-tive integration in the fields of HRM, CRM,finance and of course operational issues. Intensive collaboration in all of these fieldsis only properly possible if all the software
systems can communicate with eachother effectively. In the fullness of time, allthe existing applications will be replacedby new state-of-the-art software, whichwill have to meet the two preconditionsthat the programmes have to communi -cate effectively with each other, and theymust be able to be linked together in asingle logical chain. The preference is forstandard applications, so that Facilicomcan profit from updates issued bysuppliers. The company will onlycommission custom products if there isno alternative.The result of all this is intended to be asingle integrated information architecture,in which data will only need to berecorded once, is always up-to-date, andis available to everyone, wherever theymight be. This will make our operations
more efficient and create some costsavings, but mainly it will make it eveneasier for us to offer multi-services,provide all necessary managementinformation at the drop of a hat, and billour clients for the work actually done forthem, which is what most of our divisionsand customers really want.The project started in 2007 and aProgramme Manager was appointed inearly 2008, whose brief includes helpingto analyse and rationalise our existingprocesses. A lot of software users arealso involved in this process, because weregard their practical experience as beingextremely valuable. Everything that theusers wanted was listed and harmonisedin the course of 2009. Last autumn, welet our suppliers implement their softwarein a trial set up, where they had todemonstrate whether the programmescould deliver what Facilicom wanted,whether they were easy enough to useand whether the quality of their systemswas up to the mark. The new system willbe rolled out in carefully controlled stagesacross the whole company, including theforeign divisions, over the next few years.
Facilicom has ambitions to keep growing, to offer an increasing range ofservices, to bring in cross-selling more often and to broaden its portfolio ofmulti-service contracts. In order to make this all a reality, the company hasinitiated an ambitious project designed to list the software applicationsrequired for this, as well as how to achieve the optimum interaction among thevarious applications. The objective is to set up a single system that will serveFacilicom at home and abroad for the next 15 years.
New IT supporting ambitions for growth
Facilicom sets up International Facility AllianceNow that Europe is a single entity, and businesses are increasingly operating across international boundaries, tenders forthe provision of facility services are increasingly becoming pan-European. In order to take best advantage of thesituation, Facilicom Facility Solutions has set up an international alliance of the top providers of facility services, whichwill allow them to compete jointly for pan-European tenders. This Alliance consists of independent facility providers fromnearly every country in Europe.
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Contracts for the provision of facilities aretendered more and more often nowadayson a pan-European basis. Internationalorganisations are also keen to reduce thenumber of suppliers and secure the bestconditions by putting out large-scaletenders. No single European businesscan actually meet this type of pan-European demand without involvingsubcontractors. Even Facilicom cannotdeal with all this demand, as the businessonly operates in four countries. This is thereason for Facilicom Facility Solutionshaving set up the IFA, or InternationalFacility Alliance. The aim was to bring
together the crème de la crème oftendering companies, creating pan-European coverage and guaranteeingquality. The IFA rapidly achieved this aim;starting off with 11 members, the Alliancenow encompasses providers of facilityservices in no fewer than 22 Europeancountries.Facilicom Facility Solutions feels that theIFA gives it a better range of supplyoptions than larger multinationaloperators. This is because thecooperative venture by suppliers of facilityservices can supply facilitiesinternationally from a single source, but
still use local knowledge and expertise tobest advantage. The International FacilityAlliance SE announced its presence inJune 2009 at the European FacilityManagement Conference in Amsterdam.The Alliance was already involved by thatstage in submitting some pan-Europeantenders, with Facilicom in the lead. TheIFA won two contracts in 2009 andexpects to conclude two further contractsduring the first six months of 2010.Facilicom Facility Solutions expects tosee strong growth in this type of tendersubmission.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group18
Facilicom starts pilot study ‘Working Differently’Facilicom initiated a pilot study on ‘Working Differently’ atthe end of 2009. Two regional offices that were on the pointof moving premises were reorganised and refitted to allowthe best use of workstations and also some scope forflexible workstations. We expect that properties will be usedmore efficiently as a result of Working Differently, and willalso become more inspirational for the employees.
The Working Differently concept owes a partial debt to ‘NewWork’, a concept introduced by Microsoft at its Dutch headoffice. The software giant’s concept goes much further,however, being more orientated towards changing the wayemployees behave, and the use of innovative technology. Themost significant features of Facilicom’s Working Differently aredifferent layouts and fittings for offices. The reason for this isthat workstations at the regional offices are often not used tobest advantage, while at the same time there is a shortage offlexible workstations. Facilicom’s regional offices are generallyused by different divisions of the group, so that they are usednot just by regular office workers, but are also often visited byemployees passing through, who want to work for a couple of
hours or hold a meeting they’ve arranged with a client, supplieror job applicant. It’s useful in these cases if there are enoughflexible workstations and meeting rooms available. We are nowproviding this at two sites, the regional office in Eindhoven,which was in need of renovation, and a new regional office inZwolle, which combines two pre-existing offices. In someinstances, subdividing the office space cleverly enough allowsthe creation of twice as many workstations.Working Differently is designed not only to use floorspace betterand more efficiently, but also to offer an inspirationalenvironment to the people working there. The new officestherefore have a recognisable atmosphere and decor, using ahouse style in the shared accommodation space. In our largerbranches, there will be a central, multifunctional space close toreception for discussions, reading, having a coffee or lunch,meeting people and waiting. Every floor has its own meetingpoint, which is a central service point with a coffee machine,printer and photocopier as well as the store cupboardcontaining office supplies. If the pilot is successful, WorkingDifferently will also be introduced at other branches.
The remuneration of indirect employeesat Facilicom is partly flexible, meaningthat they have certain options that theythemselves can activate. Employers candetermine to a large extent how theywant to spend part of their income onadditional facilities, insurances, pensionsand so on. One example of this is thatemployees can buy an excellent bicyclein a tax-efficient way, or they can makeextra savings for a rainy day using save-as-you-earn or career savings schemes.They can also actually increase theirincome by selling off free days. It’s onlypossible to make choices like this if all ofthe options and consequences can beexamined clearly. The Facilicom Income Portal allowspeople to understand the picture at aglance, and makes it easy to shuffle theoptions. It lets an employee see exactlywhat he or she can swap, as well as thepersonal consequences of doing so.
This creates a flexibility which is alsoentirely compatible with Facilicom’s‘stage of life’ policy. Employees whohave young children, for instance, canopt to increase their salaries bytemporarily opting out of the careersavings scheme and selling their freedays instead. Employees who areslightly older and likely to be earning abit more can put extra money aside forlater. Employees who feel that the yearsare beginning to tell on them, or want totake things more easily for some otherreason, can opt for a slightly lowerincome but a correspondingly largeramount of free time. A certain proportionof gross salary can be applied withoutdeductions in some other way, forinstance to pay tax-free for travelexpenses or a study course. The Income Portal can be accessedfrom anywhere in the world via theInternet.
Since it also incorporates a personalincome organiser, employees cangenerate an overview of their entirepersonal financial housekeeping.The Facilicom Income Portal wasintroduced at the start of 2009. Theplatform’s position will be furtherenhanced during 2010, as salary slipsand annual summaries will no longer besent by post, but can be checked anddownloaded through the site. TheIncome Portal also provides access to allthe brochures, regulations, applicationforms, change forms and procedures foremployees.Facilicom will be organising workshopsin 2010, so that employees can quicklylearn all about the benefits offered by theIncome Portal. The Portal has initiallybeen opened up to over a thousand ofour indirect employees. The experiencethat Facilicom gains from this will beused to see whether this flexible systemcan be rolled out for all our employees.
Exercising influence on individual remunerationThe introduction of the Facilicom Income Portal is providing indirectemployees with many more opportunities to exert an influence on theirindividual remuneration. The Income Portal also allows people to derive themaximum benefit from all the fiscal opportunities available within the law.
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Every year begins with a kick-off meeting at Facilicom, where most ofour 2000 executives come together to get the New Year off to a start.
They are told about performance over the past year and ambitions for the New Year. Just asimportant is the fact that all the executives get a chance to chat among themselves informally.
Annual kick-off for 2000 executives
All of the Facilicom divisions keep up-to-date onperformance on a week by week basis. This allowsus to tell the executives, right at the start of Januaryduring the annual kick-off meeting, all the detailsabout turnover and results for the group, thedivisions and even the business units. Chairman ofthe Board, Hans Gennissen, and the divisionaldirectors always project their presentations into thefuture, however, to include a consideration of theirambitions and objectives for the New Year. We alsofind it extremely useful that virtually all the executivesare there to hear Hans Gennissen’s opening
address. After all, this is where they can hearchapter and verse concerning the group’s centralobjectives. For instance, the Chairman of the Boardwas able to explain, during his presentation at thestart of 2009, that the business would be takingfurther steps within the field of corporate socialresponsibility.The margins available in the facilities industry aresmall. Moreover, Facilicom prides itself on being oneof the most efficient suppliers. This is why the boardregard it as important to keep all of the executivesup-to-date on the details of the company’s financialperformance, which is also warmly appreciated bythe employees in question. The kick-off meeting isalways very well attended, with the attendance rateregularly standing at around 90%. The increase innumbers of staff, and consequently of executives,actually meant that the company had to decamp toa larger location in 2009, which we found at thatWorld Forum The Hague, where we had plenty ofspace in the meeting rooms and very commodiouspublic areas for the various presentations and otheractivities. This was a festive occasion as well, the first meetingat the World Forum, where the assembled companycould raise their glasses to the fact that Facilicomhad generated more than EUR 1 billion of turnoverfor the first time in its existence.
Satisfaction rises among indirect employeesThe last employee satisfaction survey, in 2006, indicated ahigh degree of satisfaction among our indirect employees,scoring 7.3, although there were, as ever, areas whereimprovement could be made. Clearly we have done wellat addressing these, as the more recent measurement in2009 resulted in an increase in the general satisfactionscore to 7.6, which also indicates that the organisation’srapid expansion has been well absorbed.
The 2009 employment satisfaction survey (ESS) amongFacilicom’s indirect employees represents a benchmark inseveral respects. 1,004 questionnaires were sent out this time,as opposed to 669 just 3 years ago. The number of indirectemployees thus rose by exactly 50%, a figure illustrating howstrongly Facilicom has been growing. Our growth has clearlybeen well supported, since the employee satisfaction score has
risen significantly, from 7.3 to 7.6, signifying that the company iscomfortably ahead of the benchmark of 7.2. The ESS providedyet another interesting figure: involvement among our indirectemployees returned a score of no less than 8.6. The previoussurvey had thrown up three points for attention, dealing withremuneration, opportunities for development and personal worth.We subsequently took action to improve these areas, so it’slogical that this ESS also looked into the scores for theseparticular points. We have a real result here, as the figures werehigher for all these points, some of them significantly higher.Paying extra attention to specific aspects often results in otherareas being slightly overlooked, but there is no evidence of anysuch effect at Facilicom. The company’s scores were better thanin 2006 for every element. 649 employees actually completedthe questionnaire, representing 64.6% – or nearly two thirds – ofthe total indirect workforce, which is also a fine score.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group20
Even with the economy in the doldrumsat the moment, it’s not easy to find goodemployees, and this will only get harderwith the general ageing of the population.That aside, it’s obviously good for anorganisation’s stability and continuity ifknowledge and experience are not onlyretained but also used to best advantage.Facilicom is proactive on a number offronts, encouraging long-termemployment. For instance, we havesuccessful management developmentprogrammes, designed to continue thedevelopment of the competencies andqualities of talented managers.Surprisingly often, the people taking partin these programmes advance so well intheir own positions that they quicklybecome eligible for attractive careerpromotions. This may well involve a stepaway from their own company, althoughstill within Facilicom.In 2009, so many people took advantageof this ‘springboard’ to find a newchallenge within the company that the
column in the staff newspaper, alsoentitled ‘Springboard’, managed to stayfull of the vacancies they generated forthe whole year. The new operationaldirector at Tapwacht was a productionmanager at Trigion in his last post. Thenew commercial director at Prorest alsocame from Trigion, where he had beensenior sales manager. The divisionalmanager for personnel affairs at Proresttook the opposite route and now has thesame job at the (much larger) Trigion.Breijer Elektrotechniek found its newcompany head at Trigion Services, wherehis job had been that of regionalmanager. The food product manager atGom found a new challenge withAxxicom, where he is now the businessunit manager for Home Care - and theseare only the most noteworthy cross-division career moves made during theyear under review.Of course, we’re not always successful inretaining good people. Certainly in earlieryears – when Facilicom was still slightly
smaller – many people with proven talentmoved elsewhere to further their careers.Remarkable enough, however, thesepeople bear no ill will towards Facilicomat all and often remain good contacts,even if generally on an informal basis. In2009, Facilicom decided to take greateradvantage of this. A special party wasorganised in January for formeremployees, with the aim of rekindling oldties and letting them know about thecareer opportunities currently availablewithin the company. There was greatappreciation for the fact that Facilicomwas entirely happy to re-employ thesepeople and offer them excellentprospects, something that othercompanies are struggling to do. Twoexamples would seem to show thatpeople are quite happy to come back.Prorest succeeded in appointing a newdivisional manager for personnel affairswho had apparently worked for thesecurity division at one point, but whohad been pursuing his career in theintervening years at companies likeAhold, Zara and Shell. The new P&Odirector at Trigion moved over from Joopvan den Ende Theatre Productions, butwas already quite familiar with her newemployer, as she worked at Facilicom foreight years at an earlier stage in hercareer.
Optimum profit from knowledge and experience
Knowledge and experience are worth their weight in gold. Our policy atFacilicom is to hold on to our people, and we can only succeed in doing so ifgood employees have adequate career prospects. Facilicom always tries toprovide these. In recent years, in particular, this policy has acquired an extradimension, with increasing numbers of people continuing their careers at adifferent division, rather than progressing within their own company. This is awin-win situation, as Facilicom also derives a benefit, of course.
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Facilicom, as well as the divisions, all runexacting programmes for senior manage -ment. Skills training and introductorycourses are also available virtuallyeverywhere. Yet again, in 2009,extensive programmes were initiatedthat allowed operational employees tocontinue their education and thusachieve higher levels. During the year, Prorest started trainingall of its 600 catering employees to be‘Professionals with Passion’, using anextensive workshop format, which stemsfrom the desire on the part of employeesto become more involved with the food.Prorest is using this opportunity toexpand their training to include hosting,customer orientation and restaurantambience and decor. The cateringcompany developed the programmebecause of rising standards in thecommercial catering sector. Companyrestaurants are increasingly viewed asan important secondary term ofemployment, and are therefore oftengiven the ambience of professionaloutlets. The right employees for these
venues are those who are passionateabout dreaming up, preparing andpresenting lunch menus and treatingtheir guests properly. Gom initiated atraining programme in 2009 to increasethe standards among middle manage -ment and employees, such as sitemanagers, to level 4 secondaryvocational education (MBO). This isunique, since the highest level in thecleaning industry until now was MBO 3.The teaching programme wasdeveloped in-house, started in 2009 andwill continue to be rolled out during2010. The intention is for all of the 600+indirect managers to take the course.The process can take up to three years,depending on the participant’s startinglevel. Gom is investing in these trainingcourses in order to be able to meet theever-increasing expectations of itsclients. The cleaning company alsoconsiders that the investment will resultin greater efficiencies on the workfloor.At Trigion, the assumption is that all ofthe operational employees can achievehigher levels. With the founding of the
Trigion Academy in the autumn of 2009,a training process was initiated that willbe compulsory for all team leaders.Generally speaking, they currently workat MBO 3 level, but the programme atthe Trigion Academy should let themachieve a diploma at MBO 4 level. TheAcademy was also opened up to alloperational employees at the start of2010. They are not obliged to take thecourse, but if they do so successfullythey can achieve a diploma at MBO 3level, whereas they are normally onlyworking at levels MBO 1 or MBO 2.Trigion expects that no fewer than 2,500security staff are keen to go back toschool. In the meantime, the securitycompany wants to use the TrigionAcademy to pull in the security staff ofthe future. In Trigion’s view, standardswithin the security industry mustincrease, and the company wants to beat the forefront of this move. Oneadditional benefit is that there is now anideal link between the different levels.Promotion within the security industryhas always been a major problem.Thanks to Trigion’s training programme,security workers will soon be able tostudy up to MBO 4 diploma standard,thus becoming highly qualified teamleaders. Team leaders can then go on tograduate level studies and advance tothe position of district manager.
