buzz magazine - issue 5

THE MAGAZINE FOR MITIE PEOPLE ISSUE 5

Our world. Yo ur f utu re John Cridland, CBI Director-General, urges British businesses to go for it!

EDITOR CHAPTER TITLESMITH NEIL

a new buzz Welcome to issue 5 of buzz magazine which is all about the MITIE world. We’ve got some great features on the leading edge technology that supports our world, sustainable initiatives we’ve developed to minimise people’s impact on the natural world, the people and programmes that enhance our world, and how we’re working with a range of clients to improve their worlds.

Regular readers will notice that we have structured the magazine slightly differently this time around and split the features into 4 key areas: Innovation, Sustainability, People and Client Focus. We hope you like the new layout and enjoy this issue.

CONTENTS INNOVATION drives our business forward 02 / Interview with John Cridland 04 / MiWorld 06 / Up close and personal 08 / MiNet

SUSTAINABILITY underpins our strategy and growth

10 / Richard Margetts – Citrix 12 / CarbonCare 14 / London Fire Brigade 16 / Decentralised energy 18 / Waitrose

PEOPLE are the lifeblood of our organisation

20 / Knowing me knowing you 22 / Graduate programme 24 / MITIE Stars Award 26 / MITIE’s Got Talent 28 / Diversity Steering Group

CLIENT FOCUS is the proof of the pudding

32 / RBS 34 / PwC 36 / Northumbria Police HQ 38 / Sanctuary Housing 40 / Sector Feature – Retail

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Remember, if after reading this issue you’re still hungry for more information on some of the fantastic contract and business awards we’ve won over the past 12 months just head over to www.mitie.com/media-centre.

Alternatively, if you’d like to find out how MITIE can help your business just email us at buzz@mitie.com.

STRATEGIC OUTSOURCING AT ITS BEST

Client

focused +

£1.7bn revenues Entrepreneurial

spirit

CHIEF EXECUTIVE RUBY MCGREGOR-SMITH

foreword It’s a really exciting time at MITIE for both our people and our clients. In the last six months I’ve been thrilled by our growth onto the international stage. We’ve acquired the integrated facilities management business of Dalkia in Ireland, and increased our interest in Service Management International (SMI) to 50%.

In addition to this we have been appointed preferred bidder by Vodafone and Rolls-Royce for their facilities and energy management services which encompass some European properties. And although the economic climate could be brighter our financial covenant is still strong.

This issue of buzz really demonstrates that we’re an organisation that lives and breathes our values of people, passion, fresh thinking and exciting futures, and showcases some of the wonderful work that we do with our clients.

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60,000

passionate people

International

capabilities Innovation-led

Aspirational World-class service portfolio Clear and sustainable strategy buzz 1

INNOVATION INTERVIEW WITH JOHN CRIDLAND

go for it Just

What better way to kick off this issue of buzz than with an exclusive interview with John Cridland, CBI Director-General?

John shares with us what British business can do to support economic recovery and his commitment to encouraging young innovators to just go for it.

With a lot having changed on the political and economic landscape over the last 12 months, what do you think will be the key issues affecting UK business over the next 12 months?

There are three. The most important is achieving the highest level of private sector growth that we can to maintain living standards for British citizens. That’s based self-evidently on the fact that the consumer is constrained and the public sector is constrained, so the engine of growth has got to be the private sector.

The second is the role of the private sector in the reform of public services.

The fiscal health of the nation matters to every company in Britain and every employee in Britain. Companies like 2 buzz

MITIE are involved in that, but even those who aren’t directly involved need to see the government spending cuts driven intelligently. There is a bad way of doing this, simply cutting and slashing, and there is a good way of doing it which is starting again and remodelling public services.

The third is the role of business in society and the reputation of the business. For business to be able to grow successfully and for it to play the role that it should play in public sector reform, people have got to accept business for what it is, and that it’s part of the solution.

What areas do you think will see the most reform and how soon do you see this starting to happen?

Local government is in many ways bearing the brunt of the immediate spending reductions. Local councils have got a front loaded problem, as they need to make some serious savings over the next financial year. So across local government I think we are going to see a pressing need for a great deal of innovation. The default position is to cut services and cut jobs and that is what we need to avoid.

How do you think that business can help to achieve growth?

The most significant thing is to export.

It’s an export-led recovery, it’s net trade that is the biggest component to reboot the economy. In particular, there are thousands of small businesses with growth potential; businesses that could move rapidly into the mid-cap market and ought to be doing a lot more in international markets. It is also important to remember that the export of services is every bit as important as the export of goods.

Do you think that carbon efficiency and sustainability are still at the top of the business agenda or have they drifted due to the economic pressures that we are facing?

They aren’t at the top of the short-term urgent agenda, but they are at the top of the long-term importance agenda.

I see no evidence that companies have ‘backed off’ from the fundamental and strategic judgement which I think is now close to being the accepted norm, irrespective of what sector you’re in whether it be manufacturing or service.

However distant you are from what we define as a green industry, you have to ‘green’ your product or service if we are going to decarbonise the economy by 80% by 2015.

UK society is very diverse, but the boardrooms aren’t necessarily that diverse. How do you think we achieve more diversity in British boardrooms and what benefits do you think that will bring in the way businesses operate?

We need to avoid ‘group think’, the idea that everyone is thinking the same thing.

The reality is that ‘group think’ is most likely to happen when everybody in the same room has the same characteristic.

If we were pulling together a project team we would want to ensure that we do not have six identical people in the room because the project team needs complementary skills to achieve its purpose, it’s the same in the boardroom.

I think that is a strong business case. I don’t think it stops at a strong business case. Sometimes in life you should do

things because they are the right thing to do. Women make up more than 50% of the population. They are 46% of the labour market already. They are a large proportion of graduates, they perform better at A-Level yet they make up 12% of the boardrooms of FTSE companies… it just can’t be right.

What skills do you think UK PLCs will need over the next ten years and how should we go about developing them?

When I talk to companies the most important generic skill shortage lies within project management. I think that reflects where the British economy’s value added now is, irrespective of service or manufacturing industries.

The value added bit is how you make the cake and not about the ingredients.

It’s about what you do when you have put the ingredients together. This applies to all levels (managerial and board) and a skill that is very much in demand.

It’s not solely project management skills that John describes as an important priority to the growth of the UK’s business future. John speaks passionately about the role of young people and the importance of their career development as a key factor in economic growth too.

Given the statistics released recently showing that one in five 16 – 24 year olds are now out of work, what role do you think UK businesses can play in supporting young people get into work?

That is a hugely important question.

There is a real mismatch between both the interests of young people and the skills of young people on the one hand and the need of business on the other.

It has got nothing to do with aptitude.

Today’s young people are every bit as bright as previous generations and in many ways an awful lot more streetwise.

A mismatch is really worrying. We have not found ways, notwithstanding the efforts of work experience in secondary school, to excite and connect with that generation. For somebody at 16 to be dropping out of education is something of an indictment of us all. The scarring effects of unemployment at this critical period far outweigh the effects of unemployment in later life.

We need to put a higher premium on reaching out to young people who may not be our first choice employees. We will make a big mistake as a business if we say we aren’t going to give people a fair chance.

The particular thing which I believe that business is doing, but could do more, is to make fullest use of the potential of apprenticeships.

Apprenticeships are the answer.

They give companies the opportunity to shape young people for the needs of the business. I’d love to see even more companies going on the apprenticeship journey.

How can we ensure that talent is developed in the right way to ensure a successful business future?

We have an under-utilised asset in Britain’s further education system.

The majority of British employers don’t make use of their local FE College.

I feel that the challenge is to reach out to disadvantaged young people in our local communities and deprived boroughs – the link is the FE College.

I hear a lot about what businesses are doing with Russell Group Universities which is important but what are they doing with the FE College. If the FE colleges aren’t providing skills training that adds value then businesses need to get in there and change it. It can’t be right to have that local facility and it not be of relevance.

What advice would you give to young people that want to set up their own businesses?

Go for it! One of the things we have seen whilst I have been in the CBI is a shift in the attitudes of young people from wanting to work for larger companies and following corporate careers to a much greater interest in wanting to work for themselves. We have to make sure we have the right support networks and I think broadly we have. But the real thing is to go for it. If you think you have got an idea that you think you can market, go for it.

For a young person still at school would you recommend they learn a trade or go to University, which could saddle them with large debts before they’ve started their career?