Divisions investing heavily in training coursesIn a year when the economy was stagnating, the Facilicom companies haveactually continued to invest heftily in training. The divisions want to be in aposition to make a difference sooner rather than later. The quality of ourservice provision can be increased even further with well-trained people. It’sworth mentioning the special programmes being applied by companies suchas Prorest, Gom and Trigion for investment in their employers and theiroperations.
Special anniversary employee numbers on the increaseFacilicom is a great advocate for long-term employment.This is not because of the general ageing of thepopulation, but has been a matter of policy since day one. It is evident from the growing number of employeescelebrating anniversaries: 371 employees received thespecial anniversary pin in 2009.
With 303 of these employees in 2008, 371 last year and a fore -cast of 442 this year, Facilicom will have to keep investing heftilyin these anniversary pins! It’s a major investment in any case, asthe Facilicom awards are made of solid gold inlaid with diamonds.There are different pins for 12.5 years’ and 25 years’ service. Our long service award winners might just get a little somethingextra financially as well, and there’s also a beautiful watch for
those celebrating 40 years with the company.The pins and gifts are handed over at the annual anniversaryevening, to which the award winners are invited with theirpartners and managers. Facilicom lays on transport for thosewho need it. What was particularly special about the celebrationevening this year was that it was hosted by the 81-year-old MrGeurts, founder of Facilicom, whose involvement with thecompany has been behind the scenes since 2004. He made aspeech, congratulated all of the award winners in person andhad photos taken with them. Mr Geurts plans to continue doing this for as long as his healthallows. He is deeply convinced that these employees (oftenoperational workers) are ‘the stars that make Facilicom shine’,and he enjoys thanking them personally for their contribution.
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Health at work
Employees registered for Amber AlertAll Facilicom employees using a company mobile phonewere registered for Amber Alert in 2009, a system that thepolice can use to call on the public for help if children gomissing or are abducted. Facilicom’s campaign meansthat the police have instantly gained 3,600 extra pairs ofeyes.
Many children go missing or are abducted every year,sometimes with tragic results. The public can help in findingthese children quickly. The Amber Alert system developed bythe police allows them to make an instantaneous call on thepublic if something has happened to a child. Amber Alertoperates by text message, e-mail and instant messaging. Withone press of a button, the police can alert everyone taking part
in the system. This vastly increases the prospects of asuccessful outcome when a child goes missing. After all, themore people there are having a good look around, the greaterthe chance is that a child will be found quickly, safe and well.Facilicom regards it as appropriate, as an aspect of corporatesocial responsibility, to encourage all of its employees to be onthe alert if children go missing. This is why the companydecided to register all 3,600 company mobile phones for AmberAlert. This instantly gives the police 3,600 extra pairs of eyes,throughout the Netherlands, since Facilicom has 80 or sobranches and clients in every outpost of the country. Facilicom’scampaign has been welcomed enthusiastically by ouremployees.
Achmea’s ‘Present’ package offers anumber of services and measures topromote employees’ health and vitalityand prevent sick leave, or at least limit itto the very minimum. For instance, thepackage incorporates generous pay -ments for all sorts of preventive training
courses, such as training for liftingweights, but there are also opportunitiesto be paid to take courses for stoppingsmoking or lifestyle training. If anemployee is off work ill, or at risk of this,managers or employees can now call onphysiotherapists, psychologists, social
workers or employment conditionsresearchers, either free of charge or atdiscounted rates. Employees can alsoask Achmea to be put on a waiting listfor specialist treat ment, even if theirhealth insurance is tied up with adifferent insurer. In certain cases,employees are entitled to home care, for instance if an employee has to carefor an ill partner or child. If an employeewho has been unwell recovers to theextent that they can start work again,but is unable to use his own transport or public transport to get to work, thenthere is an option to hire a taxi service.
Facilicom does a great deal about trying to prevent sick leave. We pay a lot ofattention to maintaining a healthy working environment; there is high-qualityassistance available if employees become ill; and if reintegration is required, itcan quickly be provided thanks to our in-house integration staff. Through ajoint venture that was started in 2009 with Achmea, managers and employeescan now much more easily deploy professional assistance for sick leaveprevention and rapid recuperation.
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Commercial reportReports from the divisions at home and abroad
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Cleaning activities: Gom scores with result-focused cleaning
Cleaning division hit by the headwind
‘The headwind we were facing in the cleaning industry put considerable pressure on growth of turnover’, says Rob Alsema,managing director of the Cleaning Division. ‘This was partly dueto the loss of Amsterdam Schiphol Airport as a customer afteralmost 20 years. Also, the economic situation forced our customers to undertake cost-cutting exercises. Then they wouldask us if we had any suggestions for further temporary cost-saving opportunities, for instance by reducing the frequency ofoffice cleaning. Fortunately, this was all properly agreed and generally there were no major risks as far as quality was concerned: our clients appreciate that a dirty working environ-ment is of no benefit to the productivity of their own staff.’ The present market situation means that clients are focusing increasingly on price, particularly on large tenders. ‘Some cleaning companies deal with this by tendering extremely lowprices. This is not the way we operate; we don’t want to submita tender at a level where we can’t guarantee the quality. We canalso see that everyone loses out with this approach: the pricelevels mean that quality is under severe pressure, so that thecontract is often re-tendered prematurely, but our choice meansthat the growth rate we want is certainly under pressure.’
Turnover still stable‘The adjustments we’ve made to our commercial organisationhave allowed us to take advantage of the changed market situation. This is one reason why turnover has remained stable. ‘The result has even improved slightly, because we took a longhard look at our operational organisation. Our regional cleaningcompanies also managed to maintain turnover at an appropriatelevel. They work mainly in the SME sector, and while pressure onpricing is certainly noticeable there, we have noticed that theseclients seem to pay more attention to quality aspects and addedvalue.’
Gom CareSupport stood out among the specialist companies. ‘It was another successful year for this business unit. With twohospitals as new clients, turnover increased significantly, whilethe results were preserved.’ Gom regards the care sector as agrowth market. ‘We set ourselves apart from other bidders because of our approach. We’ve trained all our employees notjust to make things clean but also to act as representatives andambassadors for the company.’ Gom Care Support is also spreading the range of activities beyond mere cleaning. ‘We often get tea or coffee for patients,take mobile libraries around the wards and perform bed service.This allows the hospital or care centre to focus more easily on itskey task, and at the same time allows us to provide clear addedvalue.’
Cleaning with added valueThe ‘cleaners who think ahead’ are nowadays quite often providing some added value along with the cleaning work. ‘We can clearly see the increasing importance of quality of theexperience. As one of the pioneers in result-oriented contracts,we appreciate that our work is more than just cleaning; it involves perception of the work as a whole.’ This is kept clearlyin mind when selecting new strategic partners for sanitary supplies. ‘We’ve consciously looked for partners who place anemphasis on corporate social responsibility. We regard this as anadded value, but we can only offer to provide this if our partnersgo along with us.’ The mantra of ‘thinking ahead’ took on extra significance in 2009with the setting up of a customised training process for all of the600 or so indirect managers. ‘This training process ends up witha recognised MBO diploma. It’s unique in the industry, and aunique opportunity for this group of employees. This will soonallow us to add even more value to the cleaning process, because the training course focuses on the challenges of theday-to-day work, as it looks just now, but mainly the way it willlook in the future.’
‘The mantra of ‘thinking ahead’ took on extra significance with our training processfor indirect managers. This allows us to add value to the cleaning process.’
Rob (R.J.) Alsema, managing director
The cleaning industry had to cope with a strong headwind in 2009. The businesses in the Cleaning Division clearly felt theimpact of this. Turnover remained at an appropriate level, thanks to gritty commercial efforts, while yields remain stableand even showed a slight increase, through the efficiency of the operation. Gom retained its market position andcontinues to enhance it, on principles of corporate social responsibility, further investment in result-oriented work andthe introduction of a range of innovations.
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The subtle
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approach at Rotterdam The Hague AirportClearly, Roland Wondolleck, managing director and port manager at Rotterdam The HagueAirport, believes in long-term relationships. ‘Trust is important in the aviation world. To mentionjust one example, the crew of an aircraft must be able to rely on each other completely. Weenjoy long-term relationships with our co-makers at this airport. We value loyalty and reliability:you have to be able to trust each other as people, but also as one business to another. Ofcourse, this only works with businesses that understand this, and make a priority out ofaspects like integrity and reliability.’ Rian de Jong, Gom’s operational manager, says ‘Gom hasbeen a Rotterdam-based business from the start, so it’s great that we’ve kept this relationshipgoing for so long. Our people are fully committed. The Gom employees we use here are reallyproud of working at ‘their airport’, and we have lots of long-serving employees as a result.’Roland Wondolleck adds ‘We have about a million passengers a year here, and about thesame number again of people bringing them here or collecting them, as well as other visitors.So the passenger terminal is used intensively. This means you can only keep it tidy if everyoneis motivated and knuckles down to the task. Commitment is what delivers that little bit extra.’
Extra effortsRoland Wondolleck explains ‘If, one weekend, we suddenly have planes diverted to us, orother unscheduled flights coming in, and we end up welcoming a lot of extra passengers, wehave to alter our cleaning routines accordingly. We don’t need to ring people up for this; theGom staff know what’s going on and just make sure they’re on hand. This is an absolutelygreat way to work.’ Rian de Jong adds ‘Our managers know the layout here. They knowexactly how busy things will get, and allocate their people accordingly. In summer, when thereare lots of departing holiday flights, we obviously need more people to be around. ‘We go with the flow. If there’s some special event, we can respond to it with an extra effort,so that we retain the high quality of our service. Of course, it’s absolutely essential to haveemployees who are extremely flexible, to let you do this.’ Roland Wondolleck tells us ‘I like tobe able to rely on our people in a broader sense. If there’s a sudden surge of work, we candeal with it easily if, for instance, we don’t have to hire in someone else to serve coffees orlend a helping hand, but just have one of our own people do the job instead. This subtleapproach is really important for a small organisation like ours.’
Clean means safeHow important is cleaning for an airfield? Roland Wondolleck replies ‘Very important. Thingshave to be clean and safe here.’ Rian de Jong adds ‘Cleanliness is a very important criterionfor how people perceive a place. This is why we introduced the ‘Eye-Catchers’ method a fewyears back. For instance, we don’t generally just clean toilet fitments and floors once or twicea day. No, we check them constantly, and if something’s not clean, we deal with it as fast aswe can.’ Roland Wondolleck suggests ‘There’s a large psychological element going on here.If a toilet in a restaurant isn’t spotlessly clean, then you subconsciously start to wonder aboutthe state of hygiene in the kitchens. People look critically at every aspect of the operationalprocess, and quite right too! We deal in safety, so to speak. The public expects operationalprocesses to be sorted out perfectly. If you arrive at an airport and it looks a mess, I’d guessthat people would be concerned that the rest of the operation wasn’t being properly lookedafter either. Or, to put a positive take on it, if it looks really well cleaned, it gives themconfidence in the rest of the operation; people will feel at ease and really enjoy the experienceof flying via Rotterdam The Hague Airport.’
Gom Schoonhouden [Cleaning] has now been working for Rotterdam The HagueAirport for 40 years. Once a municipal airport, this is now part of the Schiphol Group.Long threatened with closure, it’s now a flourishing regional airport with ambitions,as is clear from its new name. Gom has kept pace with every development at theairport over the past four decades. ‘This subtle approach is really important for asmall organisation like us.’
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Geert van de Laar, managing director of the Security division,puts it this way: ‘Our industry as a whole, and our company inparticular, were faced with a shrinkage in turnover during 2009.The reason for this was that we spent fewer hours working forexisting clients. We deliberately shared ideas with our clients asto how we could get through this recession, expecting that thesort of loyalty would pay for itself in terms of longer contracts.’ It was therefore warmly welcomed when Trigion once againsecured the tender for the Central Department for AsylumSeekers (COA). ‘We’ve been there for many years now, withabout 700 employees. If we’d not won this tender, it would havebeen difficult to keep the organisation at an appropriate level.’ This is because critical mass is becoming ever more important,certainly in times when the economy has slowed down. ‘So it’salso fantastic that we were able to take over the securityactivities from CSU at the start of 2010.’ He expects turnover tocontinue falling during 2010. ‘But if things don’t go crazy again,this takeover will help us to keep growing.’ One positive pointtaken from 2009 was an increase in yield. ‘Our internaloperations became more efficient. This allows for more efficientscheduling, and we’re doing even more to prevent sick leave.Less hiring in, less overtime and less sick leave will mean thatthe costs will also be lower than in previous years.’
Growth also achieved The shrinkage had its primary impact on Trigion Beveiliging[Security], with the traditional security activities, but the divisionstill managed to achieve better yields, partly because of apositive development with mobile surveillance, which had beena source of concern for some years. ‘There was fine growth atSupervision & Enforcement, which doubled its workforce to 300.One of the contracts we succeeded in winning was for about 80street coaches in Amsterdam. This proves we’re correct whenwe say that growth will mainly be confined to the public sector.’Trigion Aviation Security also had a good year. The lead-in costsfor the contract at Schiphol were incurred in 2008, leaving
scope for investment in quality in 2009. ‘This has let us meetthe high demands imposed by this particular customer.’Trigion Services managed to achieve growth of about 7%. ‘Thedegree of outsourcing for these services is not yet as large as itis for security. Even in these days of recession, however, asignificant number of companies have decided to fall back ontheir core business and outsource the services.’ The yield fromthis business unit is also stable. The Alarm Service Centre (ASC)grew the most, increasing its turnover by no less than 20%.‘This is partly because we’ve integrated the alarm centre forHBD Total Security, which we took over in 2008, but mainlybecause of autonomous growth. Many installation companiesrecognise that ASC is the leading alarm control centre.’ TheTeleservice activities also performed well, particularly remoteservice desks. ‘We’ve already managed to draw in a range ofmajor clients for these activities, and we’re expecting furthergrowth in the future.’ Finally, Trigion Research, Consultancy &Training also saw an increase in turnover, but has not yet gotitself out of the red. ‘This will definitely change in 2010.’
Investing in qualityThe security division has made substantial investments inquality. ‘We’ve really focused more seriously on accountmanagement, to retain clients and also some flexibility abouthow we can deal with them in these difficult times. We want toget closer to our clients. We’ve prepared account plans, agreedSLAs and looked at whether we can work even more efficiently,using a quick security review.’ Quality in general has had a sub -stantial boost through the foundation of the Trigion Academy.The idea is that all security staff will be able to receive educationand training to a higher level, and the training programme isactually compulsory for the 300+ team leaders. This furthereducation goes beyond discipline-based knowledge. ‘Peopleare our capital. There’s also considerable keenness among ouremployees to continue their educational development. That’swhy we decided to invest in this aspect. Against the trend,perhaps: other security companies might well be economising ontraining courses. We don’t want to do that – we’re looking forhigher levels of security work. We think this is the way ahead.’
For the first time in decades, the security industry in general and the Security division of Facilicom were faced with aslight shrinkage. The main impact of the recession was in sectors where companies like Trigion also operate, such asfinancial service provision, (heavy) industry and the ports. The shrinkage in orders is expected to continue in 2010, but thedivision should manage to compensate for this thanks to taking over the security activities of CSU Security Services.
Security activities: increased yields in 2009
Trigion detects the first signs of a slight shrinkage
‘Quality in general has had a substantial boost through the foundation of the Trigion Academy.We’re looking for higher levels of security work. We think this is the way ahead.’
Geert (G.C.A.H.) van de Laar, managing director
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A remote service desk, 60 km awayThe business parks at Schiphol obviously have a fantastic location, easily accessible by car, at a stone’s throw from the airport terminal, with buses, trains, taxis and taxi-buses runningcontinually to and fro. The companies that lease office accommodation from Schiphol RealEstate are not, however, all linked with the aviation industry like KLM, but have often selected the site because of its wide range of facilities and strategic position. Schiphol Real Estatemanages the entire property chain; town planning aspects, project development, investmentsand technical and commercial management. Technical manager Frans Jansen, from the RealEstate Management department: ‘We do everything we can to attract new tenants and keepexisting tenants satisfied. This is why, for a long time, all the defect reports were dealt with byour own technical managers. Then you know exactly what’s going on in the properties.’ But thiswas not the ideal solution. ‘There are also times when you just can’t pick up the phone. That’swhy we decided, 2½ years ago, to outsource the telephone service desk to Trigion.’