I think we have to be clearer about young people’s passions and giving them the right tools to achieve it. I think we spend too much time telling people to take courses, get qualifications and go to certain institutions and not enough time finding what the individual’s passion is and identifying a route map to get them to their destination.

We’d like to thank John Cridland very much for his time and insight into the role British business must play in the months and years ahead on our journey to economic recovery.

Interviewers were John Telling and Kirsty Barnet.

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INNOVATION MiWORLD

Welcome to

MiWorld is the brainchild of MITIE’s finest technological minds and gives our clients more control of their systems and data in one fully integrated platform. The state-ofthe-art technology plays to one of our greatest strengths – our ability to integrate the sector’s widest range of self-delivered services into highquality packages for our clients.

What is MiWorld?

MiWorld is a web-based portal, specifically developed to meet the changing needs of our clients. It aggregates information from the various market leading service management systems into a single, consistent, easy-to-use format. Faster, more accurate information leads to greater insight into performance trends, the ability to predict new issues before they arise, and far better decision making in the long-term.

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Smarter, more strategic decision making MiWorld allows you to raise your performance and cut your costs in more far-reaching and strategic ways. Like managing all your utilities costs centrally, allowing you to cut both your carbon footprint and your fuel bills. Like tracking infrastructure costs such as IT, rent and rates building by building, so that you can assess how efficiently each site is being used.

As well as giving you a top-level analysis of the big picture on the dashboard, MiWorld also allows you to drill down to much greater levels of detail, and slice and dice data in whichever way is most relevant to your business – by unit, by site, by service, by region. And all of this information can be easily exported into Word, Excel or PDF.

Hindsight...Insight...Foresight By using historical data and capturing the trending patterns, we are able to provide a glimpse of the likely future performance. We do this using advanced data mining techniques to help shape and improve your business, enabling you to make smarter, more strategic decisions.

MiWorld gives you the power of being able to monitor and analyse all your information in one place, irrespective of where this information originated. This is the future.

This is MiWorld.

Want to find out more on how MiWorld is bringing businesses together? Simply email us at miworld@mitie.com

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INNOVATION UP CLOSE AND PERSONAL

PROPERTY

SOLUTIONS When not setting the professional backgammon circuit on fire with his world-class skills, Wayne Felton is Managing Director of MITIE’s Property Solutions start-up that’s living proof that our FTSE 250 business is still passionate about driving opportunities for entrepreneurs and growth from the MITIE model: Management Incentive Through Investment Equity.

For those out there who don’t know about the MITIE model, the unique equity proposition that’s helped our group achieve such dramatic organic growth over the past 23 years, then here’s a quick précis. The model was the brainchild of MITIE co-founders David Telling and Ian Stewart. Their idea was to encourage entrepreneurs to start-up new businesses at MITIE to provide services that complement our existing service range. The managers of each new start up would invest in a substantial minority stake (up to 49%) in the start-up business with MITIE taking at least 51% of the equity.

When certain targets are met, the managers may then sell their minority stake back to MITIE after at least five years for a sum based on the profits achieved (an earn-out). Payment is made in a mixture of cash and MITIE shares. The price paid is equivalent to ten times average post-tax profits over their last two or three years, depending on the type of business. After their earn-out, most of the managers who sell choose to hang on to the shares they receive and remain with MITIE to grow the business further, or take on new challenges.

So how does MITIE’s latest start-up fit with this, add to our existing services and what’s their strategy?

“The Property Solutions business really complements MITIE’s existing operations in the Property Management space in both the public and private sector.

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We manage both domestic and commercial property insurance claims and have three defined service offerings to clients. Firstly we offer ‘surescope’, a process for managing larger, non-emergency type insurance claims.

“Secondly we offer an emergency response service and one which covers the management of emergency repairs which typically need to be carried out within two hours via a 24/7, 365 customer service centre. And finally we have our integrated solution that is to be offered to the insurance sector in conjunction with locks & glazing, drying & restoration, and alternative accommodation agencies. This is still in the developmental stage but is something we are looking to take to market in the coming months.”

The main target market for our new business is commercial and domestic property repairs for the insurance industry. The team is focused on developing close ties with insurance companies, insurance brokers and loss adjusters who do not have their own building repair network.

“When you look at where we’re targeting, the potential for growth is phenomenal. Conservative estimates put the commercial and domestic repairs market at being worth in excess of £2.5 billion p.a. with the key decision makers being a mixture of Claims Directors, Strategic Supply Chain Directors, and Procurement departments.”

Wayne’s A-Team includes Nick Turner, Operations Director, Paul Cutler as Technical Director, Clarence Philipneri as Financial Controller, Dave Caddick as Operations Manager and Lee Sadowski as Business Development Director.

Together they bring a wealth of industry experience and knowledge to the table in this exciting new proposition to the insurance world.

“We focus on being a service business with a commitment to getting things done right first time and on budget. As the business has only just started, our market share in the insurance repairs arena is obviously quite small, but things are changing quickly.

We have a number of customers already and we really stand out from the competition.”

Wayne’s ambitions and plans for the short-to medium-term growth of the business couldn’t be clearer, and we’re looking forward to seeing this business grow like others before it.

If you’d like to find out more, email wayne.felton@mitie.com

In January 2011, we announced the launch of the MITIE Entrepreneurial Programme with our first £10m fund to back management teams with innovative ideas for starting mutually owned businesses in the UK. It is open to people from both the private and public sector who want to run a business with MITIE’s support.

For more information head over to www.mitie.com/entrepreneurs buzz 7

INNOVATION MiNET

MiNet

News

Functions

People

Search...

All sites

A social revolution Did you know Facebook has over 500 million users? That the average user has over 130 friends, and that people spend over 700 billion minutes per month on ‘the book’ keeping in touch with their online community? If it’s not Facebook then it’s Twitter. Twitter has over 104 million users with an estimated 130,000 new accounts created each day.

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Blogs

BMS

What’s Hot

People Plus

So how have we found ourselves in the grip of this social networking revolution?

Well, a large part of it comes down to advances in technology combined with our desire for around the clock information. But it isn’t just about accessing information, as Facebook and Twitter have proven; it is about sharing knowledge and collaborating across borders, time zones, cultures and languages.

At MITIE we’ve long since advocated the benefits of social networking, as anyone who’s linked us in, follows us on Twitter, or belongs to the MITIE People Facebook group knows. Connecting to our community counts and MITIE continues to invest in new technologies to support our growth.

MiNet user guide

My Site

Fun News

Changing the way we work In August 2010 we launched MiNet, MITIE’s brand new intranet that’s wrapped up in a fresh and funky design. MiNet is the culmination of six months of planning, designing, testing and executing by stakeholders from every function across our group.

MiNet is a SharePoint-based platform and is accessed by a community of over 8,000 people across MITIE. The cutting-edge system is a marked step change in the way we’d previously used an intranet in MITIE as we moved from a static data repository to wholly interactive information portal. It has also challenged the way we think and work in our world-class business. Moving to this platform was a great exercise in change management and also allowed us to take our intranet and really streamline information within the site.

The launch of MiNet also gave us the opportunity to deliver a much improved Business Management System (BMS) making it easier for people to access their business critical documents. And by having a Microsoft SharePoint platform, in time we will see the intranet integrate well with our Office products such as Word, Excel and PowerPoint.

The personal touch Every single user has their own customisable My Site where they can access the systems they use all in one place, add in RSS feeds and links to the documents they use every day.

This is only the first step of the journey and we have a detailed roadmap that will see the release of more and more functionality and integration with other MITIE systems in time. MiNet is all about our people, and helps them work better, together.

Find People

Find Office View the entire office directory here

Feedback Click here to give feedback

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SUSTAINABILITY CHAPTER TITLE RICHARD MARGETTS – CITRIX

Going green with Richard Margetts: Citrix

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Every organisation wants a technological edge in their approach to ‘being green’, and to find efficiencies in the way they operate and implement new energy and carbon saving initiatives.

Take MITIE client Citrix, a virtual computing solutions provider dedicated to creating a world where people can work from anywhere. By removing the need to be tied to your desktop computer and creating a virtual approach to the world of work, Citrix is seizing the opportunity to develop an “on-demand IT service”, which will encourage productivity and creativity amongst the workforce.

So, how does this innovative virtual approach to work link to improvements in carbon reduction and sustainability?

Well, it’s not just about recycling in the office, or the ‘eco-bling’ of solar panels and wind turbines. It’s much bigger than that. By creating a new approach to work, enabling flexibility and allowing workers to access their office desktop remotely, Citrix is encouraging businesses to adopt technology that can contribute to sustainability targets.

That’s why buzz editor Neil Smith and Ian Adams from our Technical Facilities Management division went to meet MITIE client Richard Margetts, Real Estate and Facilities Manager for the UK division of Citrix, to find out more.

What role does your team have in delivering sustainability objectives for Citrix?

The role of FM is to ensure that social and economic sustainability is carried out by different business functions. We are very conscious of our place in the environment. As an organisation, Citrix develops virtual computing solutions which can help clients to reduce energy usage.

And what has MITIE done to support your objectives?

We are very lucky with MITIE, who are using their expertise to help us reduce our overall carbon footprint. We have an in-house team proactively managing energy consumption on a day-to-day basis. They keep us up-todate with current industry advances and are constantly looking into

innovative ways to reduce costs, which enables us to implement better energy saving strategies.

Are there any buildings that you work on where you think that you’ve got an advantage on technology with plant and equipment?

Apart from the Manor House (which made an appearance in the James Bond classic Thunderball), most of our buildings are around ten years old.

Because of this we haven’t come across many major challenges with ageing plant yet. However, one of the big wins we’ve had was investing capital in our main R&D facility here in Chalfont Park.

We managed to save 12% on the main building plant energy usage, all of which was implemented by the MITIE team onsite.

MITIE is really making a difference in our waste management policy too. We are increasingly recycling our outgoing waste, including electrical equipment, plastic, glass, cardboard, paper and confidential waste. We are now recycling at around 75 – 80%.

While Richard describes how passionate the Citrix staff (specifically his engineers) are about being green, they are mindful of the cost challenges that come with it.

“We’re continuing to look at ways to reduce energy consumption across the business, including retro-fitting some free cooling and heat recovery systems to the data centres and engineering labs...It would be great to build a ‘super sustainable’ building from scratch – a Citrix R&D facility which is designed to reuse all of our heat output…that would be fantastic.”

EMEA discuss regional and global challenges, of which sustainability is a big part of this agenda.

Last year’s Citrix annual summit saw the discussion of sustainability on an international scale, so it was interesting to find out that Richard sees the UK as quite far ahead in its attitude towards CO2 reduction and sustainability.

But what has been MITIE’s role in working with Citrix on the Government’s Carbon Reduction Commitment Energy Efficiency Scheme compliance?

MITIE’s role has been to manage the registration process and to keep us informed on how it has evolved. It’s been about raising our awareness and understanding of the subject.

MITIE has also implemented some indepth energy calculations around our buildings which led to some interesting findings. It has shown us some easy ways to make energy savings.

Speaking about Citrix as an international business, Richard reiterates their focus on the relationship between virtualisation and sustainability, telling us that: It’s not just about recycling, it’s about how our workspace is used and enabling people to work remotely; it’s a big thing.

It certainly is a big thing, and we’re looking forward to working with Citrix for many years to come.

Do you share best practice with other operations within the company?

Definitely. The Global Real Estate team meets on an EMEA basis every two weeks and on a global basis once a month using our own web-conferencing technology. Representatives from Asia Pacific, Americas East & West, UK and buzz 11

SUSTAINABILITY CARBONCARE

We care a lot!

Just after the last issue of buzz hit the streets MITIE launched CarbonCare – a new suite of services designed to help our clients tackle the pressing issues of carbon emissions reduction and create a sustainable future business model.

Since then we’ve elected a new Government and experienced the Comprehensive Spending Review. So what better time to catch up with MITIE’s CarbonCare Director Mike Sewell to get a real insight into what’s been happening, and find out where we go next in the new low-cost, lowcarbon environment.

“It’s interesting, that just days after the new Coalition Government was elected, the first announcement that David Cameron made about cuts was not expressly financial – it was about carbon. He declared that central government’s departments must cut 10% of their carbon emissions in the first 12 months, to help make this the greenest government ever. Of course the reality is that by cutting carbon emissions they will be cutting costs simultaneously, because by reducing energy they will generate savings on direct utility costs and through charges they would have incurred through what is now a carbon tax, the CRC (Carbon Reduction Commitment) Energy Efficiency Scheme.”

This simple consumption-cost-carbon relationship is a fundamental equation that has underpinned the development of our CarbonCare proposition over the last 12 months. Understand that and you are well on the way to understanding what needs to be done to take the first steps to a more sustainable future business model. CarbonCare provides the roadmap that allows any organisation to achieve this goal.

“There are many different obstacles and challenges that you have to deal with – the age and design of buildings, inefficient plant and equipment, ineffective use of the space, as well as management and staff antipathy, and there is no one simple solution. The trick lies in successfully pulling together the 12 buzz

numerous loose strands in one cohesive strategy – including property, asset investment, data management, procurement, provision of decentralised energy and maintenance.

“Of course MITIE as a business is really well placed to do that. Over the last 12 months we have spent considerable time creating the necessary collateral and understanding, including training over 50 senior MITIE CarbonCare champions so that we can make it a total solution delivered right across our business. Cutting carbon in buildings isn’t just about tackling the obvious energy consuming culprits such as heating, air-conditioning and lighting, although it’s a good starting point. By changing cleaning regimes from evening to daytime, engaging with security officers to turn off lights and other equipment and introducing technology and common sense in the catering areas, huge savings can be achieved.

“Going forward, organisations will not have the choice about ‘opting in’ to good carbon practice. Government legislation in the form of both carrot and stick will ensure every organisation’s participation. And anyway, saving carbon means saving cost, which in the current economic climate is an absolute imperative. Following the Comprehensive Spending Review the CRC is now a carbon tax with the monies being retained by the Treasury instead of recycling the auction revenues back to scheme participants.

Organisations may see this as punitive, but the reality is that this places greater urgency on making savings and, ironically, shortens the pay-back periods for energy saving measures when the impact of the levy is taken into account for non-action. Feed in Tariffs (FITs) also provide a massive incentive to embrace decentralised energy investment as well

as the Renewable Heat Incentive (RHI) which goes live this year. We are able to help advise on all these areas and help clients develop a plan to take advantage of the incentives available and minimise their carbon and financial exposure.”

The development of CarbonCare has set new standards in terms of environmental impact management within our own buildings; highlighting further opportunities to drive out unnecessary waste, costs and emissions as well as demonstrating the strength and creativity which exists within MITIE for innovative carbon management.

For more information visit www.mitie.com/carboncare

The six components of CarbonCare WE CAN HELP OUR CLIENTS TO DEVELOP THEIR SPECIFIC CARBON MANAGEMENT STRATEGY AND DEPLOY ONE OR MORE, OR ALL OF THEM, DEPENDING ON OUR CLIENTS’ NEEDS.

Bringing you new ideas, technologies and innovations, and showing you how best to exploit them.

Helping your organisation and staff make the link between energy use, carbon emissions, and climate change.

Raising awareness

Designing and installing cleaner local renewable energy solutions including biomass, wind, solar and geothermal serving both you and the surrounding area.

Decentralised energy

Guaranteed reductions

Giving you better energy efficiency and lower CRC obligations through improved maintenance and operations, changes in behaviour, and no/ low-cost initiatives.

Innovative ideas

Data management

From establishing an accurate carbon footprint for your site, to more effective utilities procurement, bill validation and reporting.

Carbon compliance

Ensuring you comply with your legal energy obligations including CRC Energy Efficiency Scheme.

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SUSTAINABILITY LONDON FIRE BRIGADE

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MITIE CarbonCare is helping the London Fire Brigade (LFB) significantly cut its carbon footprint and has saved tens of thousands of pounds a year for the public purse. We have a ten-year contract to reduce carbon emissions at ten LFB buildings as part of London’s bigger CO2 reduction commitments.

By implementing energy saving programmes including installing motion-sensor lighting, energy efficient boilers and solar panels that generate electricity, the MITIE team has already achieved significant savings.

At one fire station in Ilford the installations have already resulted in gas and electricity consumption falling by 41%. Overall, the ten participating stations have saved 242 tonnes of carbon dioxide resulting in £50,000 worth of savings.

The contract, worth £2.4m to MITIE, is part of the London RE-FIT scheme, formerly known as the Building Energy Efficiency Programme, and was awarded through the Greater London Authority in 2009. Prompted by an original idea from the Clinton Climate Change Initiative, the Mayor of London, together with his peers from other cities in the worldwide C40 Cities Group, pledged to act positively to reduce wasteful emissions from public buildings.