Removing all concernSetting up a service desk 60 km away was certainly no easy task. ‘Here, the phone was alwayspicked up by people with a technical background. Also, the technical managers knew theproperties inside out. This was not the case at Trigion.’ Richard Hagen, team leader of theFacilities Service Desk at Trigion, ‘For the first few months, our service desk employee wasbased here. He also visited all the properties we look after, so that he knew what he was talkingabout.’ ‘We prepared a manual, setting out how our Real Estate Management System works,because the service desk at Trigion logs into our system and uses our software over a VPNconnection. There were a few problems with this at first,’ says Frans Jansen. As soon as areport has been recorded, the computer system automatically generates an e-mail to the correctmain contractor, which doesn’t really involve any work. Richard Hagen comments ‘First andforemost, it’s good for users to report any defects and then get personal assistance from anemployee on the service desk. This allows you to ask a few more questions, or dissipate someof their concerns. Also, the service desk employee needs to weigh up whether or not the defectis urgent. Only people can do that job, and we keep the users informed if a repair is likely to takelonger than expected.’
Follow-up monitoringFrans Jansen tells us ‘It took quite an effort to set up the remote service desk. It was a learningprocess, but it’s running really smoothly now. One important advantage is that the technicalmanagers now have less of a hands-on approach, and they don’t need to get lost in the details.It’s only if a real calamity occurs that we want to know about it straight away. The system worksbecause sound arrangements were made, and Schiphol Real Estate gets reports aboutwhatever is happening and how the incidents are being followed up.’ Richard Hagen points outthat ‘Keeping tabs on the repairs is an important aspect of the work. Are they being sorted outwithin the agreed time limit? Has the problem really been resolved or are there still likely to beproblems? Does the system there be need to be replaced? If something’s not quite right, wepass it on to Real Estate Management, and they can do whatever needs to be done.’ Frans Jansen concludes ‘So the service desk not only records the defects but also monitors thefollow-up. We only get involved if something is really urgent. This is the advantage of theoutsourcing exercise: we now get less involved with damping down little fires, and can spendour time on the structural management of the properties and keeping the users happy.’
One of Schiphol Real Estate’s claims to fame is the successful AirportCity concept at Schiphol, although it is also involved in property developments at the airports inRotterdam, Eindhoven, Milan Malpensa and Hong Kong. The company often alsomanages the real estate it develops, as at Schiphol, where Schiphol Real Estate ownsabout 500,000 square metres of real estate, spread across about 40 office propertiesand freight warehouses. The wide range of companies using these properties can reportany defects or problems to the service desk managed by Trigion.
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About two thirds of the growth for 2009 came from the takeoverof the Mondiale catering company. With 45 outlets and 100employees, the 22-year-old catering company was an excellentacquisition for Prorest. The takeover also added some appealingclients to Prorest’s portfolio, including Adidas, Seiko, Bata andthe Dutch Association of Water Boards. The acquisition wasquickly integrated within Prorest, as managing director DickBennink confirms: ‘By and large, it went extremely well. This is clear from satisfaction surveys among clients andemployees. It was only the transfer of these clients to a differentadministrative system that took a bit more effort than expected,but this has now been resolved.’ Prorest also managed, yetagain, to achieve excellent autonomous growth. ‘This was partlythe result of multi-services contracts concluded by FacilicomFacility Solutions, which involved our company as well. This wasvery welcome.’
Reducing costsCorporate catering is suffering with the economy in its presentcondition. ‘There is less going on, and therefore feweremployees, so that visitor numbers at company restaurants arealso down. We often feel that we need to bring the costs downbecause there are fewer guests, but if we don’t do thisourselves, it will often be suggested by the client anyway. Westarted off with savings in relation to banqueting activities, butlater in the year we also started getting requests to see whetherwe could reduce our staffing ratios in restaurants.’ He feels thatthis is not a permanent problem, however. ‘The trend is actuallythat more and more companies are appreciating the companyrestaurant as an important secondary employment term. Wehave a good few clients who are making an extra investment intheir restaurants because they know that the recession is justtemporary and that the constraints in the employment marketare likely to ease quite soon. This really is a plus point if you
want to appear to be a model employer, doing everything tokeep your employers happy.’
Consolidation and investmentHe still expects 2010 to be a year of consolidation, however,and perhaps that’s no bad thing. ‘We’ve grown by about 55%in recent years. That’s fantastic, but now’s the time to standback and take a good look at the internal organisation andperhaps rein things in here and there. ‘Of course we’ll continue to apply for tenders; there are a fewlarge ones going around at the moment and it would be reallygood if we won some of them, but of course some contractsare expiring as well.’ The company will also be looking to see whether it can improveits internal efficiency even further in 2010. ‘We invested in an e-learning programme in 2008 and 2009, forinstance, to integrate new employees and familiarise them withthe culture at Prorest as quickly as possible. Now we’rebeginning to see the fruits of this.’ But there is still scope forinvestment. ‘We are continuing to run the ‘Professionals withPassion’ workshop, which every one of our employee shouldeventually be able to take. Delicious food and hospitality are ourcore business, and we want people to focus on this from topmanagement to the shop floor. We believe that this is a sensibleinvestment, highly appreciated by employees and clients alike.’
Assisted by the takeover of Mondial Cateringservice, the Catering division managed to achieve growth of 20% or so in2009. One element of this was an increase in turnover of no less than 55% for Prorest inside two years. These are allgood reasons for setting about some consolidation during 2010. This also makes sense if one considers the economictrends that affected the industry in 2009. Prorest also managed to achieve a healthy return during the year under review,despite working into a headwind.
Catering activities: consolidation is the by-word for 2010
Prorest’s growth based partly on takeovers
‘We’ve grown by about 55% in recent years. Fantastic, but now’s the timeto rein things in here and there.’
Dick (D.G.) Bennink, managing director
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More bio for the same budget
Prorest has been providing the catering at the town hall for three years now. Thelocal authority is already using Prorest’s ‘ProFit’ programme, which encourageshealthy eating, but its new policy means that Wouter Bos, procedural coordinatorfor facilities, now wants even more. ‘In 2010, at least 50% of all procurement bylocal authorities will have to be sustainable, and Heerhugowaard wants to take thisjust a little further.’ The bar is also being raised for the in-house restaurant. Thelocal authority wanted it to be not just sustainable and healthy, but preferably alsofair trade and biological. Remco Koster, site manager for Prorest, was quite clearabout this: ‘I started making a lot of use of bio-products as a result. They’regenerally sustainable too, and often healthier.’ No less than 60% of the range hasbeen bio-produced in the restaurant since 1 September last year. Koster says ‘It’shard to push that figure up. Some products just can’t be obtained in bio forms,while others are really just too expensive.’
Not a penny moreThe operation has been implemented on a budget-neutral basis. The local authorityis still subsidising the catering, but by not a penny more than before. Nor havethere been any significant price rises in the restaurant. Buying has, of course,become a little more expensive, but this has been cunningly offset. Wouter Boscomments ‘The selection of salads is not as large as it used to be, and we don’tmake any really elaborate products. We’ve also cast a critical eye over how muchtime the catering staff use. Now, for instance, the restaurant is only open for anhour and a half, rather than two hours. ‘The service for meetings stops at 16.00 instead of 17.00, and we have fewer staff working on Fridays, serving a more restricted range, because a lot of theemployees are either off work altogether or only work in the morning.’ But Prorestlooked elsewhere than just front of house. Wouter Bos, again: ‘We scrutinised thewhole process. To mention just a couple of examples, we replaced the light bulbsin the restaurant with energy-savers, we carefully sort out the waste and there’smuch less wastage now because we use fewer disposables and work more withcrockery and cutlery that we can wash up.’
‘It’s definitely feasible’‘This is unique’, says Wouter Bos. ‘I don’t think you’ll find this in many other places,and certainly not in the commercial catering sector just yet. We’re also setting anexample to other businesses in the community with this. Many organisations stillhave a mental block about using bio products. They think it’s impossible, but it’sdefinitely feasible. You certainly need a caterer that is prepared to invest some timein the exercise, work it all out and set down a vision in black and white. Prorest didthis for us. Of course, if they hadn’t, I would probably have become dissatisfied andI’d maybe have put the catering out to tender again. A supplier obviously has to beable to take on board the client’s vision and mission. Prorest came up trumps forus, and the result is very pleasing. Prorest’s achievements here fit our budget andour organisation’s policy, but it’s even better than that. It’s also being welcomedwith open arms by our employees. We’re not hearing any mutterings, and generallythat’s a good sign. It seems that this much in the way of bio-products is alreadybeing regarded as normal here in the town hall.’
The town of Heerhugowaard has made a standard out of sustainability.Businesses and citizens are encouraged in all sorts of ways to help inachieving these great ambitions. The local authority is itself setting a fineexample. Even the catering in the town hall has had to move with thetimes.
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Axxicom Personnel Services, the business unit that dealt with the division’s outsourcing activities, suffered greatly from therecession. ‘We’d already curtailed activities in the business unitduring the spring of 2009, but when it became clear, later in theyear, that we were still making significant losses, we were forcedto take a decision on halting these activities. It was a question ofeither continuing to invest in the outsourcing activities, in the hopethat things would come good again, or using the finances, energyand people for a new activity. We decided on the latter course,and focused strongly on Axxicom Home Help in 2009. Theoutsourcing bureau has not yet been officially dismantled, asthere are still some ongoing contracts being completed, but mostof the people have moved on from it. ‘Luckily, we were able tohelp nearly everyone to get a new job within the organisation.’ Facility P&O Services, Recruitment & Selection also got abuffeting from the headwind. A decision was made for thecompany to focus on activities for Facilicom companies for thetime being. ‘It now operates a sort of internal mobility bureau,relocating people who are supernumerary within Facilicom, butas soon as the market picks up again, we want to resumerunning these activities externally.’
Axxicom Airport CaddyAxxicom Airport Caddy is doing well at Schiphol. Although thenumber of travellers at the national airport fell substantially,Airport Caddy was actually transporting more people who hadlimited mobility. ‘The client has asked us to take a close look atcosts, so we’ll be doing this in 2010.’ On the other hand, thedivision is also busy looking into what other activities it canundertake in and around the airport. ‘So we’re now in the race tomanage the Schiphol Transfer Assistance, a sort of rendezvouspoint where taxis and coaches from all over the country canoffload and pick up their passengers. This is closely akin to whatwe’re already doing, because most of the people we transportare already travelling to and from the airport using buses, taxis-
buses or taxis, so this would be a nice extra job for us, whichwould let us do our work even better because we would thenhave a better picture of whether passengers were arriving orabout to depart. Schiphol also wants us to enthuse people moreabout the idea of using Schiphol Transfer Assistance.’
Axxicom Home HelpAxxicom Home Help was busy all year issuing quotations tolocal authorities. This resulted in no fewer than 110 contracts,spread throughout the entire country. The vast majority of these contracts only came into operation on 1 January 2010.‘This has turned out to be a really successful exercise for us,particularly if you realise that we didn’t apply for work every -where. A lot of local authorities are offering rates that we findirresponsible, so that we’re not looking for a contract with them.Of course, we have to be able to provide good care, and theoperation has to be profitable.’ Axxicom Home Help was not, in fact, the sole bidder in any of the local authority areas. ‘Many local authorities work with two or three bidders, andsome of them up to 18. Sometimes Axxicom is the first to beapproached and sometimes it’s completely random; in thesecases, it might be an advantage that our name starts with an A,so we’re at the top of the list!’ All things said and done, thecompany has secured a contract from virtually every localauthority to which it has issued a quotation. The division also invested in a system in 2009 allowing its peopleto prepare their own schedules. ‘We set ourselves apart from the competition because we work really efficiently, with smalloverheads, and this will improve still further thanks to thissystem.’ An important point of reference for ‘the new name inHome Help’ is the joint venture with the Utrecht-based companyAveant, which provides an amazing 370,000 hours of home helpeach year. ‘This is going splendidly, so it makes an excellentbusiness case. The other good news is that this permit has beenextended by three years with effect from 1 January 2010.’
The difficult economic undercurrents have had a marked influence on the personnel services division. When a significantcurtailment of operations turned out to be insufficient, a decision was taken towards the close of the year to terminateoutsourcing activities entirely. Fortunately, most of the employees could be deployed elsewhere in the company, since,for instance, more people were needed in order to place Axxicom Home Help more firmly on the map, and this wassuccessful; the home helps are now operating in 110 local authority areas.
Personnel services: strong emphasis on domestic care
Axxicom stops outsourcing activities
‘Axxicom Home Help has managed to conclude 110 contracts, spread throughout the entire country.We’ve secured the contract for nearly every local authority where we’ve issued a quotation.’
Simone (S.H.) Schraepler, managing director
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Providing a higher quality of home help
Axxicom has been involved in home help since 2007, when the company took over themanagement of about 1,000 home care workers from the Utrecht-based company, Aveant. In2009, the company also decided to start offering help itself, without entering into any localalliances with existing care institutions. Axxicom Home Help focused on those areas wheretender procedures were going on, and applied to three local authorities. ‘We were given thego-ahead in all three of the local authority areas,’ says Patrick van Meeuwen, business unitmanager. ‘Because we started on a small scale, we had time to build up a solid foundation forour back office. We started applying to many other local authorities in the second half of2009. This really was successful, as we secured contracts almost everywhere we applied.Since 1 January 2010, we’ve been operating in 110 local authority areas rather than just four.’
Strict requirements It was something special for Axxicom, as a newcomer, to get the green light to carry out workin Rijswijk. The local authority, which was obliged to issue tenders for care under the SocialAssistance Act for the second time, had many requirements. The SAA coordinator is Jos denHarthogh: ‘We imposed a good number of strict requirements on the quality of the care, aswell as the quality of administration and the organisation. For instance, organisations couldn’treject clients; clients had to be helped quickly, so there could be no waiting lists; there had tobe an arrangement for stand-ins in the event of sickness or holidays; and organisations had to be able to provide emergency care.’ When the tender documents were being considered,price counted for 30% and quality counted for 70%. Patrick van Meeuwen comments‘Halfway through 2009, Ms Bussemaker, the then Secretary of State for Public Health, statedthat there had to be improvements in the quality of home help. The local authority in Rijswijkwas a pioneer in this area, as many local authorities are taking exactly the opposite view, with the price counting for 70%.’
Entirely satisfiedRijswijk and Axxicom Home Help complement each other well, feels Patrick Van Meeuwen.‘Axxicom Home Help wants to supply quality, so we have a lower limit for what we regard asan acceptable rate. We never dip below this, because then we’d be unable to provide theright quality.’ Rijswijk also appreciates that ‘cheap’ can often turn out to be ‘expensive’ in thelong run. ‘You can drop towards the lower end of the market, but at the end of the day youonly get poorer care. Some organisations have actually folded because of these low rates,and this is not what you want as a local authority, because this would pose problems for a lot of our clients. We hope to achieve a better balance, by investing a little extra, between thework done for people at home and the care organisations’ cash books.’ He is satisfied withthe tender. ‘I’m now evaluating the contract, and I get the impression that we’ve achievedwhat we set out to get: better quality. What’s more, I hope we’ll be able to decide that thequality of the bidders is so good that we won’t have to re-tender in 2011, but just extend theexisting contracts.’ He agrees that it was exciting to set out on this voyage of discovery withAxxicom, an organisation that was providing home help itself for the first time. ‘But thecompany met all the requirements and was therefore awarded a contract, and Axxicom HomeHelp is making it happen as well. Things are going well, according to the feedback we have.We’re entirely satisfied.’
Axxicom Home Help started applying for local authority tenders on its own for thefirst time in 2009. This was a good time: virtually everyone thought there was a needto increase the quality of care, and quality was exactly what Axxicom wanted toprovide. The local authority in Rijswijk was one of those wanting an improvement inhome help. Axxicom Home Help could easily accommodate the high requirementsimposed by the local authority, and was given the go-ahead to start work from 1 April 2009.