The resulting contract was the first of its type and is performance based, requiring MITIE to achieve specific emissions reduction target over the period of the contract. The overall objective is to enable public bodies in London to significantly reduce carbon emissions from their buildings, with a target of 60% reductions by 2025.

MITIE’s CarbonCare offering

encompasses all the services we Ian Shaw, energy manager for provide to help clients reduce their London Fire Brigade, is also delighted carbon emissions and save money. with the results: “Everyone is a winner This includes identifying waste, providing because of this work, as we do our bit for the right equipment to reduce it and the environment and our bank balance. complying with an increasingly complex The money we save is re-invested in legislative environment. more green technology which will lead Mike Sewell, MITIE’s CarbonCare to an even lower carbon footprint and Director comments “These are further savings.” significant savings The success of the “Well done to the London savings made at in both financial and environmental Fire Brigade for being the the London Fire terms which prove first to the finish line in Brigade has drawn MITIE’s CarbonCare giving their buildings a direct praise from offering is having a The Mayor of London green makeover. These hugely beneficial Boris Johnson himself, stations will save a impact on “Well done to the its clients.”

London Fire Brigade whopping £50,000 per By bringing for being the first year as a result of these everything together to the finish line in in one place, from works and significantly giving their buildings strategy, to delivery, reduce carbon emissions.” a green makeover. to long-term These stations will Mayor Boris Johnson performance save a whopping improvement CarbonCare is able £50,000 per year as a result of these to make meaningful savings to any works and significantly reduce carbon business. With the recession demanding emissions. I am encouraging all public greater efficiencies from the public and sector organisations to take part in this private sector an offering such as innovative programme that makes CarbonCare is proving to be very huge reductions to their energy bills.” popular because of the monetary benefits it has on the bottom line as To find out more please email well as environmental benefits.” ian.adams@mitie.com

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SUSTAINABILITY DECENTRALISED ENERGY

A return to the local energy economy Let’s take a look at why decentralised energy makes sense for MITIE and our customers.

Grid-based electricity has driven the industrial, commercial and technological revolutions of the 20th century. However, 21st century concerns about geopolitical instability, fossil fuel depletion and the knock-on effect of fluctuating oil and gas prices all suggest that we cannot continue to take our national electricity supply for granted.

The solutions for securing clean, reliable power supplies in the future are not immediately obvious. Large-scale renewable energy schemes will make a significant difference in the long run, but currently struggle for public acceptance; and nuclear generation remains politically controversial. Meanwhile, the clock is ticking on many of our older power stations, and energy shortages could become a real possibility over the next five years.

From running schools, hospitals, offices and factories, to keeping banks, retailers and other businesses online 24/7, 365 days a year, organisations need to think differently about how

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and where their energy will be sourced.

This is where decentralised energy, produced close to the point of consumption, can offer a real alternative to the grid. Decentralised energy is also known as ‘distributed energy’, because it is connected to a local, low-voltage distribution network rather than the high-voltage national transmission network. It is also sometimes described as ‘embedded generation’, because the generating equipment is installed within or near the building or community it serves.

Decentralised energy installations might include, for example, a combined heat and power plant serving a

commercial building; a waste-toenergy system using household refuse or industrial waste as fuel; a gasification plant burning sustainable biomass; or a small-scale wind turbine installation.

These are all types of energy infrastructure that MITIE creates for its customers in the private and public sectors. We specialise in developing bespoke assets that enable organisations to gain the benefits of decentralised energy and, importantly, to share them with their surrounding communities.

Decentralised energy is efficient, because there are no losses in generation or long-distance

Houses

Hospital

School

25,000 used nappies a year are diverted from landfill, fuel their own disposal process and generate surplus energy for profit.

A hospital’s energy centre has been guaranteed to deliver a £15m saving over 15 years – which equates to some 882 kidney transplants.

By joining three schools together, we create sufficient electricity demand for a viable community wind farm, saving enough carbon to offset 750 average school runs.

transmission, and it is sustainable, because it uses renewable and other low-carbon technologies. It is, therefore, a key component of MITIE’s CarbonCare approach. We help our customers go beyond simple cost and carbon savings – we deliver guaranteed energy availability, resilience and performance over the lifetime of the assets we develop.

We work with our customers to design, construct and operate energy centres that meet the specific energy needs of each organisation and, where possible, explore the opportunities of providing energy to local housing or community buildings. This means that our customers become central to their local energy communities, and have the potential to earn revenues from the sale of electricity or heat.

Decentralised energy is progressive and exciting because it will allow organisations and communities to take greater control of their own energy provision. Ultimately, the main sources of energy could become local, with grid supplies reserved for contingencies.

Over the past century, an industrial economy based on gain at any consequence has driven energy supply from local to regional and national.

Today, corporate objectives are being rebalanced, away from financial values towards human, social and environmental capital. The return to a sustainable, community-based local economy is a timely response to this shift.

Find out more about the decentralised energy opportunity by exploring our community platform: www.mitie.com/communityplatform

Decentralised energy facts 1. Decentralised energy, produced close to the point of consumption, can offer a secure, resilient alternative to the national grid.

2. It is efficient, because there are no generation or transmission losses, and it is sustainable, because it uses low-carbon technologies.

3. It is progressive and exciting because it will allow organisations and communities to take greater control of their own energy provision.

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SUSTAINABILITY WAITROSE

Carbon-negative Waitrose is powered

by MITIE

Biomass energy centre creates ‘first’ in low-carbon retailing.

MITIE and Waitrose are working in partnership to deliver the food retailer’s first biomasspowered, carbon-negative store, at East Cowes on the Isle of Wight. Part of a major regeneration scheme for the area, the new supermarket will be the first Waitrose on the island and its energy requirements will be provided by an innovative decentralised energy centre designed, built and operated by MITIE. essential Waitrose© ca Waitrose is part of the John Lewis Partnership, which has a vision to create off-grid energy centres for stores and other sites, such as distribution centres or farms, utilising biomass fuel from producers within the Waitrose supply chain. This will help to meet the company’s sustainability commitments, and also assure energy security and resilience at a time when we are already beginning to see shortages: in last year’s unusually cold winter, gas supplies to businesses were limited to sustain domestic demand.

The adoption of a decentralised energy strategy will make a significant contribution to these objectives. In a typical 2,000m2, store it will reduce consumption of grid electricity in a year by 91% and gas by 80%, and cut carbon emissions by 1,257 tonnes per annum: equivalent to the carbon footprint of 982,000 large loaves of bread.

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East Cowes is the first project to be delivered under a long-term partnership agreement between Waitrose and MITIE. The woodchip biomass fuel is coppiced from sustainable woodlands on the Isle of Wight, enabling Waitrose to reinforce relationships with local suppliers and to provide them with additional business. Under an energy services contract, Waitrose will purchase its energy from MITIE, saving up to £1m over the contract term, with no requirement for capital investment from the client. This guarantees energy cost certainty over the lifetime of the centre, and is an example of the flexible, availability-based contracts that we are able to offer our customers in the decentralised energy market.

At the core of the energy centre is the advanced technology developed

by MITIE, which will produce electricity, heat and chilled water for the retail

rbon footprint

Carbon-negaat

12

ive

“The John Lewis Partnership has a vision to create off-grid energy centres for stores and other sites, utilising biomass fuel from producers within its supply chain.

Waitrose will purchase its energy from MITIE, saving some £1m over the contract term, with no requirement for capital investment.

At the core of the energy centre is the advanced ‘tri-generation’ technology created by MITIE, producing electricity, heat and chilled water for the store.”

ore of gy the d ogy by hich duce ty, d water etail s ration”

essential© Waitrose biomass liquid 80% fuel

Carbon-negative

woodchip Produced with sustainable woodlands on the Isle of Wight.

2.272 litres 4 pints

essential© Waitrose biomass energy At the core of the energy centre is the advanced ‘tri-generation’ technology created by MITIE, producing electricity, heat and chilled water for the store.

The John Lewis Partnership has a vision to create off-grid energy centres for stores and other sites, utilising biomass fuel from producers within its supply chain.

Energy UK FUEL EU

Waitrose will purchase its energy from MITIE. Saving

Saving some £1m over the contract term, with no requirement for capital investment.

DATE:

space – a process known as “trigeneration”. This efficient, finely tuned power source has been designed with extra capacity, enabling surplus energy to be exported to nearly 170 local homes and a medical centre in the surrounding area. This places the East Cowes Waitrose at the heart of its local community and also means that the store has a negative carbon footprint of minus 324 tonnes per annum under current building regulations.

On the ground floor of the energy centre building, which has been designed to complement the architecture of the main store, will be a visitor and training centre. This will enable Waitrose to demonstrate how the technology works, from receiving the inbound fuel to running the store’s heating, lighting, refrigeration and other systems.

12:25

Our client at Waitrose/JLP says “We are very proud of this development, which establishes the kind of sustainable store we want for the future. It meets our commercial and corporate sustainability objectives and in particular it strengthens the bond between Waitrose and its local community. We believe that the economic model is robust and can be replicated, so we can now look forward to rolling out similar offgrid energy schemes across other premises in our business.”

To find out more please contact hayley.smith@mitie.com

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PEOPLE KNOWING ME KNOWING YOU

KATHERINE THOMAS

We’re pleased to welcome Katherine Thomas, MITIE’s new Group HR Director. Katherine joined MITIE in October from BT Group plc where she was responsible for talent development and management. Now a core part of MITIE’s senior management team, Katherine is focused on leading the next phase of talent development in our FTSE 250 business.

How have your first few months been?

It has been a whirlwind. I’ve been meeting lots of people and starting to understand the business…It’s been a very exciting time as I’ve started to build a picture of what our people agenda needs to look like.

What sort of opportunities do you think there are?

The most obvious opportunity is to establish where the whole is most likely to be greater than the sum of the parts – working out which aspects of what we do currently could deliver greater impacts on MITIE’s business through an aligned approach.

What attracted you to the role?

When I first found out about the opportunity to work for MITIE, I knew very little about the company. The more research I did though, the more excited I became. There are hardly any organisations anywhere in the world that can boast the kind of performance track record and growth trajectory that MITIE has achieved and the opportunity to contribute to the next stage of the organisation’s development is tremendous. Added to this, as I started to meet some of the people on the management team, I became even clearer that I wanted to be part of this organisation.

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What are your goals within MITIE for the next 12 months?

One particular area of HR I’m passionate about is talent and talent management and the challenges around this are especially interesting and important when an organisation is growing as quickly as MITIE. My key goal is to establish a talent agenda for the business.

With a strong focus on talent development, Katherine explains that there are two perspectives to the approach, commenting that everyone at MITIE has potential.

What we need to ensure is that people have the best opportunity we can offer them to realise this potential. On the other hand though, we also need to be able to identify effectively the subset of our population who have the strongest potential to become our future leaders.

From a top-down perspective we need to ensure that we are doing all we can to support the development and career progression of this group to ensure that we have a strong pipeline for key leadership roles across the business.

So what is the key to identifying and fulfilling talent development?

It’s key to recognise that talent development requires the right balance between internal and external hires. Internal talent development is massively important. Your best people will walk out of the door if they don’t see the opportunity to learn, build their experience and progress their careers. Talent retention is critical for

any organisation, but particularly one which is growing quickly like MITIE. On top of this, internal candidates have the cultural understanding that comes from already being a part of an organisation.

By the same token, any organisation needs to be open to external ideas and experience and bringing in new hires is a great way of ensuring that tried and tested processes and practices are subjected to fresh pairs of eyes. Bringing in new people is a way of challenging norms – and driving change.

Inspiration and motivation are other key factors which Katherine believes will encourage organic growth and talent development. When asked her personal opinion on how to get the best of people she responds, I like the old adage, that you have two ears and one mouth, use them in that proportion. I think it is also important to recognise that each individual is different and therefore what is a strong motivator for one person may be completely irrelevant for another.

In effect this means you need good managers, not only to support but to inspire and set direction also. People work at their best when they are inspired and when they understand why they are doing what they are doing and how this contributes to the bigger picture.

During the course of the interview we threw in a couple of curveball questions and found out that Katherine once sold a lampshade to Paul Newman while working in New York, and that if her car broke down she would want George Clooney to rescue her…we think she’ll fit in just fine.

“My key goal is to establish a talent agenda for the business.�

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PEOPLE GRADUATE PROGRAMME

The Graduates 2010 saw the launch of MITIE’s brand new Graduate Leadership Programme, a core element of our wider talent development programme designed to recruit, train and retain the very best in fresh talent. The 12 month programme gives graduates a comprehensive insight into the different functions of the business and prepares them for managerial roles in the near future.

In total we received an impressive 774 applications and following a tough selection process, six fantastic graduates were selected.

y e l r a e Y r e Alist

from: Graduated ster, nt of Manche y it s r e Manageme iv s n s U e in s u B ational BSC Intern ent t First Placem anagemen M s ie it il c a Technical F

nce ITIE experie M e th s a h How ne re everyo ? been so far has been businessewEnhgeineers to the MITIE from th gers Being at ns Mana riety and a v e Operatio Th t. and g in grea e m th o welc re that so su re o a p ns x e in e the eir op io Programm onest in th h . .

Graduate g ce ally excitin r a and guidan offers is re fo rk o w to ic It’s fantast

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Samantha Greenwood Graduate

d from: University of Canter bury, Degree in Educationa l Studies First Placement Strategic Outsourcin g

Why MITIE?

Being a people person, it was important to me to work for a compa ny that respected and va lued

their people…

MITIE provided th e perfect solution!

David Harrison

Graduated from: University of Strathclyd e, Accounting and Finan ce First Placement Total Security Managem ent

What are your first impr ession nss of working at MITIE?

Working at MITIE ha s been what I expecte d and more. I’ve been really impressed wi th how helpful everyo ne is. It’s been really go od

because my opini ons and ideas are value d. It’ss definitely no ott a graduate scheme wh he ere re you fade into the background .

Jamie Hall

Gradua ted from : Univers ity of Pl ym MSc Civ il Engin outh, e ering First Pla cement Technic al Facili ties Ma nageme What at nt trac

ted you As soo n as I re to MITIE a the op ? portun d about ities of I was h by the fe ooked M red a wante Leade ITIE Gradua d to be nd really te rship P rogram part o f it. me

Sophie s r e d n u Sa m:

ed fro d, Graduat Sheffiel inguistics f o y t i s r nd L Unive guage a n a L h s i Engl s cement l Service a t n First Pla e m o g & Envir Cleanin

IE? Why MITt the MITIE

a I think th Leadership te a est Gradu is the b e m m o into Progra ay to g w s le ib s e value pos . I like th IE as s s e in s bu MIT derpin that un

n they ss. Whe ion’ e in s u ab Pass ople + . say ‘Pe y do mean it all they re

Ricky Nicoyitungiye

Graduated from: University of Leeds, MEng Civil and Structural Engineering First Placement Human Resources

How is life been in a MITIE HR team?

Before starting at MITIE I didn’t really know a lot about HR. It has been a great learning curve, teaching me a lot about how to be a good

manager. Also, as a new graduate, my opinion has really been valued and taken on board which is great.

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PEOPLE MITIE M ITIE STARS AWARD

MITIE Stars is open to every one of our 60,000+ people and last year’s scheme saw a record breaking 1,385 nominations from our clients and colleagues. Now in its third year, the scheme is a fantastic way to thank our people for a job well done. People can be nominated for anything from the passion they show at work everyday, to outstanding acts or great teamwork.

So how do the awards work and what kinds of things have the winners done?

Level 1 Every nominee receives a badge and a certificate to say a big thank you.

“Our Reception team all started within a month of each other at a new site and I’m very proud to say that, after a short space of time, we were nominated for a MITIE Stars Award for making such a great first impression on our visitors! As a new employee I felt really glad to be a part of a company that so clearly values its people.”

Catherine Cienciala from our client services team.

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Level 2 Nominees from level 1 are judged to find the stars most deserving of a cash prize.

The categories our judging panel look at are: Outstanding Act, Brilliant Customer Service and Best Team. We saw a real mix of stars progress – from our cleaners to our energy management specialists.

Paul Walmsley and his Leeds-based PFI team won a level 2 award for their teamwork and commitment to energy management and sustainability. The team’s dedication to their energy action plan resulted in 3.5% energy savings across the five schools they work in.

Level 3 All our winners are then judged annually and the top stars from each category and division win an even bigger cash prize to make a real difference to the lives of our people who make a real difference to MITIE! Daniel Heywood from our technical facilities management business was a level 3 winner after being nominated by his client for using fresh thinking, going above and beyond his call of duty and exceeding all expectations while attending to a flood at 3.00am.