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The order book was still quite full at the start of 2009, ‘But wesaw the market falling away rapidly,’ says Tokunbo Weststeijn,the company’s managing director. ‘This prompted us to startlooking straight away at where we either could or had toreorganise. Unfortunately, we had to lose a few dozenemployees, including those at our architectural office, E3D,when we decided to close down these activities. We also madeuse of part-time unemployment benefit arrangements at someof the business units.’ There was a major push for efficiency inBrabant, where the installation work was amalgamated with thatof Van Heeswijk. ‘We also tightened our belts as regards cashmanagement. Because we’re all on the ball, this substantiallyreduces our need for cash, in turn saving us a great deal ofinterest.’ The company also continued to place increasingemphasis on quality across its whole range. ‘The best thing todo is to get the job right first time, to avoid any extra costs. This probably also means that a client will think of you first onanother occasion, and invite you to suggest your price.’
Mainly government contractsThe company had, of course, predicted that the market wouldchange to a buyer’s market. ‘But what really surprised us was that very few contracts were being dealt out by private businesses. We’re now dealing mostly with government andquasi-government authorities. For instance, we’re doing a lot forschools, we’ve won an excellent contract for a university andwe’re working for the Netherlands Association of Local Authorities. Our advantage is that we’re already doing a lot inthis sector, so our name is well known. Obviously it’s really niceto see that our list of achievements includes the Tax Office inDoetinchem and the renovation of properties for the Council ofState. ‘This means that we’re often asked to issue a quotation, so oursound financial position is also a major advantage for us, notjust because we’re part of Facilicom, but also because we’re
good for the contract or our own. Clients really notice this.’ Allthings considered, the company has managed to keep its orderbook very well filled. ‘We’ve got around 10% fewer contractsthan we did at the same point last year, but we’re also reallycritical about them. We have a policy on submitting tenders. We prefer a little less turnover if the yield is at the right level to awhole bunch of contracts at bid prices that are just too low.’
Successes in 2009Breijer is taking full advantage of the combination contracts thatFacilicom Facility Solutions has managed to win. ‘We join in withthese, just like the other divisions, but sometimes take the leadourselves, and you can expect us to win these combinationcontracts, because Breijer has such a good reputation. We’realso performing really well in the ongoing contracts at themoment.’ The long-term maintenance contracts, and the factthat Breijer can deal with these anywhere in the country, aresignificant trump cards in this game. ‘This type of activity isincreasing in its importance to us, which is a good reason for putting in some extra effort. We reorganised ContractManagement into a separate business unit, and its activities will now be confined to maintenance. Its director can nowconcentrate fully on winning more maintenance contracts.’ One new initiative is Breijer Legionella Prevention. ‘Businesseshave to make provisions for this, but are often hard-pressed tocomply with the rules in-house. We can take care of the entireprocess for them. This has been so successful that we’re goingto set up a separate company just to deal with these activities in2010.’ Breijer undertook a lot more work in 2009 on stoneworkrenovation, and is also now doing restoration work. The divisionis also ramping up its score in relation to fire safety. ‘The collaboration between Breijer Fire Prevention and TrigionSafety Technology has been enhanced. A third company was infact set up under the same umbrella in 2010: Breijer Fire Safety.These companies are also managing to generate a continualflow of income from maintenance work. In 2009, for instance,we won contracts to maintain many thousands of manual fireextinguishers.’
Although the recession has continued to wreak havoc in the construction industry, Breijer Construction & Installationsurvived 2009 on a good footing. Turnover fell back slightly, but yields improved strongly, mainly because Breijeradjusted succesfully to the circumstances in good time. The market is unlikely to improve in 2010, but the companyhopes to remain stable by issuing quotations as a matter of policy. In the meantime, Breijer is grabbing chances in a widerange of niche markets.
Construction and installation activities: new initiatives appear to be successful
Temporary reorganisation preserves the strength of Breijer
‘Our sound financial position is also a major advantage for us, not just becausewe’re part of Facilicom, but also because we’re good for the contract on our own.’
Tokunbo (G.T.) Weststeijn, managing director
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Construction process optimised through the use of Breijer used Building Information Modelling (BIM) for the first time in 2009, during construction ofthree detached office buildings that the company was constructing in Berkel and Rodenrijs, withSWA Vastgoed as its client. Project manager, Wesley Verhaert, explains ‘Normally, the architect andthe builder work with plans and elevations in 2-D. These provide a limited picture, so it becomeseasy to miss something. BIM converts these two-dimensional drawings into a 3-D model. Thisprocess then allows us to see exactly where the structure is at odds with the architectural design.’Klaas-Jan Boer, of BOAG Advies & Management, who was supervising construction of the buildingon behalf of SWA Vastgoed, says ‘Clashes are commonplace, and result in costs for defects. If a prefabricated stairway doesn’t fit, not only do you have to get a new stairway ordered, but italso causes a delay in the construction work.’ Wesly Verhaert agrees. ‘The steel manufacturer in Maassluis and the stairway manufacturer in Bunschoten only look at their own parts of thearchitectural drawings. They have no global overview and no consultation process. The BIM moduleprovides this for them.’
Easily paying for itselfBIM is, in fact, a lot more than just a computer program that can work in 3-D. Wesly Verhaertexplains ‘We’re actually hiring in a service. The company we’re working with not only prepares the3-D model, but also goes through it in detail for any errors. There is therefore a single architect wholooks at the full package, checks everything and then works out and sees where there will be anyclashes.’ Klaas-Jan Boer agrees: ‘Information is becoming more important all the time in construc -tion. BIM can develop into a central source of information for every construction project.’ WeslyVerhaert goes on ‘Then, of course, you have to do something with that information. Based on theresults of the BIM model, we’ve held a number of joint sessions with all the parties round the table,including the client. Through discussing any problems that are identified in this way, you can quicklyreach solutions, because everyone can throw in suggestions based on their own area of expertise.’This saves a great deal of time in comparison with the normal process, as Verhaert confirms. ‘We’re talking here about a project worth about 8 million, so the defect costs could easily add up to 800,000. The investment in BIM is easily paying for itself already, even if we just manage toreduce these defect costs by one per cent.’
Simulation of the construction process‘This investment has been paying its way for a while now,’ says Klaas-Jan Boer emphatically, andit’s true to say that BIM highlighted a few errors in drawings in its early days, as Wesly Verhaertconfirms. ‘A floor slab had to be adjusted because the stairway ended up on top of it; some of thelandings appeared to be at odds with those below them, because the columns on some floorswere wider than on others; and the concrete slabs for the chimney were too big, so that thebrickwork couldn’t have matched up with them, and this would have had a major impact on theappearance of the outside wall. We were able to pick up all these faults in good time, so there wasno need to incur any extra costs, and there was no delay in the construction, either.’ Klaas-JanBoer says ‘Perhaps the next step might be to simulate the entire construction process, a bit likeSimCity, so you know exactly where your scheduling might run aground.’ Wesly Verhaert adds ‘Inany case, we want to use the BIM model more often, preferably as early as possible in the processand in conjunction with the client, because then you should be able to foresee almost anything. This should guide us towards a perfect handover and reduce defect costs dramatically. It’simpossible to get defect costs down to zero, but it would be really something if we could hammerthem down from 10% to, say, 3%.’ As Klaas-Jan Boer says, ‘It saves construction time, savescosts and also saves frustration during the construction process, so everyone benefits from it.’
Every construction project is complex, so the costs of failure are often also very high.Experts say that an average of 10% of the construction costs for every project goes ondealing with defects. Breijer Construction & Installation has therefore recently started touse Building Information Modelling. This 3-D model can show them in advance wherethere are errors in the design, saving money, time and energy.
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a 3-D model
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Facilicom Facility Solutions is happy with every contract, be itlarge or small, but of course it’s the large contracts that fire theimagination most and also, naturally, make the biggestcontribution towards growth. For instance, the divisionundertook a multi-services contract in 2009 for a well-knownstorage company. This has a knock-on effect: no fewer than 44different services are being provided at all seven sites, as far aspossible by Facilicom companies. In 2009, Facility Solutionscaptured another two of these high-value contracts. ‘But what’seven better is that we kept on growing last year in our other tworeal specialist areas, main contracting and facility estatemanagement’, says Rogier Verbeek, managing director. ‘We’renow acting as main contractor for one of the major energycompanies. This means that we don’t necessarily provide all theservices from our own companies, but just go out to the marketwith open tenders for everything. These successes confirm thatwe’re just as well-placed to fulfil an independent role.’ As far asfacility estate management is concerned, an interesting contractwas concluded with Bouwfonds. ‘We’re now managing theproperties in one of Triodos’ sustainable property investmentfunds that Bouwfonds has in its portfolio. This includes a brieffor us to make these properties even more sustainable.’
Stable growthThe division expects to be responsible for 15% of turnover forthe entire Facilicom group in 2012. ‘We still need to growsubstantially in order to achieve this, but we’re ahead of targetat the moment.’ He already knows that there will be a goodcontribution towards profits during 2010. ‘Our growth is stablein two respects: we’re seeing our order book grow virtuallyevery year by about 50%, which is quite steady going, but theother thing we see is that we’re really well-placed to deal withthis growth. This is a deliberate policy. We’re not just managingthe growth, but we’re also developing the company so thatwe’re ready for the future.’
There was a major investment in 2009 in systems and methodsthat were developed in-house. ‘We forged our PerformanceManagement System into a single entity, whereas it had previous -ly consisted of a number of different systems. This has made itmuch more straightforward, reliable and transparent. One of itsbenefits is to provide a monitor on our services, which showsus all the work we do on every contract. It lets us see, fromminute to minute of every day, what’s happening on our sites. ‘Clients are also interested in this, because it provides them with a dashboard from which they can see how costs aredeveloping, when various checks are undertaken, what theresults are and the level of customer satisfaction from individualusers, or indeed the client, at a particular site. No one else hasanything like this, which gives us an enormous advantage. Andhaving this sort of system is one of the reasons why we cancope so readily with the growth of the business.’
Separate limited company for ‘multi-taskers’At most of its sites, working smartly and efficiently equates to providing integrated services as far as Facilicom FacilitySolutions is concerned. This often requires a particular type ofemployee, genuine ‘multi-taskers’. ‘These people are what wecall tactical operators. Generally they have a pivotal role to playon site. These are the people who have a significant input inrealising our proposition. They’re often service staff with specificjobs, but might just as easily be someone who starts the dayopening the doors and sitting at the desk to hand out keys andpasses until the receptionist arrives, then looks after supplierswho turn up, sets out the dishes in the restaurant in mid-morning,tidies them away in the afternoon and then perhaps even cleansthe toilets. Expanding our team with these sorts of peoplestrengthens our position and offers our clients all manner ofopportunities for optimising their businesses. We’ve alreadyemployed about 45 of these kind of multi-taskers. The divisionitself grew in 2009 from 70 to about 80 employees, but if youlook at the bottom line now, we’re already at a staff complementof 125.’
Facilicom Facility Solutions has managed to achieve year-on-year growth of 50%. This was also the phenomenal rate ofgrowth recorded for 2009. The division won a range of multi-services contracts, allowing other Facilicom companies tobenefit as well, but also captured excellent contracts in facility estate management and main contracting. A separatelimited company has now been set up, employing 45 genuine ‘multi-taskers’. They perform pivotal roles at the propertieswhere Facility Solutions operates.
Facility management: estate management and main contracting also on the increase
Facilicom Facility Solutions grows by 50%
‘We’ve also shown strong growth in main contracting and facility estate management. These successes confirm that we’re just as well-placed to fulfil an independent role.’
Rogier (R.M.G.) Verbeek, managing director
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From three shifts to a round-the-clock serviceThe factory in Bergen op Zoom currently manufactures 89.6 billion cigarettes every year. With aview to increasing efficiency, a decision was made in 2008 to outsource virtually all facility servicesand also to lump them together into a single contract. Facilicom Facility Solutions (FFS) was giventhe go-ahead for the multi-services contract, allowing virtually all of the Facilicom companies to getto work on the vast factory site. Very shortly after they started providing these services, Philip MorrisHolland BV moved over to a partial five-shift production. Many of the facility services had to goalong with this as well. As FFS site manager Simone Pronk says, ‘It was really unusual. As a facilityprovider, you invest a great deal of time in the preparation work, try and sort things out as carefullyas possible, and then suddenly it’s ‘all change’! You’re presented with an entirely different workingprogramme and therefore need more people. Of course, the existing workforce must be willing toaccommodate such a different working rhythm, as well as providing services over the weekend.’
Concentration on the core businessThe factory offers employment to 1800 people and a further 600 contractors, 300 of whom areinvolved in the Facilicom contract. Most of the facilities are concentrated around the core business ofPhilip Morris Holland BV. Facility manager Henk van der Scheun explains the situation. ‘Someservices are daytime only, five days a week, like Breijer, which undertakes planned maintenance forthe buildings and machinery here, but cleaning, catering and the mechanical component store justhad to go with the flow when the factory started working full-time. This isn’t absolutely necessary forthe regular cleaning, because you can schedule it in for other times, but cleaning also generateswaste and includes cleaning components, which has to go on around the clock. The mechanicalcomponent store, which has been staffed by Facilicom employees since this contract started, alsohas to operate around the clock. If there’s a breakdown, the staff obviously have to be able to gethold of a component.’
Intense collaborationPhilip Morris Holland BV decided to outsource much more than it had been used to, and also to dothis through a single supplier. During the implementation phase, that supplier then had to upscalemany of the services from three to five shifts. This must have been nerve-wracking, as Henk vander Scheun confirms. ‘You’re right, but things generally went well. The component store was anexception. For that, we had to ask people from Philip Morris Holland BV to help out temporarily andgive FFS enough time to employ the right people.’ Simone Pronk adds ‘It’s certainly not the casethat Philip Morris Holland BV just handed everything over, stopped keeping an eye on things. PhilipMorris Holland BV continues to be involved in everything, and if some thing’s not going as it should,then we’ll both have a look to try and find the best solution.’ Henk van der Scheun agrees. ‘Youhave to keep talking to each other, and this will always be necessary. I feel that the collaboration isgetting better all the time and also more intensive. As a service provider, you find out more abouthow things are done in this organisation, and as an outsourcer you get a better idea of what’spossible and what’s not.’
Going with the flowThis is just what was needed, now that production is being eased back again. Henk van derScheun says ‘The sale of cigarettes is stagnating in some countries as a result of the recession.This means we’ll have to revert some of the 24-hour production to a three-shift service in 2010.’The facilities will have to go with the flow once again. Simone Pronk comments ‘That’s inevitable ifyou’re so close to the client’s activities. I don’t think we’ll ever have a situation here that will bestatic for years on end. Being able to go with the flow is perhaps the most important preconditionfor performing this contract properly.’
In 2008, the cigarette manufacturer Philip Morris Holland BV decided to transfer moreproduction to its factory in Bergen op Zoom. This involved part of the company startingto work around the clock and therefore shifting from three-shift production to five-shiftproduction. Many of the facility services had to go along with this.
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The recession made its mark on the catering industry as well, ofcourse. The industry had also been suffering from the smokingban that came into effect in the summer of 2008 in hotels andcafes. A further factor here is that new systems and techniquesinvolve a reduced need for cleaning of tap systems. Clearly,Tapwacht is facing a difficult market. This makes it all the moresurprising that the company did very well again in 2009.Divisional manager Luuk Neils, who took over from AndréGosens in April, tells us ‘Tapwacht Services still managed togenerate a slightly higher turnover in this difficult year. TapwachtTechnology actually grew by close on 20%, which is reallyremarkable when you realise that Technology always hadproblems generating turnover through the secondment ofengineers. This business declined by no less than two thirds in2009, but we won so many contracts that it more thancompensated for this.’ The results are also pleasing. ‘Our netprofit has risen by more than 17%.’
A partner for catering businessesHe expects to be able to retain the growth in 2010 forTechnology, mainly because the company is continually raisingits profile as a total supplier. ‘Breweries are increasinglyoutsourcing the technology and servicing of their systems.Tapwacht welcomes this with open arms. We make sure thatour products and services correspond to the specific require -ments of every brewery. Also, catering businesses have muchmore freedom to investigate the market themselves and takeinvestment decisions. We’re dealing more with chains here,running their affairs much more economically and wanting topreserve their independence from the breweries. They’retherefore on the lookout for a professional partner for thesystems, and then, ideally, it should be a partner that not onlysupplies the system, but also installs and maintains it and fixesany faults. That’s the partner we want to be.’ He wants toexplore this area even further. ‘We’re about to take our firststeps in the financing market. We’ll soon be offering the entirepackage, based on an operational lease. The benefit for thecatering business is that there’s no need for any huge invest -ment, while at the same time it’s good for us if we can pin downthis sort of business over a longer period.’
2009 was a successful year for Tapwacht. The company succeeded in generating some growth last year, despite adecline in the overall demand for cleaning tap systems. More important than that, however, is the fact that the companychanged course in good time. Turnover from installing and maintaining food display cabinets, as well as tap and coolingsystems, rose by close to 20%. The company’s ambition is to become a total supplier for the catering industry.
Horeca services: a further growth in turnover in 2009
Tapwacht has ambitions to be a total supplier
‘We’re about to take our first steps in the financing market. We’ll soon be offeringa total package in food display cabinets, tap and cooling systems, based on anoperational lease.’
Luuk (L.G.C.) Niels, divisional manager
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Gom, always the largest of the operations in Belgium by far, hada difficult year in 2009. Managing Director Alain Vandenbrandeexplains. ‘We lost a substantial proportion of turnover, due tothe economic crisis, from our existing clients, who just wantedus to show up less often than before. Luckily, we managed tooffset this by bringing in new contracts, but the recessionmeans that margins on new contracts are substantially lower. Atthe end of the day, turnover fell by nearly 3%, but unfortunatelythe results suffered much more seriously.’ Prorest did better,with the company managing to achieve growth of about 11%.‘That’s a great resulting in the quite aggressive market we’refacing in corporate catering. This means we’re competing well.But the margins in this sector are also under real pressure,which has a knock-on effect for the results.’ Axxicom AirportCaddy managed to retain appropriate levels of turnover andresults. ‘It’s really good that we managed to acquire some extraactivity at Zaventem, namely the trolley service, which involvescollecting and returning luggage trolleys. We will be trying todevelop even more activities at the airport in 2010.’
Trigion BelgiumThe security company S.A.T. was acquired in the spring of2009. The company became part of Facilicom Belgium withretrospective effect from 1 January and was immediatelyabsorbed within Trigion. While this unit only has 200 employees,it has a good geographical spread throughout Flanders andBrussels. This was a welcome acquisition. ‘Security canrepresent an important added value for our existing clients,letting us offer a wider range of multi-services.’ The Belgiansecurity company is therefore now involved in the various
tenders on which Facilicom is bidding. ‘Trigion Belgium ismaybe not quite big enough yet to compete for contracts atZaventem, but at least we’ve now been able to incorporate thesecurity activities in a number of interesting tender processes.’
PPP projectsFacilicom Facility Solutions had yet another fine year. Thecompany managed to increase its turnover by no less than20%. ‘The growth is continuing steadily, and the results are inline with our targets. We’re scoring more often now, when itcomes to multi-services contracts. Following the acquisition ofthe security company, we now run the same disciplines inBelgium as we do in the Netherlands, apart from construction.This means we’re the only company in this country with allfacility services in-house. And that works to our advantage.’Facilicom Belgium was actually able to collaborate with Breijer in 2009. ‘We temporarily used Breijer’s painters for contracts inand around Antwerp. It was great for us to able to knock onsomeone’s door for these activities in the Netherlands, and alsogreat for Breijer, because it let them fill up some spare time.’Facilicom Belgium can also now compete for major PPPcontracts, because it offers such a wide-ranging package ofservices. ‘We’ve now been selected, with a consortium of some partnerconstruction companies and architects, for the construction andoperation of four new prisons, under four separate contracts. If we get one or two contracts there, then we’ll use our owncompanies as far as possible, just as they do in theNetherlands.’
‘Following the acquisition of the security company, we’re now the only companyin Belgium with all facility services in-house. And that works to our advantage.’
Alain (A.V.) Vandenbrande, managing director, Belgium
While the recession certainly made its presence felt in Belgium, as elsewhere, and Gom in particular was forced intoconceding some turnover as a result, there was also some good news. Facilicom now operates the same disciplines inBelgium as it does in the Netherlands, with the exception of construction, following the takeover of a security company,making Facilicom the only company in Belgium to offer a total package of facility services in-house. This is well worthnoting, as turnover for multi-services rose by 20% in the year under review. The company has even been selected for fourPPS projects.
Operations in Belgium: now also involved in the security industry
Belgium embarks on multi-services and PPPprojects
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It was a year of consolidation for Gom Propreté France.Christoph Langer, director for France since the summer of 2009,comments ‘Turnover fell by 8%, but this was a controlleddecline. We had a few contracts that were unprofitable and thatwere accordingly terminated. This is partly why we managed tokeep the results at the same level as in 2008.’ Unfortunately,there is considerable pressure on pricing. ‘Clients are alsofeeling the strain, which is why they are putting out tenders. It’sup to us to be creative with our submissions, suggestingproposals that fit their budgets but don’t have an adverseimpact on our margin.’ The cleaning company is dependent ongovernment bodies for half of its contracts. ‘This has its down-side. There’s no option, with these bodies, for any interimnegotiations on rates. In 2010, we’ll be trying to restore a moreeven balance in the order book between commercial and publiccontracts.’
Growth of security companyThe security company managed to increase its turnover byabout 10%. ‘A great, positive development, even though themargins in the sector are low as well. With a workforce of about400, we still don’t have an adequate critical mass, and ouroverheads are higher than would be ideal. At least 30% growthwould be needed to balance this out. We want to achieve thisthrough autonomous growth and well-considered acquisitions.But our first priority is to restore returns to the levels we want tosee at Facilicom.’
Airport Caddy haltedAxxicom Airport Caddy’s operations at Charles de GaulleInternational Airport were brought to a close from the secondquarter of 2010. ‘The contract was won in 2008, at a very keenprice. We were forced to accept that the work couldn’t bemade profitable. Having done so, we then asked for a newtender. Of course, we submitted for this tender at a rate thatwould allow for a healthy return. Sadly, the airport opted for abidder who was prepared to do the work for about the same asour old rates.’ It might just be the case that the airport comesback again to Facilicom in the fullness of time. ‘We had theexperience that was needed and the systems in place to runthat operation; the new company is going to have to reinventthe wheel. Perhaps we lost the battle, but not the war, as the saying goes,so we’ll certainly be keeping an eye on the situation. I’d like toget the contract back, but on the other hand, not if we’d bemaking a loss on it.’
‘Lots of clients put out tenders. It’s up to us to be creative with our submissions,suggesting proposals that fit their budgets but don’t have an adverse impact onour margin.’
Christoph (C.) Langer, managing director, France
For the French division, the year under review was characterised by improving returns. Turnover declined, becausecontracts that would not been healthy were rejected. Little growth is expected in 2010, which will give the organisationtime to look at how to achieve greater efficiencies and improvements, internally and externally.
Operations in France: unprofitable contracts terminated
France sets a heading towards efficiency and quality
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group54
55
The cleaning business has clawed its way back out of thetrough, and showed some progress in the second half of theyear. The company managed to enhance its position in thenorth by taking over the cleaning company CSB. Managingdirector, Jan Hein Hemke, tells us ‘We really wanted this. Thisacquisition gives us improved coverage across the wholecountry and lets us cope with national contracts on a betterfooting.’ CSB was taken over with effect from 1 October andimmediately integrated within Facilicom Cleaning Services. Thecleaning company is also increasing its presence in the foodsector. ‘We’re also trying to build things up here. It’s resulted intwo excellent contracts that we won towards the end of theyear, and which will therefore reflect in the turnover for 2010.’
SecurityThe security sector had more problems, yet again caused bythe recession. ‘Businesses are probably cutting back on thecleaning first of all, and a little later on security, or at least that’swhat we’ve seen happening in 2009. Some companies haveeven scrapped security altogether and have put their ownpeople, who are otherwise redundant, into the security booths.Other clients, for example in construction, have less workthemselves and therefore less need for security workers toguard their building sites.’ The company is strengthening itsposition in relation to electronic security. ‘In education, inparticular, we’re already doing a lot of maintenance andadjustment work to existing camera systems. What we’reconcentrating on now is an involvement in schools that arebeing newly built, where we want to take responsibility for the
entire electronic security system.’ The company expects furthergrowth from offering combinations of security workers,electronic security and call centre services. ‘We have all three ofthese in-house, so we can be smarter and more economicalwhen we offer security services.’
Airport CaddyAxxicom Airport Caddy is also set to ‘land’ in the UK. Followingsuccess in the Netherlands, Belgium and France, Facilicom isalso now trying to obtain contracts from UK airports to transportpassengers who have limited mobility. Tendering for Heathrowand Gatwick was in full swing in the spring of 2010, but thecompany wants to bid at smaller airports as well. ‘It’s great that we’ve already been chosen for further talks atHeathrow. This means that we’ve already left more than 15competitors in our wake in the tendering process. But perhapsthis is not so surprising; of course, we’ve developed a reallygood IT system within Facilicom for this service, which standsus in good stead. We’re therefore really hopeful that we’ll beable to get to grips with this activity in the UK during 2010.’
‘We’re concentrating now on getting involved in schools that are being newly built,where we want to take responsibility for the entire electronic security system.’
Jan Hein (J.H.) Hemke, managing director, UK
2009 was not an easy year for Facilicom UK, either. While turnover in the cleaning sector improved over the last twoquarters, security work declined. This division, which is still quite young, is aiming for strong growth in 2010. This isneeded in order to be able to continue offering good quality and professionalism. Facilicom UK will set about this byconcentrating on its two existing activities, although they’d be unlikely to turn down a contract for transportingpassengers with limited mobility.
Operations in the UK: once again a difficult year
UK hopes for growth in existing activities
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group56
Since 2008, Facilicom is reporting each year on the objectives achieved in the field ofCorporate Social Responsibility (CSR). Our reports are prepared pursuant to the guidelinesof the Global Reporting Initiative (GRI). Facilicom’s Social and Corporate SocialResponsibility Report indicates how the Dutch divisions have performed against theseconcrete objectives, but is also designed to provide a picture of other initiatives that havebeen taken or objectives that have been achieved.
Social & Corporate Social Responsibility ReportPursuant to the guidelines of the Global Reporting Initiative
57
1.1 ReportingCorporate Social Responsibility (CSR) is inextricably linked withthe culture at Facilicom. Caring for people, the planet and profitfits in with a policy geared towards continuity of the business,employment for our staff and provision of a service to ourclients. Since its foundation in 1966, Facilicom has been a familybusiness, independent of external finance. There is no pressurefrom outside to achieve profits in the short term, so thecompany’s policy focuses on the long term.
This is the definition that Facilicom uses for its CSR policy: ‘Thedevelopment and pursuit of policy, within the dimensions ofPeople, Planet and Profit, focusing on sustainability and a long-term contribution towards social welfare, taking the relevantstakeholders into account.’ Since 2008, Facilicom reports eachyear on the objectives achieved in the field of CSR policy. Ourreports are prepared pursuant to the guidelines of the GlobalReporting Initiative (GRI). The report is made at GRI-C level.
The detailing of the Social & CSR Report focuses on theactivities of Facilicom in the Netherlands. The results fromcleaning, catering, security and construction and installationactivities are all mentioned separately in this report. The resultsfrom the Personnel Services, Tapwacht and Facilicom FacilitySolutions divisions are included in the results of FacilicomServices Group in this report.
To entrench our CSR policy within the organisation, acomprehensive management model has been implemented atgroup level, which corresponds to the existing certificated ISO9001 management system. The CSR policies are tested eachyear against the aspects of ambition and realisation. The
divisions set concrete targets each year, based on the group’slevel of ambition. Facilicom’s Social & CSR Report confirms howthe divisions have performed against these concrete objectives,in any case, but is also designed to provide a picture of otherinitiatives that have been taken or objectives that have beenachieved. This is certainly not a complete picture.
1.2 Performance indicatorsThe recurrent theme underlying this Social & CSR Report takesthe form of the performance indicators derived from the GRIguidelines. We have, of course, borne in mind their relevancy forthe commercial processes. The table shows which GRIstandards were used in 2009. This report also accounts forstandards derived from Facilicom’s mission, strategy andvalues, its involvement with society and the standards that areobserved in the market. This report is not actually intended tobe fully exhaustive. Initiatives and developments commenced inprevious years are generally not mentioned again.
Corporate Social Responsibility policy of Facilicom in the Netherlands
Performance indicator GRI-standardPeople Personnel numbers (LA1)
Personnel movements (LA2)Absenteeism due to illness (LA7)Training and education (LA10) Employee satisfaction (LA12)
Planet Freight fleet energy labels (EN29)Environmental incidents and fines (SO8)
Profit Net turnover (EC1)Profit (EC1)Solvency (EC1)Personnel expenses (EC1)Client satisfaction (PR5)Complaints (PR8)
1.3 Management systemsThe CSR policy is commensurate with existing management systems concerned with quality, environment and terms of employmentthat are applied within Facilicom. The table indicates a summary of the most significant certifications, standards and codes that areapplied in managing the company.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group58
Division Certification/ standard/ codeFacilicom Facilicom Facility Solutions 9001:2008 Tapwacht: ISO 9001 Axxicom ISO 9001:2000
Cleaning ISO 9001 ISO 14001 (specific commercial processes) VCA** (Gom Specialist Cleaning department) VCA* (Regional cleaning companies) OSB Plus OSB Kitemark, Glass and Wall cleaning
Catering ISO 9001: 2008, including certification scheme contract catering I’m making a deliberate choice [Ik Kies Bewust] Code of hygiene for contract catering ISO 14001 (in preparation)
Division Certification/ standard/ codeConstruction and Installations ISO 9001 VCA** VGO kitemark BRL3201 BRL6000, parts 1 to 5, 7 and 8 LPCB Certification Sterkin Approval Criteria for Supervision BRL Warranty - Warranty for Technical Security
Company BRL Camera Supervision in Public Spaces - CCTV Installation Company / CCTV Supervisor Fire Prevention Systems Scheme– BMI Fire Detection
Company REOB Approval - Maintenance Recognition Scheme Fire-fighting equipment
Security ISO 9001:2008 VCA** (specific properties) VPB kitemark, private security ECABO Certificate Warranty Certificate VPB kitemark, private investigation bureau CCTV kitemark (supervision of public buildings)
59
PeopleCorporate Social Responsibility is a matter of secondnature to Facilicom, being a ‘people company’. Ouremployees are our most important capital. The companyaccording does everything it can to promote the healthand welfare of its staff. Facilicom is convinced that CSRcan attract people to the company and succeed inkeeping people with the organisation.
2.1 Staff complementFacilicom employed 19,754 permanent employees in theNetherlands in 2009.
2.2 Staff retentionFacilicom strives for long-term employment. After all, this is thebest way to retain valuable knowledge and experience andguarantee continuity for clients. The figures show that thecompany is very successful in pursuing this policy. Thepercentage of staff employed for more than one year increasedsubstantially in 2009 in the Cleaning, Security, Catering andConstruction & Installation divisions, and now stands at about85% across the group. No less than 33.46% of employees atFacilicom Commercial Services (all indirect employees) had beenemployed for more than 10 years on 31 December 2009. TheCleaning division is also doing exceptionally well, with 28.19% ofits employees having worked for the companies for more than10 years.
2.3 Staff recruitmentOur employees always have first refusal on any vacancies thatarise. We are also stepping up our internal search for employeeswho are ready for a new challenge, because Facilicom placesgreat value on promotional movement, even when this isbetween the group’s divisions. In 2009, the Axxicom Facility P&O Services, Recruitment andSelection unit started to focus specifically on filling its vacanciesinternally. External recruitment is often undertaken via theInternet. Applications are generally submitted on digital, easilycompleted application forms. All the divisions use the samesystem to manage vacancies and applications, which makes iteasy for them to refer applicants from one division to another.Selection procedures are always geared towards finding thebest candidate, irrespective of gender, nationality or fitness. Wealso, however, consider the need to keep commuting distancesat a sensible level.