Level 4 Karen Pettifer was a level 4 winner in the Brilliant Customer Service category.

Karen’s dedication and focus on improving MITIE services on one of our facilities management contracts and developing a committed team who mirrored her outstanding service earned her a £2,500 cash prize.

All level 4 winners also receive an invitation to the MITIE Stars Grand Final held at MITIE’s Senior Management Conference in September.

The Grand Final Marc Mann, an engineer from our PFI team, shone as our top star for 2010. Marc’s quick thinking and selflessness saved a life in a very dangerous situation.

Marc’s outstanding act earned him this year’s title of MITIE Stars Winner and a dream prize worth £15,000 which he’s decided to spend on a family holiday and a brand new kitchen.

“It still doesn’t feel like I did anything out of the ordinary and I can’t believe I won.

MITIE Stars has changed my life; taking my family on holiday and being able to have a new kitchen is not something I would have ever thought I’d have achieved in a six month period.”

Remember, anyone can be nominated for a MITIE Stars Award so why not make someone’s day today.

If you’d like to be able to nominate someone you work with at MITIE or have some posters and nomination leaflets where you work, just email us at helpdesk@mitiestars.com Congratulations to all of our finalists: Brian Needham, Karen Pettifer, John Coston, Jeff Lee, the NE1 Street Cleaning team (Andy Nairn, Joe Walsh, Keith Routledge, Chris Hooper, Adam Telford, James Nesbitt, Carley Buzzeo, Andrew Foster) and the RBS Critical team (Gordon MacFarlane, Lee Reader, David Power, Euan Hunter, Benny Smith, Alan Paul, Tony Guatella, John Boyle, Mark Rankin, Stuart Currie, Jamie Clark, Tia Maynes, Shanna McCormick) and to every one of our MITIE Stars.

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PEOPLE MITIE’S GOT TALENT

MITIE’s Got Talent X Factor watch out! Strictly stars stand back...a new generation of talent has landed. MITIE’s very own talent competition, MITIE’s Got Talent, is getting bigger and better every year.

Since its launch in 2008 the competition has produced top quality talent to give the likes of Matt Cardle and Kara Tointon a run for their money.

With such sensational acts the competition was tougher than ever but it was Birmingham-based rock band, Blemish, fronted by lead guitarist and MITIE-man John Martin (pictured d far right), who took the crown at the MITIE Senior Management nt Conference in September.

The band have been working and performing together since late 2004 and counted the MITIE’s Got Talent final as one of their most memorable performances, with John Martin commenting “What a mind blowing experience. The atmosphere was electric – we were made to feel very special. al.

It will be a day we won’t forget for a long time!”

The band have previously been tipped as one of the ‘oness to watch’ in the rock music industry, having won a Kerrang award for their song ‘One in a Million’, which was voted No.1 in the unsigned chart. However John described the MITIE’s Got ot Talent final as a particular highlight, commenting: “It was a magical event, pure class.”

Their prize was to spend a day in recording studio to work on some of their new material. They plan to go into Sky Lab studio o in Birmingham early this year when the finishing touches on their new songs have been made.

Let’s meet the finalists…

1 Anthony Cox The trumpet player extraordinaire performed with the rest of his band, Just Jazz. “I was very nervous at the auditions. I played with a backing track which is something I’d never done before. It was fantastic to get through to the final; I’ve played in front of audiences for 20 years, but it certainly was different to play in front of colleagues. I would definitely recommend entering to others who would be brave enough to perform!”

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2 Teneeka Fothergill Teneeka treated the audience to a self-penned number that went down a storm in the final. “When I went to the MITIE’s Got Talent audition I was quite nervous as I knew I’d be performing in front of my colleagues who I see on a daily basis; whilst having no idea of what kind of act MITIE would see as suitable entertainment for the event. I was very pleased when I got through to the finals. The evening of the final was great! When I went on stage the fear had vanished and I loved every minute of it as tthe audience were really warm and welcoming.” wel

4 Debra Bridgewater Debra’s powerful rendition of ‘You’ve Got the Love’ would have left Florence looking for her machine.

“I really enjoyed the MITIE’s Got Talent experience. Meeting the other finalists was great, everybody was really nice and of course extremely talented. The auditions were a little nerve-racking, it felt like an X Factor audition with the panel watching and commenting…

Thankfully they weren’t as harsh as Simon Cowell! Reaching the final was fantastic, the setting and the sound facilities were particularly impressive!”

5 Majda Rogers

3

Hayley Collier

O dance starlet set a high standard Our on the dance floor…“I was so pleased to make it through to the final! I always knew I had a competitive streak from my dancing days, but because I hadn’t performed in quite a while, it was great to be told that I’d done well. I had so much fun at the final…I was the last to leave the dance floor! The whole experience was fabulous. I also really liked the online voting system as it meant my friends and family could support me.”

Majda’s performance of ‘My Immortal’

by Evanescence wowed the crowds…

“It felt great to be picked for the final, knowing that a lot of people from MITIE auditioned. The audition process was very nerve-racking as there were four judges, a camera man, a photographer and an audience! The only thing that was missing was Simon Cowell!”

buzz 27

PEOPLE DIVERSITY STEERING GROUP

On Friday 29 October 2010 MITIE held the inaugural meeting of its newly formed Diversity Steering Group. The group is chaired by Anne Watts CBE, a leading figure in diversity, recruitment and workplace development issues. Sitting on the board are ten of MITIE’s leading professionals who are passionate about ensuring everyone is given the same opportunities to succeed.

We took three of the members, Gary Zetter, Operations Director – Technical Facilities Management, Karen Govier – Group Diversity and Inclusion Manager, and Romeo Effs – Group Supply Chain Manager to Tower 42, one of London’s tallest buildings, to get a bird’s eye view on what diversity means to them?

Why do you think diversity is so important to MITIE? GZ: To achieve an open and honest workforce, we need to ensure that people are able to express themselves. Diversity brings a lot of strength in the different ideas and cultures that it contains and we need to optimise this strength.

RE: We must recognise that diversity has a commercial impact on MITIE. 40% of our revenue comes from the Government and they are driving diversity through the contracts they award. It is also right that we do this from a sustainability perspective as we need to be the most responsible business we can be.

What are the biggest challenges you face in raising awareness at MITIE? KG: I think that recruitment will be a challenge for our business, particularly as we continue to grow into the global environment. Having a consistent approach to recruitment, and by considering diversity at all stages of the process, will ensure that we do not recruit in our ‘own likeness’, particularly for the under-represented areas of the business. Equally, by ensuring that all recruitment agencies employed supply the very best candidates, it will help to position MITIE as an employer of choice and attract from the widest pool of talent available.

RE: Another challenge is making the pathways for our people’s progression more transparent for all.

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So how do we make sure our people from different backgrounds can flourish?

GZ: We know who these quality people are. It must be the responsibility of senior management to ensure that these glass barriers are broken down. It’s not always easy, but you need to make people think differently; people will adapt.

You know these people are good at their jobs; prepare them to make the most of the opportunities.

RE: It has to be a two-tiered approach. We need our leadership to inspire and instil the confidence in our people so that they feel comfortable in grasping the opportunities that are presented to them, and we need our people to believe in and embrace these opportunities and not shy away from them.

Tell us a bit about what was discussed at the Diversity Steering Group’s first meeting?

KG: Anne Watts interviewed each of the members individually to get a flavour of what MITIE is really about.

We were then brought together as a group to recognise that we are on this diversity journey together and must set the standard through our leadership.

We must also consider diversity from a global perspective. The more global we become, the more critical diversity will become.

We hear you’re planning a Diversity Week – what is it?

KG: It’s from the 7-11 March and will see a variety of activities to promote diversity and inclusion at MITIE. The key objectives for the week will be to raise diversity awareness, engage with our employees and key clients and suppliers and to celebrate diversity and inclusion.

RE: We’ve got lots of great ideas on how we’ll spread the message.

One of the things we’re looking to do is use our great intranet, website and publications to highlight examples of people from different backgrounds across the business that are moving up the ranks which will hopefully encourage others.

Do you think MITIE has changed in its action for Diversity and Equality in the last few years?

KG: I think that we have made some great progress. A massive part of our progression is due to our involvement in the workplace campaigns of Business in the Community (BitC) – Opportunity Now and Race for Opportunity, and also with the Employers Forum on Disability.