2.4 Absenteeism due to illnessFacilicom’s absenteeism rate due to illness in 2009 stood at5.33% (for the first two years of absenteeism). The standard setacross the organisation is 5%. Absenteeism due to illness is animportant indicator for Facilicom, with reports being made everyweek. The companies renew their initiatives every year to avoidthis type of absenteeism, or at least to ensure that it is over asquickly as possible. Since 2009, managers have been able touse a special insurance package from Achmea, for sickness
0
2000
4000
6000
8000
10000
12000
0
100
200
300
400
500
600
700
800
Facilicom1110
Cleaning10,452
Security6478
Catering586
Personnel services362
Construction andInstallation
766
522588
26787774
47401738
79507
75287
67789
Staff complement in the Netherlands on 31 December 2009
0 20 40 60 80 100100 80 60 40 20
% parttime % fulltime
Facilicom
Cleaning
Security
Catering
Personnel services
Building and installation
69.630.4
20.679.4
70.030.0
17.982.1
8.092.0
90.29.8
Proportions of full-time and part-time employees in the Netherlands in 2009
0 20 40 60 80 100
Facilicom
Cleaning
Security
Catering
Personnel services
Building and installation
86.9%
83.5%
84.8%
87.7%
44.8%
85.0%
Percentage of employees in the Netherlands employed for more than one year
2
3
4
5
6
7
8
Facilicom
Cleaning
Security
Catering
Building and installation
2005 2006 2007 2008 2009
5.99%5.77%
5.33%5.18%
3.11%
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group60
prevention or curtailment of sick leave; this package includesdiscounts for employees against courses of therapy, and theycan also ask for waiting-list mediation. For more persistentillnesses, companies can draw on the resources of theReintegration division, which helps people to get back to work,possibly in a different (temporary) position within Facilicom.
2.5 Training and educationSignificant initiatives in training and education include the newtraining programme promoted by Gom, the foundation of theTrigion Academy and the ‘Professionals with Passion’programme set up by Prorest. Gom is investing in its people byproviding all 600 or so of its indirect managers with a trainingcourse to MBO 4 level, which is unique in its sector. Trigion isdoing the same with its team leaders and is also providing manythousands of other operational employees with an opportunityto secure a higher MBO diploma via the Trigion Academy.Prorest is already training its operational employees through aworkshop covering topics such as hospitality and customerorientation. Facilicom Facility Solutions gave two thirds of itsentire staff some intensive training in advisory skills in 2009. Thetable shows a summary of the most important training coursestaken by employees.
2.6 Employee satisfactionAs a ‘people company’, Facilicom greatly values employeesatisfaction, and most of all employee motivation. Every threeyears, all of the divisions organise an employee satisfactionsurvey among their entire staff complement. Low scores areaddressed by means of clearly formulated action points. Thesepoints for improvement are closely scrutinised in subsequentsurveys. An employee satisfaction survey (ESS) was held withinthe Catering division, for all of the indirect employees, in 2009.The table shows the most recent ESS results for the largestbusiness units.
Score
0
1
2
3
4
5
6
7
8
Target
Facilicom Cleaning Security Catering Building andinstallation
7.67.4
7.8
7.0
6.5 6.5
7.3 7.3
6.76.5
Employee satisfaction score in the Netherlands
Absenteeism due to illness in the Netherlands
0 20 40 60 80 100
Facilicom 98%
Cleaning
Security
Catering 52%
61%
Building and installation 95%
Score
Target
100%
100%
100%
99%
85%
85%
Performance and assessment cycle in the Netherlands
61
Division Training course Partipipants 2009Facilicom Career development paths 27
Traineeships 29Skills training courses 115Executive Programme 75
Cleaning Cleaning Division Academy 141GIBI training course 4138SVS educational programme 79TOP programme 7Sales Academy 35Administration Academy 99
Catering OCC Catering Manager C 12Professionals with Passion 165Training for absenteeism assistance 100Masterclass 10Prorest Instruction on Introduction (PIBI) 182OCC Catering Employee B 30
Construction and Installation Safety for Operational Managers 60
Company emergency service and first aid provision 110Various specific technical and discipline-based training courses 343Organisational skills 144Basic safety VCA 80
Security Higher Framework training courses 24Management training courses 397Employee training courses 3255
Number of training courses and educational programmes in the Netherlands
2.7 Health and safetyHealth and safety are fixed components of the inductionprocess that is compulsory for most employees joining thecompany, but they are also aspects that merit continuousattention, of course, and that is what happens. Here is a sampleof the many measures and initiatives in 2009. Breijer is increasing safety awareness by providing trainingcourses aimed at quality and safety management. Toolboxmeetings highlight risks for employees, and how they should beavoided. The construction company undertakes safetyinspections and uses the results of trend analyses, which in turnform the basis of awareness campaigns. At Trigion in 2009, theoperational management team successfully prepared a RiskInventory & Evaluation for 94% of the properties.Gom introduced fitness tests in 2009. Targeted action will betaken, where necessary, on the basis of the results, to improvethe health of individual employees. Prorest embarked on their‘Vital’ project, designed to keep their employees fit and healthy.On-site posters provide information about topics such ascorrect lifting techniques. A great deal of attention was paid, across the entire group, tothe issue of Mexican flu. Information and concrete measureswere designed to assist in preventing the pandemic that hadbeen feared. Facilicom decided that it was necessary to pay agreat deal of attention to this, even in the early stages, becausemany employees work at several locations, meaning that theycould be infected and spread viruses more readily.
2.8 Extras for employees All employees are entitled to membership of the Facilicom SocialFund, which offers financial support to employees who are inneed of it. This would be the sort of support that is notprovided, or is insufficiently covered, by normal socialgovernment legislation. The Facilicom Ombudsman – a position entrusted to one of thelawyers from the Legal Affairs department – helped dozens ofemployees in 2009 with legal issues pertaining to their personalcircumstances. People who got into problems with debt couldmake a direct approach to NIM-BMW, an outside organisationhelping employees to resolve their debt problems responsiblyand coaching them in how to deal with their money better.The Facilicom Advantage Programme offers employeesattractive discounts on insurances, including a collectivehealthcare insurance policy and an insurance package thatemployees can assemble themselves, including cover for cars,home, contents and liability. The Advantage Programme alsoincludes an increasing number of discounts on products,subscriptions and outings. In 2009, Trigion offered all Facilicomemployees a complete home security package at an attractivediscount. The package included not only an alarm system butalso a continuous subscription to the Alarm Service Centre.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group62
PlanetIt should be the objective of every company to have the least possible impact on the environment and to preserve and cherish everything that the planet offers as far it can. If there is some environmental impact or damage, thenorganisations must try to restrict it as far as possible or compensate for it in some other way. Facilicom’s policy isdesigned not only towards running its business responsibly, but also towards encouraging others in the chain to dolikewise.
3.1 AccommodationFacilicom’s head office was fitted with two special windmills in2009. These ‘WindWalls’ can generate about 10,000 kWh ofelectricity each year. The building, which had previously beenthe first private office building in the Netherlands to achieve anEPA A++ label, won second prize in the FMN Energy Award2009. The jury praised Facilicom because the company hadreally pulled out all the stops to make the building sustainable.Facilicom has set up a trial with ‘Working Differently’ at two ofits regional offices. The aims are a more efficient use of theavailable space, the provision of a distinctive and attractiveatmosphere and the creation of flexible work spaces.
3.2 MobilityAll the divisions try, as far as possible, to allow their people towork near where they stay. A company-wide campaign on thepart of Trigion reduced the number of commuter kilometrestravelled by the 7,000 or so operational employees in 2009 by13% representing a lasting benefit. Prorest spent a lot of timereducing the number of transport movements around thecompany restaurants. By making proper arrangements withsuppliers, being smarter about the planning of logistical flowsand setting up the on-site operational organisation appropriately,the number of transport movements for each restaurant hasnow been reduced to an average of 2.2 each week.The companies all recommend cycling as the ideal means oftransport for coming to work, with a view to promoting healthand sparing the environment. The divisions encourage this byoffering employees the opportunity to purchase a companybicycle with the benefit of a tax break. New company cars havehad to have a C class energy label since the start of 2009.
79.66% of the freight fleet now has A, B or C labels. Whenselecting a company lease car, employees now have anopportunity to opt for a hybrid vehicle. Trigion Services hasmoved over to the small and extremely clean Toyota Aygo,which has an A rating energy label. The regional cleaningcompany, Robbers, has exchanged part of its freight fleet forvehicles running on natural gas. The entire fleet will be changedover as soon as there are enough natural gas filling stations inits operational territory. A campaign across the whole of Facilicom is drawing theattention of employees to ‘New Driving’, a method for reducingenergy usage, as well as emissions, by a good 10%. Trigion hasbeen fully compensating for the CO2 emissions from mobilesurveillance vehicles since 2009.
0
100
200
300
400
500
A B C D E F G
47
469
334
157
3421 5
Energy labels for the freight fleet in the Netherlands
The regional cleaning company, Robbers, hasexchanged part of its freight fleet for vehiclesrunning on natural gas.
63
3.3 EnergyFacilicom has been buying in sustainable energy exclusivelysince 2007. Windmills on the roof of the head office inSchiedam provide a proportion of the power consumption forthe building. The offices of Breijer Construction & Installation inRotterdam use undersoil heating for part of their requirements.Electricity is also generated using solar power. In most of theproperties, climate control and heating are adjustable for eachroom, so that no energy is wasted if the room is empty. Lightbulbs are energy efficient, and often fitted with motion sensorsso that they only switch on if someone is present.
3.4 MaterialsAll of the existing programmes designed to use sustainablematerials, whether in our own offices or on-site for clients, werecontinued in 2009. The policy of printing as few documents aspossible, and printing them double-sided if they do have to beprinted, is increasingly successful. Many of Facilicom’spublications, such as the annual report, are also produceddigitally, reducing the use of paper and ink. The Cleaningdivision has managed to reduce its environmental load evenfurther by scrapping certain products from its range and optingfor suppliers of paper and textiles who place specific emphasison an awareness of environmental load in all of their processes.Breijer has been a contractual partner of FSC for someconsiderable time. FSC is the Forest Stewardship Council, theinternational organisation that encourages responsible forestmanagement. The partnership bears witness to Breijer’s wish touse sustainable timber as far as possible. FSC Netherlandshelps the construction company to achieve this ambition.
3.5 WasteWaste is collected, separated and processed throughout theentire Facilicom group. This is also the policy at many sites,where employees of the cleaning companies or FacilicomFacility Solutions are responsible for waste processing. Prorestis investigating, along with its suppliers and wholesalers,whether it is possible to replace cardboard packaging withcrates.
3.6 Environmental incidents and finesNo environmental incidents occurred during the work done bythe Facilicom companies in 2009.
3.7 An approach throughout the chainFacilicom is aware that the companies form links in a businesschain. The aim is to encourage sustainable operationsthroughout the entire chain by projecting the standards andvalues of our CSR policy on to our suppliers and clients. TheFacilicom companies accordingly display a marked preferencefor suppliers who operate sustainably. The procurementdepartment tests our suppliers for the environmental load of theraw materials used in the products they supply to us. TheFacilicom companies also impose requirements on clients in thedisciplines of People, Planet and Profit, at least where theseinvolve the operations of Facilicom employees. Needless to say,our operating companies also observe the CSR requirementsimposed by their own partners, clients and suppliers.
Windmills on the roof of the head office inSchiedam provide a proportion of the power
consumption for the building.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group64
4.1 Net turnoverTotal turnover for 2009 amounted to 1,021,899,000 euros. Thesub-allocation of the total net turnover according to commercialactivities is contained in the explanatory notes to theConsolidated Income Statement. The net turnover per employeefor 2009 amounted to 34,300 euros.
4.2 ProfitTotal profit for 2009 amounted to 33,299,000 euros. The profitper employee for 2009 amounted to 1,118 euros.
4.3 SolvencyFacilicom’s solvency stands at 45%.
4.4 Personnel expensesThe total wage costs for 2009 amounted to 684,069,000 euros.
4.5 Client satisfactionOnce every 3 years, all of the divisions measure satisfactionamong their clients. Client satisfaction currently stands at 7.0 onaverage. Of course, the divisions continually monitor whetherthe services they provide are reaching the desired level ofquality. There is generally an evaluation meeting every six weekswith the responsible employee at the client. The evaluationreports are used as the basis for potential improvements.
4.6 ComplaintsFacilicom companies record outside complaints meticulouslyand deal with them in accordance with the complaintsprocedure. The company keeps the complainant informed as tohow long disposal of the complaint will take. A satisfactionrating that is too low, or the frequent recurrence of a particularcause of dissatisfaction, is dealt with as a formal complaint. Ifany employees have complaints, they can approach one of thesix confidantes in the company.
4.7 IntegrityFacilicom has a company code containing clear guidelines onintegrity. The code is signed by every manager. The topic ofintegrity is also given a prominent emphasis in the compulsory,group-wide training programmes. The divisions have a generalcommercial code, which is supplemented with guidelines thatapply specifically to their own sectors. If any agreements on integrity are infringed, the companies will
ProfitHealthy returns are necessary to allow continued investment and to guarantee the continuity of the company and theemployment it offers. But P for Profit stands for more than that: it represents Facilicom’s efforts, not just to achieve ahealthy financial result every year, but also to contribute towards the welfare of society and play a positive part in this.
0 2 4 6 8 101 3 5 7 9
Cleaning
Security
Catering
Building and installation
7.03
6.80
7.20
7.00
Client satisfaction in the Netherlands, 2009
65
take immediate and systematic steps to prevent similarincidents in the future. There is also a whistleblowers scheme,which allows employees to report any abuses without runningany risk of compromising their own position.
4.8 Dialogue with stakeholdersFacilicom has always felt a strong involvement with society andthe facilities industry. The divisions enjoy membership ofnumerous organisations, often playing a prominent role in themas regards the introduction of improvements and innovations.The table contains a summary of the most importantorganisations to which the Facilicom companies belong. TheDutch Green Building Society, an organisation of whichFacilicom Facility Solutions became a member in 2009,deserves a special mention. This independent, non-profitorganisation strives for permanent improvements to thesustainability of the built environment in the Netherlands, andFacilicom is keen to make an active contribution towards thisobjective.
4.9 Promotion of knowledgeFacilicom has generated an enormous quantity of know-how inthe fields of facility service provision, outsourcing, managementand matters such as integrating personnel following takeovers.The company shares this knowledge in the Facility KnowledgeCentre. This provides interactive sessions to which clients,
students and other interested parties are welcome. There aregenerally four of these sessions. A sounding board group has also been set up with a view tosharing knowledge, and it consists of about 20 of Facilicom’simportant business contacts. The sounding board group meetstwice a year to exchange ideas on current topics relating to thefacility sector. This is an ideal forum for increasing awareness, inan open dialogue, of what the clients and other contacts expectand want. It offers Facilicom an opportunity to harmonise itsown vision with those of a number of market professionals.With a view to encouraging the development of facilitymanagement, Facilicom has already been financing theacademic Chair of Facility Management at the University ofWageningen for 10 years. The company also sponsors thelectureship in facility management at the NHTV InternationalAcademy in Breda. Trigion has entered into an intensive joint venture with ROCTwente for the Trigion Academy. The MBO Institute is having toappoint about 80 extra tutors to provide continuing educationfor the large numbers of security staff.Many of the companies create internships for managers, facilitygraduates and operational employees, at all levels. For instance,Breijer is working with schools to encourage an influx ofyoungsters to the construction and installation industry. Gom,Trigion, Breijer and Axxicom Home Help are recognised teachingcompanies.
Division MembershipFacilicom Facility Management Netherlands
Cleaning Corporate Association of Cleaning and Commercial Services (OSB) (board position + a number of committee members)Sustainable Procurement MarketplaceFacility Management NetherlandsAssociation for Cleaning Research (ESR) (board position + a number of committee members)Building Service Contractors Association InternationalYoung Food managementCleaning Quality Foundation (board position)Partner in CSR Netherlands
Catering Veneca (board position + a number of committee members)I’m making a deliberate choice [Ik Kies Bewust]Facility Management Netherlands
Construction Building Netherlands, and member of CSR contact group, Building Netherlandsand Installation Uneto-VNI
Covenant partner, FSCWVB – Real estate maintenance companiesVBR – Association of certificated concrete repair companiesFOSAG – Employers Organisation for the painting, maintenance, metal conservation and glass industries.VEBONNVDO Netherlands Association for Effective MaintenanceGBO Glass Industry OrganisationVNO-NCW
Security Association for Private Security (board position + a number of committee members)Association of Security Managers Netherlands (chair)American Society of Industrial Security (ASIS International)Facility Management NetherlandsAviation Security Services Association International, ASSA-IWorld Association of Detectives CoESS (Confederation of European Security Services)
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group66
4.10 Initiatives in the employment marketGom initiated a project in West Brabant in 2008 to offer eightyoung handicapped people an opportunity to train as cleaners.This project was successful, and Gom has decided to continuewith it in other regions as well. There are now initiatives in placethroughout the entire country to fill vacancies that are availableat clients with people who are receiving benefits under the Work& Employment Support (Young Handicapped People) Act.Trigion has collaborative arrangements in place with a number ofbenefit payment agencies, in an attempt to help reduce the gapbetween the unemployed and the employment market.
4.11 Healthy eatingProrest encourages healthy eating by offering products thatmeet the criteria of ‘I’m making a deliberate choice’ (IKB). Thecompany also gained the IKB Certificate in 2009 for offeringself-service filled rolls. Furthermore, the company has signed upto the Overweight Covenant. 34% of the supply of milk in therestaurants is now organic. The demand for healthy, sustainable,fair trade and bio foods is increasing at many businesses andorganisations, and Prorest is happy to oblige. The catering company has scored a major success with the‘Optimaaltje’: mini-snacks that are smaller and therefore containfewer calories. Of course, Prorest provides its own in-housecatering at its office restaurants, so that healthy eating is alsohigh on the menu there.
4.12 Sustainable constructionFacilicom’s sustainably built head office was constructed entirelyby the group’s own companies, and the experiences theygained as a result – in both sustainable construction andsustainable operation – are now being applied by all thedivisions to cast a sustainable slant on facility contracts andconstruction and maintenance projects. Breijer Construction &Installation is applying these experiences when renovating olderbuildings and building new properties, such as the Tax Office inDoetinchem. The company also invested again in integratedconstruction in 2009, whereby an intensive collaboration amongthe many disciplines leads to greater efficiency and reduceddefect costs for construction projects, as well as a rationalisationof logistical flows. Facilicom Facility Solutions puts its experiencein sustainability and the knowledge it has gained from the DutchGreen Building Society into practice when managing, main -taining and improving properties.
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Financial report
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Consolidated balance sheet (before profit appropriation)
(x EUR 1,000) 31 December 2009 31 December 2008
Assets
Fixed assetsIntangible fixed assets – –Tangible fixed assets 85,104 81,104Financial fixed assets 4,930 3,991 90,034 85,095
Current assetsStocks 4,727 4,316Trade receivables 167,496 178,564Other receivables, prepayments and accrued income 19,227 15,008Liquid assets 125,228 70,163 316,678 268,051
406,712 353,146
1)
2)
3)
4)
5)
6)
7)
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(x EUR 1,000) 31 December 2009 31 December 2008
Liabilities
Group equity 182,460 153,134
ProvisionsPensions 1,447 1,732Taxation 2,389 1,913Miscellaneous 330 421 4,166 4,066
Long-term liabilitiesDebts to suppliers 38,167 38,187Debts in respect of taxes and social security premiums 87,204 65,717Other creditors, accruals and deferred income 94,715 92,042 220,086 195,946
406,712 353,146
8)
9)
10)
11)
12)
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Consolidated income statement
(x EUR 1,000) 2009 2008
Operating income 1,021,899 1,000,986
Operating expensesCosts of materials 65,834 75,254Outsourced work and other external costs 154,133 153,219Staff costs 684,069 658,528Depreciation of tangible fixed assets 16,555 13,825Other operating expenses 55,229 53,746 975,820 954,572
Operating result 46,079 46,414
Financial income and expensesInterest income and similar income 848 2,359Intereseeeet charges and similar charges -70 -182 778 2,177
Result from ordinary activities before taxation 46,857 48,591 Taxation 13,098 13,102 33,759 35,489Result from participating interests 456 376
Profit after taxation 34,215 35,865
Share of third-parties -916 -1,227
Net profit 33,299 34,638
13)
14)
15)
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Consolidated cash flow statement
(x EUR 1,000) 2009 2008
Cash flow from operational activitiesOperating result 46,079 46,414Depreciation of fixed assets 16,373 13,857 62,452 60,271Changes in operating capital:
Trade receivables 12,498 -9,244Stocks -320 -524Other receivables, prepayments and accrued income -3,962 -5,726Current liabilities 21,787 13,312 30,003 -2,182 92,455 58,089Financial results and taxes
Interest income and similar income 848 2,359Interest charges and similar charges -70 -182Dividend received 423 373Profits tax -13,098 -13,102Movement in provisions 100 1,205 -11,797 -9,347
Cash flow from operational activities 80,658 48,742
Cash flow from investmentsAcquisitions of group companies -3,478 -11,025Investments in financial fixed assets -906 -1.780Investments in tangible fixed assets -22,096 -23,130Divestments of tangible fixed assets 1,939 1,584 -24,541 -34,351 56,117 14,391Cash flow from financing activitiesPaid dividend -2,000 -2,500Loan repayment 0 -15,000 -2,000 -17,500
Net cash flow 54,117 -3,109
Liquid assets received upon acquisition of group companies 430 40Price and conversion differences 518 -1,068 Movement in cash at bank and in hand 55,065 -4,137
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Notes to the annual accounts
Accounting principlesThe annual financial statements have been prepared on the basisof historical costs in accordance with the Dutch Civil Code, Book2, Title 9.
Consolidation principlesThe consolidation includes the financial data of Facilicom ServicesGroup NV and those participating interests in which it directly orindirectly holds more than 50% of the share capital and overwhich it has effective control. The consolidation is based on theparent company’s accounting principles for balance sheetvaluation and the determination of the result. The results fromacquired companies are included in the consolidated incomestatement from the date when they became part of the group.The main supplies of goods and services provided betweengroup companies have been eliminated from both the turnoverand the other figures in the income statement.Pursuant to the Dutch Annual Reporting Guidelines, relatedparties over which Facilicom Services Group exercisespredominant control are also included. The company FacilicomBedrijfsgebouwen BV is not directly associated with the group ina legal sense; the group can, however, exercise predominantcontrol and has issued a loan facility to finance the tangible fixedassets that it leases. The company’s operating activities chieflyentail the letting of property to the group.
AcquisitionsFacilicom extended its catering operations in the Netherlands in2009 through the takeover of 100% of the equity in MondialCatering Services BV. The legal and economic ownership wasacquired at the start of January 2009 and the figures areincorporated into the group financial statements for Facilicomfrom that date. The operational activities have now been fullyintegrated within Prorest Catering BV.A security division has been set up in Belgium, through thetakeover of the security company S.A.T. BVBA (Security AssistentTeam). This transaction dates to mid-2009; the results have beenincorporated within the group accounts retrospectively to 1January. The company’s name was changed, following thetakeover, to Trigion BVBA.The cleaning division in the UK was strengthened in September2009 through the takeover of a regional cleaning company, CSBContract Services Ltd.To be included in the consolidation, the guiding criterion is notjust control but also the presentation of the group’s performanceas a whole.
Facilicom took over the security activities of CSU Total Care afterthe date of the balance sheet. This involves turnover of 38 millioneuros and a staff complement of about 1,000 people. Theactivities will be integrated within Trigion in the course of 2010.There are very limited consequences on employment. Thetakeover was fully financed from the group’s own resources.
Foreign currenciesAssets and liabilities in foreign currency are converted atexchange rates on the balance sheet date. The incomestatements of subsidiaries that do not use the euro as theircurrency are converted at the exchange rates in force on thebalance sheet date. Exchange rate differences are charged orcredited to other reserves.
Change of accounting policiesAs a result of an amendment to legislation, both long-term andshort-term claims and debts must be valued at amortised costprice with effect from 1 January 2009, instead of nominal value,and this includes the comparative figures. Since the amortisedcost price is very close to nominal value, the effect of this changein accounting policy is negligible in relation to the results for 2009.This change in accounting policy has no impact on the equity asat 1 January 2009.
Principles for the valuation for the balance sheetIntangible fixed assets Goodwill represents the difference between the acquisition priceand the net asset value of the acquired subsidiary or participationat the time of acquisition. The fee paid in connection with assetand liability transactions that cannot be attributed to individualassets is also classified as goodwill. Goodwill purchased ischarged in full to shareholders’ equity.
Tangible fixed assetsTangible fixed assets are stated at historical cost, less straight-linedepreciation calculated on this basis.
Financial fixed assetsParticipating interests are stated at cost or net asset value. This iscalculated on the basis of accounting policies that apply to thewhole group. Claims against participating interests and loans tothem, as well as other claims, are included when first processedat fair value and are then valued at amortised cost, which is equalto the nominal value, less a provision for impossibility of collectionif necessary.
InventoriesThe inventories of materials and goods for resale are stated at thelower of cost and market value. The valuation of stocks takesaccount of a risk of obsolescence. Positive results on work in progress commissioned by thirdparties are regarded as having been realised in proportion to thecurrent state of progress; expected losses are immediately takeninto account in the income statement as an item of expense.
Claims Claims are included when first processed at fair value and arethen valued at amortised cost, which is equal to the nominalvalue, less a provision for impossibility of collection if necessary.
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Cash at bank and in handLiquid assets are stated at nominal value. Unless stated to the contrary, these assets are readily available.
ProvisionsThe provision for pensions is based on an approximation of theobligations. The provision for taxes relates to potential taxliabilities arising in the future, due to differences between thevaluation of certain assets and liabilities for commercial and taxpurposes. These liabilities are calculated on the basis of the taxrate at the balance sheet date.The other provisions are formed for risks relating to businessoperations.
DebtsThe long and short-term liabilities are valued at amortised cost.
Accounting principles for the determination of the resultOperating incomeThe operating income included in the income statement is theincome originating from goods and services supplied to third-parties less any discounts granted to customers. Invoiced turnover on current projects is accounted for as turnoverto the extent that it can be regarded as realised, taking intoconsideration the current state of progress.
Depreciation charges on tangible fixed assetsThe depreciation charges on tangible fixed assets detailed in theincome statement are calculated on the basis of a fixedpercentage of the cost price.
Financial income and expensesInterest income and interest expenses relate to the interestreceived from or paid to third parties.
Taxes on the operating resultCorporation tax is calculated on the commercial result before tax,subject to tax allowances and costs that are non-deductible fortax purposes. The difference between the tax on the resultaccording to the income statement and the tax on the taxableresult is debited or credited to the appropriate provision for taxes.
Cash flow statementThe cash flow statement is prepared using the indirect method,for which the operating result according to the income statementis used as the basis for inferring the movements in liquid assets.The financial implications of group company acquisitions arereflected in the item acquisitions of group companies.
Staff remunerationPension schemeMost of the pensions of the group’s employees in theNetherlands and abroad are administered by industry-sectorpension funds. Implementation agreements have been made at acentral level with the industry pension funds, in terms of which theemployer cannot be compelled to make good any deficits other
than possibly by way of higher premiums in the future. At the timeof drawing up the annual financial statements, the informationconcerning the funding ratio and the recovery plans, which thefunds should have submitted to De Nederlandsche Bank, had notbeen received from a number of the funds. It appears that thefunding ratios for most of the industry pension funds fulfil thecriteria imposed by DNB. The wording of recovery plans does nothave a direct impact on the employer’s contribution. Forcompanies not subject to a sectoral scheme, the pension isimplemented by a life insurance company on the basis of aCollective Defined Contribution scheme, under which the groupcannot be required to make good any deficits during thecontractual period with the pension insurance companies.All of the abovementioned schemes qualify as definedcontribution schemes in which the pension contributions paid areincluded in the income statement as a charge.
Policy on special anniversariesWith reference to the social annual report, Facilicom has a policyfor special anniversaries that singles out employees with a longterm of service to their name by celebrating the occasion andawarding a bonus to show appreciation.The amounts involved do not substantially affect the presentationof the annual accounts and therefore the annual accounts do notcontain a provision for this. The special anniversary costs arecharged to the income statement in the year of expenditure.
Related partiesIn addition to its shareholding, Facilicom Services Group hasbusiness relationships with most of its participating interests. Thisalso applies to these companies in relation to each other, withservices and/or products being procured from the companies inquestion. These business relationships are always based on(contractual) arrangements for which commercial conditions havebeen agreed.The company Facilicom Bedrijfsgebouwen B.V. owns much of thereal estate in use in the Netherlands on behalf of FacilicomServices Group, and leases this property to the group. The leasesare concluded under commercial terms and conditions. Thepolicy of the company is also determined by the ManagementBoard of Facilicom Services Group. This is why the company hasbeen included in the consolidation base.The business activities of Aveant Thuishulp BV are closely relatedto the shareholders, where Facilicom undertakes themanagement and is responsible for performance, while AveantBV is the only purchaser of the services provided to theMunicipality of Utrecht. In 2009 the services accounted for 6.8million. The pricing is set on market terms.
Auditor’s feesIn accordance with article 2:382a of the Dutch Civil Code, theindependent position of the audit organisations involved in theaudit of the annual accounts has been clarified. Of the charges of586,000, 70% was for the audit of the annual accounts, 16% forother auditing tasks, 8% for taxation and 6% for other servicesnot related to audit services.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group74
Notes to the consolidated balance sheet
Intangible fixed assets (x EUR 1,000) 1) 2009 2008
GoodwillBalance at the beginning of the financial year – –Acquisitions 3,478 10,256Charge against group equity -3,478 -10,256
Balance at the end of the financial year – –
The group’s policy is to charge the goodwill purchased in the year of acquisition to group equity.
Company Machinery Other land and and fixed- Assets Tangible fixed assets (x EUR 1,000) 2) buildings equipment assets in hand Total
Beginning of the financial yearPurchase value 47,593 19,924 72,324 2,759 142,600Cumulative depreciation -11,949 -14,389 -35,158 – -61,496 Book value 35,644 5,535 37,166 2,759 81,104
Changes in the book valueInvestments 569 2,533 8,926 10,068 22,096 Withdrawal group companies 9 52 155 – 216Disinvestments -47 -26 -1,866 – -1,939 Depreciation -1,157 -2,739 -12,477 – -16,373 Balance of changes -626 -180 -5,262 10,068 4,000
End of financial yearPurchase value 48,105 21,950 76,058 12,827 158,940 Cumulative depreciation -13,087 -16,595 -44,154 – -73,836 Book value 35,018 5,355 31,904 12,827 85,104
Depreciation percentages 0.0% - 20% 10% - 33% 10% - 33% 0%
Intangible fixed assets (x EUR 1,000) 3) Other participating interests Other receivables Total
Balance at the beginning of the financial year 379 3,612 3,991Share in result 456 – 456Dividents received -423 – -423Movements – 906 906
Balance at the end of the financial year 412 4,518 4,930
The other receives include a sum of EUR 2,911 in deferred tax claims, valued at the nominal tax rate. The claim will be realised in a period of 5-10 years.
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Stocks (x EUR 1,000) 4) Year-end Year-end previous financial year financial year Materials and goods for resale 4,727 4,316Work in progress for third-parties – –
4,727 4,316
The balance of Work in progress of EUR -11 million is included under Short-term debts. The balance of Work in progress included an amount of EUR 14.7 million (year-end previous financial year EUR 6.8 million) for work in respect of which the invoiced instalments are greater than the costs allocated to them.
Trade receivables (x EUR 1,000) 5) Year-end Year-end previous financial year financial year
Balance at the end of the financial year 173,171 183,955 Provision for bad debts -5,675 -5,391
167,496 178,564
All trade receivables become due and payable within one year. Other receivables, prepayments and accrued income (x EUR 1,000) 6) Year-end Year-end previous financial year financial year
Other receivables 11,841 9,296Prepayments and accrued income 7,386 5,712
19,227 15,008
Other receivables, prepayments and accrued income mature within one year. These include a claim of EUR 1 million against a shareholder at an agreed interest rate of 3.5%, which is unsecured.