RE: Diversity is hugely important to us. We have a responsibility to look after internal diversity but we also have a responsibility to ensure we push this along our supply chain.

I’m taking the blueprint from MITIE’s

STEERING GROUP

internal diversity approach and cascading it within our supply chain, creating a more holistic and diverse supplier base.

How do we ensure diversity becomes a central focus for our people?

GZ: To me It’s simple...we just need to do it. Don’t talk around the subject, talk about it. Lead by example. Do the maths within your own business units, encourage people and remember to respect the fact that everybody’s journey will be different.

RE: We need to help MITIE truly embed diversity as part of its culture through mentoring and encouraging progression and succession within the organisation. Diversity week is going to be a great way to get the ball rolling.

For more information please contact karen.govier@mitie.com

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CLIENT FOCUS CHAPTER TITLE

Our experience gives extraordinary insights into every aspect of asset and infrastructure management.

Our consultancy service applies these insights to create clever, forward-thinking strategies that keep our clients ahead of the game. Carbon management, sustainability, energy, cost reduction, risk, change management, off-shoring and shared services are just some of the areas where we give our clients a real competitive edge.

Take a look at some of the great work we’re doing right now.

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CONTENTS

CLIENT FOCUS NORTHUMBRIA POLICE HQ

32 / BACK TO THE FLOOR RBS 34 / A POWERFUL PARTNERSHIP PwC 36 / 21ST CENTURY POLICING Northumbria Police HQ 38 / A SUSTAINABLE SANCTUARY Sanctuary Housing 40 / SECTOR FEATURE Retail

21ST CENTURY

POLICING Modern day police stations are now state-of-the-art buildings which are fully equipped to help meet the policing needs of the 21st century. None more so than Northumbria Police Authority’s new command headquarters in North Tyneside.

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36/37 CLIENT FOCUS CHAPTER RBS TITLE

right - Gordon White left - Richard Doyle CLIENT FOCUS SANCTUARY HOUSING

Renewable energy is a hot topic at the moment. Organisations of all shapes and sizes are looking at the options available to them to reduce their carbon footprint, and investing in renewable energy technologies is becoming increasingly attractive.

As more and more organisations continue to outsource services across their property portfolios, how can they guarantee that they’re getting the most out of their service providers, especially one like MITIE, as we pride ourselves on seamlessly integrating with our clients’ teams?

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CLIENT FOCUS PwC

CLIENT FOCUS SECTOR FEATURE – RETAIL

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In May 2006 MITIE’s business services team was awarded the contract to supply Document Management Services to PricewaterhouseCoopers (PwC) which included mail, reprographics, stationery, couriers, photocopier fleet management, publications management and distribution as well as graphic design. Skip forward to 2010 and our contract has expanded significantly, and been extended by a further 3 years! Today, on site teams are located at 17 of PwC’s UK offices and we also provide remote support through a network of regional managers to a further 22 PwC offices.

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MITIE has a major presence in the retail sector. We offer innovation to our clients on a strategic level, and add world-class value with our service delivery. Here are just a few examples of how our integrated approach ensures that our customers and their consumers get the very best experience possible.

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For more information please contact sarah.bainbridge@mitie.com

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If you’d like more information simply email buzz@mitie.com buzz 31

CLIENT FOCUS CHAPTER TITLE RBS

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right – Gordon White left – Richard Doyle

As more and more organisations continue to outsource services across their property portfolios, how can they guarantee that they’re getting the most out of their service providers, especially one like MITIE, as we pride ourselves on seamlessly integrating with our clients’ teams?

Perhaps they could take a leaf out of MITIE client Gordon White’s (pictured above) book. Back in October, Gordon, who comes from a mechanical engineering background, donned his overalls, rolled-up his sleeves and went back to the floor.

Gordon is Head of Region, Great Britain for the Property Services team at RBS, which comprises 146 people, supporting over 90,000 RBS employees across 3,000 properties in the UK. RBS is a major contract for MITIE’s Technical Facilities Management business where we provide Technical FM services for the ‘critical’ buildings in the East and Scotland and the North Regions.

In a major programme to work in closer partnership with their supply chain Gordon and several other RBS Property Services leadership team executives have been ‘returning to the shop floor’ via their major service providers. Not only has Gordon visited our technical facilities management team, but other members have visited cleaning, security and catering to find

out just what life is like at the sharp end.

On his return to the shop floor, Gordon first visited the primary show site building on Southwark Street, London, known as Bankside. There he went through our induction process before being kitted out with a MITIE polo shirt and overalls, plus all the necessary PPE and work tools. Finally, before getting his hands dirty, Gordon received appropriate health and safety training for the day ahead.

Gordon was keen to see Personal Digital Assistants (PDAs) in action as they have just been rolled out to this part of the RBS contract. The PDAs have been deployed at five key sites so far and enable engineers to track a job right through from start to finish. It makes life easier for RBS and MITIE to manage and control PPM and reactive tasks and brings with it measurability, plus the added benefit of being able to gather feedback for measuring customer satisfaction.

Before completing his visit at Bankside, Gordon did a walk-about

around the site and was given some PPMs, a reactive task and a ‘Find and Fix’ to complete. ‘Find and Fix’ is a proactive approach to repairs that MITIE undertakes for RBS on this contract to reduce the number of fault calls to the RBS helpdesk.

After lunch it was time to visit one of the larger sites in the portfolio – Coutts Bank building at 440 Strand.

PDAs have not yet been deployed at this site so it was back to the old-school way of doing the job with faxes and phone calls.

After a stimulating but rather tiring day, which also included assisting MITIE engineer Richard Doyle fix some broken door hinges that the wind had ripped from a chiller housing on the roof of one building, Gordon remarked, “MITIE engineers do really valuable work and are now seen as an integral part of the wider RBS team. This has been a really great way for me to learn first-hand the challenges they face in their day-to-day work across the operation. There is no substitute for hands-on experience and I will be taking away some valuable lessons to help with our future plans.”

A big thank-you to MITIE’s Neil Davies and Dave Bunting who organised the day and also to the engineers at the various sites who showed Gordon the ropes.

To find out more please email ian.adams@mitie.com

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CLIENT FOCUS PwC

A powerful partnership

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In May 2006 MITIE’s business services team was awarded the contract to supply Document Management Services to PricewaterhouseCoopers (PwC) which included mail, reprographics, stationery, couriers, photocopier fleet management, publications management and distribution as well as graphic design. Skip forward to 2010 and our contract has expanded significantly, and been extended by a further 3 years! Today, on site teams are located at 17 of PwC’s UK offices and we also provide remote support through a network of regional managers to a further 22 PwC offices. the rationalisation of desktop printers. house staff in ‘interim’ buildings. Space So far 40% of the firm’s desktop printers was at a premium and we were asked have been removed since July 09 and how we could assist. One initiative we the target reduction for FY11 is 75%. came up with was centralising the mail Defaulting the now 400 MFD devices function into one building for sorting to duplex has provided a 31% reduction and distribution to other London sites, negating the need to take up additional in paper usage and a reduction in energy usage. space in the interim buildings.

We also off-sited the 24 hour onsite reprographics operation by moving Investing in our future the entire operation Recently we’ve invested including the people, Recently we’ve invested almost £1 million in new equipment and state-of-the-art digital almost £1m in new technology into a state-of-the-art digital print technology in the secure section of our print technology in form of an iGen 4 digital off site print facility press to bring the the form of an iGen 4 at MITIE Document management of digital press to bring Solutions. all of PwC’s printing the management of requirements in-house.

This was complemented Organic growth all of PwC’s printing The scope of requirements in-house. with a range of professional finishing our contract equipment to meet the needs of the has expanded significantly over the business. After installation, a series of years and we now also manage PwC’s Sharing values and goals joint workshops with the design and Records Management provider; their Both MITIE and PwC have a strong marketing teams were held, giving the Central File Stores and their Employee Corporate Responsibility and PwC end users an opportunity to have Services Filing and Fulfilment team.

Sustainability ethos and take an active input into driving a new service offering.

We’re also responsible for PwC’s approach in each other’s CR initiatives.