Liquid assets (x EUR 1,000) 7) Year-end Year-end previous financial year financial year Cash, bank and giro account balances 125,228 70,163
The above includes escrow accounts pursuant to the Sequential Liability Act up to an amount of EUR 3.9 million (year-end 2008: EUR 1.6 million), These cannot be withdrawn on demand. In addition to our claims against the institutions, the maximum credit available is EUR 43.7 million.
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Trade receivables (x EUR 1,000) 8) 2009 2008 Balance at the beginning of the financial year 153,134 131,156 Goodwill purchased -3,478 -10,256 Conversion differences foreign participating interests 518 -1,068Total direct changes in equity -2,960 -11,324 Transfer from net profit in accordance with proposed appropriation of profit 31,299 32,538Total result 28,339 21,214Dividends paid – -400Change in minority interests 987 1,164
Balance at the end of the financial year 182,460 153,134 The minority interests of EUR 11 million (year-end 2008 EUR 10.1 million) are included in group equity. The exchange rate differencesreserve amounted to EUR -1.3 million at the end of the financial year.
Provisions for pensions (x EUR 1,000) 9) 2009 2008 Balance at the beginning of the financial year 1,732 391Transfer obligation Stichting Pensioenfonds Facilicom – 2,049Movements -285 -708
Balance at the end of the financial report 1,447 1,732
This is a transition and allowance scheme for an early pension scheme in which a group of employees receive an allowance on the retirement date. The allowance is discontinued if the employees the company prior to their retirement.
Provision for taxes (x EUR 1,000) 10) 2009 2008 The provision for taxes pertains to differences between accounting principles for commercial and tax purposes.
Balance at the beginning of the financial year 1.913 1.957Change due to difference between result for commercial and tax purposes 476 -44
Balance at the end of the financial year 2.389 1.913
The provision for taxes is calculated on the basis of the tax rate on the balance sheet date and is long-term in nature.
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Other receivables (x EUR 1,000) 11) 2009 2008 Balance at the beginning of the financial year 421 513Movements -91 -92
Balance at the end of the financial year 330 421 All provisions are of a long-term nature. Other liabilities, prepayments and accrued income (x EUR 1,000) 12) Year-end Year-end previous financial year financial year
Debts 10,408 15,278Work in progress for third-parties 10,706 2,000Accruals and deferred income 73,601 74,764
94,715 92,042
Off-balance sheet financial obligations
Long-term obligations have been entered into in connection with tenancy and leasing. The resulting annual obligations amounted atyear-end 2009 to approximately EUR 5.9 million (year-end 2008, approximately EUR 7.5 million).Bank guarantees were issued for third parties for an amount of EUR 16.2 million at year-end 2009 (year-end 2008 EUR 19.5 million) aswell as an unlimited guarantee for the occupational disability (WAO/WGA) risk exposure of various operating companies. There is also an obligation under an instalment contract amounting to £5 million.At the end of 2009, replacement and other investment commitments had been entered into for approximately EUR 30.0 million (year-end 2008 EUR 20.0 million), including an investment commitment in connection with a PPP contract that had been awarded to us and anew ERP package.
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Operating income (x EUR 1,000) 13) 2009 2008 Net turnover 1,020,505 997,468 Capitalized group production 9,901 –Movement in work in progress -8,507 3,518
1,021,899 1,000,986 Operating income can be broken down into the following areas of activity:Cleaning maintenance/horeca services 390,735 400,852Building and technical maintenance 157,371 165,242Surveillance and security services 331,947 328,541Catering management 43,381 37,757 Trading activities 2,290 2,027 Staffing services 23,222 23,406 Facility management 72,953 43,161
1,021,899 1,000,986 Net turnover was generated in the following countries:The Netherlands 811,171 786,559 Belgium 87,153 84,023 France 105,768 108,191 United Kingdom 17,807 22,213
1,021,899 1,000,986
Notes to the consolidated income statement
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Personel costs (x EUR 1,000) 14) 2009 2008 Wages and salaries 534,630 512,966 Social security charges 94,086 89,610 Pension contributions 30,729 28,731Other personnel costs 24,624 27,221
684,069 658,528
Fees paid to the Management Board amounted to EUR 0.9 million in the year under review.
The average number of people employed by the group companies on a permanent basis totalled 29,782 in 2008 (2008: 30,135), which can be broken down as follows:Cleaning maintenance/horeca services 18,878 19,676Building and technical maintenance 705 751Surveillance and security services 7,680 7,425Catering management 661 605Staffing services 721 520Trading activities 16 15Management and administration 1,121 1,143
29,782 30,135
Depreciation of tangible fixed assets (x EUR 1,000) 15) 2009 2008 Depreciation of tangible fixed assets 16,373 13,857Income from sale of tangible fixed assets 182 -32
16,555 13,825
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Company balance sheet (before profit appropriation)
(x EUR 1,000) 31 December 2009 31 December 2008
Assets
Fixed assetsFinancial fixed assets 16) 30,364 34,620
Current assetsClaims on group companies 129,962 106,196Other receivables, prepayments and accrued income 7,281 3,679Liquid assets 4,062 707
141,305 110,582
171,669 145,202
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(x EUR 1,000) 31 December 2009 31 December 2008
Liabilities
Shareholders’ equityIssued share capital 17) 59 59Share premium reserve 29,529 29,529Other reserves 18) 110,536 80,958Undistributed earnings 31,299 32,538
171,423 143,084
Current liabilitiesOther creditors, accruals and deferred income 246 2,118
171,669 145,202
Schiedam, 2 April 2010
Management Board,
drs. J.G. Geurtsdrs. J.A. Gennissendrs. M.J.S. Geurtsdrs. W.P. Geurts
Company income statement
(x EUR 1,000) 2009 2008
Share in the participating interests 31,704 32,353Result of Facilicom Services Group N.V. 1,595 2,285
Net profit 33,299 34,638 As the financial data of Facilicom Services Group N.V. is included in the consolidated annual accounts, the company income statement has been summarised pursuant to Book 2, Section 402 of the Dutch Civil Code.
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Notes to the company balance sheet
Financial fixed assets (x EUR 1,000) 16) 2009 2008
Participating interests in group companiesBalance at the beginning of the financial year 34,620 37,091Goodwill purchased -3,478 -10,256Share in result 31,704 32,353Dividends received -33,000 -23,500Price and conversion differences 518 -1,068
Balance at the end of the financial year 30,364 34,620
Year-end Year-end previous financial year financial year
Issued share capital 17)
Authorised share capital 91 91 Capital not paid and not issued 32 32
Issued share capital 59 59
The issued share capital comprises 1,250 ordinary shares and 50 priority shares, each with a face value of EUR 45.
2009 2008Other reserves 18)
Balance at the beginning of the financial year 80,958 56,514 Goodwill purchased -3,478 -10,256Price and conversion differences 518 -1,068Profit appropriation previous financial year 32,538 36,168Paid dividend – -400
Balance at the end of the financial year 110,536 80,958
Off-balance sheet financial obligationsReference is made to the notes to the consolidated balance sheet for the long-term obligations.
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List of equity investments
Group companies at year-end 2009 Registered office Holding
Facilicom Bedrijfsdiensten
CleaningGom Schoonhouden B.V. Schiedam 100%Coppejans Verenigde Bedrijven B.V. Tilburg 100%Krimpens Schoonmaakbedrijf B.V. Krimpen a/d IJssel 100%VSP Schoonmaak B.V. Harderwijk 100%Atris Groep B.V. Nieuwegein 100%Atris Haaglanden B.V. Rhoon 100%Basita Schoonmaakdiensten B.V. Rhoon 100%Robbers Schoonmaakdiensten B.V. Nieuwegein 100%Ditshuizen Schoonmaakdiensten B.V. Zevenaar 100%
SecurityTrigion Beveiliging B.V. Schiedam 100%Trigion Services B.V. Schiedam 100%Trigion AlarmCentrale B.V. Schiedam 100%Trigion Recherche Consultancy en Training B.V. Schiedam 100%HBD Total Security B.V. Schiedam 100%
CaterenProrest Catering B.V. Schiedam 100%Mondial Cateringservice B.V. Diemen 100%
Personnel servicesAxxicom Personeelsdiensten B.V. Schiedam 100%Axxicom Zorgsupport B.V. Schiedam 100%Axxicom Airport Caddy B.V. Schiedam 100%Facility P&O Services, Werving en Selectie B.V. Schiedam 100%
Homecare operationsAxxicom Thuishulp B.V. Schiedam 100%Aveant Thuishulp B.V. Utrecht 51%
Horeca servicesTapwacht Service B.V. Schiedam 100%Tapwacht Techniek B.V. Schiedam 100% Facility managementFacilicom Facility Solutions B.V. Schiedam 100%Facilicom PPS Doetinchem OG. B.V. Schiedam 100%Facilicom PPS Doetinchem Exploitatie B.V. Schiedam 100% TradeGom Distributie- en Dienstencentrum B.V. Schiedam 100%
Group companies at year-end 2009 Registered office Holding
Management and administrationFacilicom Bedrijfsdiensten B.V. Schiedam 100%Facilicom Wagenpark B.V. Schiedam 100%
Breijer Bouw en Installatie
ConstructionBreijer Bouw B.V. Rotterdam 100%Breijer Schilders B.V. Rotterdam 100%Breijer Glas B.V. Rotterdam 100%Breijer Elektrotechniek B.V. Rotterdam 100%Breijer Ventilatietechniek B.V. Rotterdam 100%Breijer Loodgieters B.V. Rotterdam 100%Breijer Contractonderhoud B.V. Rotterdam 100%Breijer Betonconservering B.V. Rotterdam 100%E3D Ingenieurs B.V. Rotterdam 100%Breijer Bouw Huizen B.V. Huizen 100%
InstallationBreijer Installatietechniek B.V. Woerden 100%Breijer Brandpreventie B.V. Woerden 100%Van der Velde Firepro B.V. Woerden 100%Breijer Technisch Beheer B.V. Woerden 100%Van Heeswijk Elektrotechniek B.V. Schijndel 100%Materieel Beheer J. van Heeswijk B.V. Schijndel 100%Breijer Koeltechniek B.V. Tilburg 100%Trigion Beveiligingstechniek B.V. Schiedam 100%
Management and administrationBreijer Bouw & Installatie B.V. Rotterdam 100%Breijer Holding B.V. Rotterdam 100%Schaap & Woudsma Beheer B.V. Huizen 100%Van der Velde Groep B.V. Woerden 100%
International
BelgiumFacilicom Services Group Belgium N.V. Antwerp 100%Gom N.V. Antwerp 100%Prorest Catering N.V. Antwerp 100%Facilicom Facility Solutions N.V. Antwerp 100%GDS B.V.B.A. Antwerp 100%Axxicom N.V. Antwerp 100%Trigion B.V.B.A. Aarschot 100%
Other information
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Group companies at year-end 2009 Registered office Holding
FranceFacilicom Services Group S.A. Paris 100%Facilicom S.A.S. Paris 100%Gom Propreté S.A.S Paris 100%Prened Accueil S.N.C. Paris 100%Prened Securité S.A.S. Paris 100%Axxicom S.A. Paris 100%
United Kingdom Facilicom UK Ltd. London 100%Facilicom Cleaning Services Ltd. London 100%Complete Property Security Ltd. London 100%CSB Contract Services Ltd. Manchester 100%
Management and administrationFacilicom Beheer B.V. Schiedam 100%Facilicom International B.V. Schiedam 100%
Group companies at year-end 2009 Registered office Holding
Other participating interests at year-end 2009
H.O.D. Nederland B.V. Utrecht 50%H.O.D. Presentie B.V. Utrecht 50%Schoonzorg B.V. Amsterdam 49%
Related partiesFacilicom Bedrijfsgebouwen B.V. Schiedam 0%
A declaration of joint and several liability, referred to in Section 403 in Part 9 of Book 2 of the Dutch Civil Code, has been filed for all Dutch group companies with the office of the Trade Register of the companies in question.The above list only includes the active companies; a comprehensive list is available for inspection at the Chamber of Commerce.
Profit appropriation
The management board has proposed the incorporation of the net profit of EUR 34,637,635 as follows:Dividend payment EUR 2,100,000Addition to the other reserves EUR 32,537,635 Provision regarding the appropriation of profit in Article 23 of the Articles of Association:
The profit stated in the adopted annual accounts is entirely at the disposal of the General Meeting of Shareholders.
Special right under the Articles of Association pertaining to controlThe foundation Stichting Administratiekantoor Facilicom Bedrijfstdiensten Beheer held 50 priority shares at the end of the financial year.Drs J.G. Geurts constitutes the board.A number of special rights under the Articles of Association are vested in the holders of the priority shares. The meeting of the priorityshareholders is entitled to set the remuneration and other terms of employment of the Management Board and is also entitled toapprove board resolutions, to be set out in a specifically defined resolution.The issue and repurchase of shares requires the approval of the meeting of the priority shareholders, which accordingly has a pre-emptive right for the acquisition of such shares.
General, commercial, social & Corporate Social Responsibility and financial annual report 2009 | Facilicom Services Group86
Statement regarding the annual accountsWe have audited the annual accounts 2009 (included in the report on pages 68 to 85) of Facilicom Services Group N.V. in Schiedamcomprising the consolidated and company balance sheet as at 31 December 2009 and the consolidated and company incomestatement for 2009 with the explanatory notes.
Responsibilities of the Management BoardThe Management Board of the company is responsible for the preparation of the annual accounts, which provide a fair and truepresentation of the capital and the result, as well as for the preparation of the annual report both in accordance with Title 9, Book 2 ofthe Dutch Civil Code. This responsibility includes, inter alia: the development, implementation and maintenance of an internal controlsystem that is relevant for the preparation and fair presentation in the annual accounts of the capital and result in such a manner thatthese are free of material misstatements due to fraud or errors, choosing and applying acceptable accounting principles for financialreporting and making estimates that can be considered reasonable under the given conditions.
Responsibilities of the auditorOur responsibility is to give an opinion on the annual accounts based on our audit. We have performed our audit in accordance withDutch law. Consequently, we are obliged to comply with the applicable codes of conduct and we are obliged to plan and execute ouraudit in such a manner that a reasonable degree of certainty can be obtained that the annual accounts are free of materialmisstatements.
An audit comprises performing activities in order to obtain audit information on the amounts and the explanatory notes in the annualaccounts. The choice of the activities depends on the professional opinion of the accountant, including his assessment of the risks ofmaterial misstatements due to fraud and errors. In this assessment, the auditor takes into account the relevant internal control systemfor the preparation of the annual accounts and the fair presentation of the capital and result, in order to make a responsibleassessment of the audit activities that will be adequate under the given conditions but do not have the objective to give an opinion onthe effectiveness of the internal control system of the company. The audit also comprises an assessment of the acceptability of theapplied accounting principles for financial reporting and an assessment of the reasonableness of the estimates that the ManagementBoard of the company has made, as well as an assessment of the general representation of the annual accounts.
We are of the opinion that the audit information that we have obtained is sufficient and suitable as a basis for our opinion.
OpinionIn our opinion, the annual accounts give a true and fair presentation of the size and composition of the capital of Facilicom Services Group N.V. as at 31 December 2009 and of the result for the year 5,100.32 cm accordance with Title 9, Book 2, of the Dutch Civil Code.
Statement regarding other statutory regulations and/or regulations of regulatory bodies.By virtue of the statutory obligation pursuant to Section 2:393, subsection 5, under e. of the Dutch Civil Code, we report that theannual report, insofar as we are able to assess this, is consistent with the annual accounts as stipulated in Section 2:391, subsection 4 of the Dutch Civil Code.
Alphen a/d Rijn, 9 April 2010
Grant Thornton Accountants en Adviseurs B.V.
M. Baks RA J. Verkade AA RV(external auditor)
To: The Management Board and Shareholders of Facilicom Services Group N.V.
Auditor’s report
Text: Frank Bokern, Weergaloos met Woorden, BussumDesign and production: John Roobol, FacilicomPhotography: Henk Jan Kamerbeek fotografie, RotterdamPrinting: Thieme MediaCenter Rotterdam
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