The project has been a real team effort paper management for external printer Since 2006 PwC has supported the and has provided cost and service companies to maintain Corporate Real Apprentice Scheme and also benefits to both PwC and MITIE. Responsibility and Sustainability hosted the award ceremony during Ultimately, our relationship has credentials across the firm. Additionally, the first year of the contract. With enabled both firms to embrace we’ve implemented our suite of the support of PwC, MITIE has given change whilst placing trust in each technology tools including apprentices training Print IT, Track IT and the Visit other’s expertise in order to deliver a in every year of the Defaulting the now flexible and dynamic service, leading IT system, all of which are relationship; some 400 MFD devices to to a very powerful partnership. now hosted on the MITIE are still part of the duplex has provided a Datacentre. team today. This year 31% reduction in paper PwC encouraged its Our People other suppliers to join usage and a reduction Savings and efficiencies None of these achievements would the programme and in energy usage. have been possible without the PwC and MITIE worked apprentices have amazing MITIE Team at PwC. All 135 together to design and gained experience in a wider range of them have made an invaluable develop a strategic print strategy not of services. contribution to the success of the only to save costs but also to provide a streamlined and dynamic service across partnership. the UK. Flexibility From the outset of the partnership, During 2007 PwC made some significant PwC’s office floor printing requirements office moves around its London Estate. were predominantly met by desktop The firm moved over 2,000 staff from its printers and a few networked MFDs. Southwark Towers office. While PwC’s We proposed a move towards a full new building at More London was MFD strategy across the UK including under construction they needed to Partners in Expert Services Since its outset our relationship has gone from strength to strength and on 3 November 2010 MITIE with PwC won a prestigious PFM award in Partners in Expert Services. The PFM Awards, now in their 17th year, are the most sought after awards in the facilities management sector. They recognise best practice in partnering in facilities management and support services between service suppliers and their clients, as well as the skills and enterprise of people engaged in this sector.

“The relationship with MITIE is viewed very much as a partnership by PwC. We have worked together during the last four years and MITIE has delivered innovative solutions that align with PwC’s vision of ‘doing the right thing for our clients, our people and communities’.”

– PwC client

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CLIENT FOCUS NORTHUMBRIA POLICE HQ

21ST CENTURY

POLICING

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Modern day police stations are now state-of-the-art buildings which are fully equipped to help meet the policing needs of the 21st century. None more so than Northumbria Police Authority’s new command headquarters in North Tyneside.

The £23m development will provide the Northumbria police force with a modern, efficient new building with accommodation for over 300 police officers, community support officers and police staff, as well as a large custody suite with 40 cells.

Construction started in March 2009 with MITIE working as a supply chain partner for Miller Construction. The contract is run by our property management team based in Cramlington (Newcastle) who influenced and engineered practical solutions in the construction of the building. The team also carried out a variety of works – including dry lining and plastering the walls, as well as installing the suspended ceilings, acoustic wall linings and the steel

frames that form the structure of the building. And it’s precisely these elements that are the entire fabric of the building that made this a unique and highly demanding project.

This is because of the dual purpose of the building. On one side you have a building that has to function as an inspiring and effective office for the police force. On the other side, it has to be a safe, secure and highly durable environment to house prisoners.

Taking the first aim, of being an inspiring place to work, this demanded first-class architectural finishes which are clearly evident throughout the building.

From the modern open plan design and impressive curved partition walls which run the entire length of the building, to a striking circular roof light built into the structure which is over four metres in

diameter, it’s the combination of these wow-factor design features and complex architecture that make the building stand out from the crowd.

To create a safe and secure environment for prisoners, it’s an entirely different affair. The fabric of the building had to meet the high specifications set by the Home Office to ensure prisoners can’t harm themselves or even use building materials as tools to escape.

This meant having curved corners on all walls and door frames, using nonchip, tough materials that could easily be washed down and using products that were fire resistant. Our team even fitted special acoustic panels into the walls of the interview rooms to ensure that confidential conversations remain private for security reasons. Operating as a high security prison, absolutely nothing is left to chance.

It’s the attention to detail and the way the building has been constructed to meet two contrasting aims that really shows innovation and propels this building into 21st century policing.

A truly fantastic project for our team in Cramlington and one that we hope will win us an award from the Association of Interior Specialists!

For more information please contact sarah.bainbridge@mitie.com buzz 37

CLIENT FOCUS SANCTUARY HOUSING

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Renewable energy is a hot topic at the moment. Organisations of all shapes and sizes are looking at the options available to them to reduce their carbon footprint, and investing in renewable energy technologies is becoming increasingly attractive.

Our social housing team are working closely with Sanctuary Housing as part of a four-year framework agreement to fit new kitchens and bathrooms in their housing stock of 73,000 properties. So when Sanctuary Housing wanted to retrofit 17 homes as a pilot scheme, who better to turn to than their social housing maintenance partner, MITIE. The properties were all fitted with electric storage heaters – an inefficient and costly way of heating homes. As the properties aren’t on the main gas network, we quickly realised that rather than replace the electric storage heaters with a modern equivalent, our client and the residents would benefit enormously from investing in air source heat pumps – a renewable energy technology. Not only would residents benefit from lower energy bills, but Sanctuary Housing would gain funding from the Renewable Heat Incentive (RHI).

At this point, our social housing team turned to MITIE’s plumbing and heating specialists. Together the teams worked on convincing the residents that this was the best and most cost-effective option for their plumbing and heating.

With concerns about how the product worked and uncertainty about whether it would heat homes effectively, our team fitted an air source heat pump in a void property and then held an open

day for residents. The manufacturer of the air source heat pumps, Mitsubishi, and our people were on hand to answer queries and it gave residents the chance to see the product in action.

With residents’ worries alleviated, our team installed the air source heat pumps over a programme of 12 weeks, in conjunction with the longer internal refurbishment programme.

With an arctic winter upon us, it’s great that residents will benefit from effective and efficient heating with lower fuel bills. What’s more, Sanctuary Housing has made a positive ‘green’ step forward by investing in renewable energy technologies for their social housing stock – something that we’re sure we’ll see much more of in the future.

For more information please contact sarah.bainbridge@mitie.com

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CLIENT FOCUS SECTOR FEATURE – RETAIL

MITIE has a major presence in the retail sector. We offer innovation to our clients on a strategic level, and add world-class value with our service delivery. Here are just a few examples of how our integrated approach ensures that our customers and their consumers get the very best experience possible.

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Marks & Spencer Marks & Spencer (M&S) is a major client of MITIE across a number of service lines.

Recently, our engineering retail team are currently working on their prestigious gious new flagship store in the Westfield Olympic development. The team is installing all of the mechanical and electrical services in 200,000 sq ft of retail space, and is one of their largest to date. In fact, when the work is complete our team will have installed d 65 miles of electrical cable!

MITIE was chosen for the project because the team proved they had an excellent understanding of the project throughout the bid process, and through our strong relationships with the project’s professional team members.

David Harper, a Director of MITIE’s team said, “Winning this contract is a fantastic achievement for us. It’s great to be involved in such a high profile project and for such a prestigious client like Marks & Spencer.” Work is due to be finished June 2011, in plenty of time for the start of the London 2012 Olympic Games.

One New Change Opened in November 2010 and situated in the heart of the city of London’s square mile just behind St Paul’s Cathedral, this mixed development site includes more than 220,000 sq ft of retail space and 330,000 sq ft of office space – about 12 football pitches to you and me.

MITIE’s facilities specialists were awarded the contract to provide cleaning and security services as well as reception and mailroom services due to the innovative approach they brought to the management and operation of the contract. The building is certainly a sight to behold and the external cladding is made up of 6,500 glass panels of different sizes and shapes, of which 4,300 are individually hand crafted.

Matching the world-class nature of One New Change with worldclass services is paramount, and our dedicated team are creating a positive, lasting first impression to everyone who visits the modernist building.

Clarks Clarks sell more than 40 million pairs of shoes a year in over 50 countries and MITIE’s painting specialists have worked for Clarks, the number one footwear retailer in the UK, for a number of years.

In fact, it was one of their first ever contracts over 20 years ago!

Over the years we’ve developed a fantastic relationship with our client and we carry out minor repairs and decorating services on their entire UK property portfolio. So, everything from their shop fronts and shop floors to their distribution centres, and headquarters are maintained at the highest level of quality by our specialists. Our services really add value creating a great retail atmosphere to encourage customers to buy more shoes.

Gunwharf Quays Gunwharf Quays in Portsmouth has over 95 designer outlets, 30 cosmopolitan bars and restaurants, a 14 screen cinema, a bowling complex, a nightclub and a 130-bedroom hotel – welcoming 7.5m visitors every year.

The centre is guarded by MITIE’s security specialists who are all accredited under CSAS (Community Safety Accreditation Scheme) and trained in customer care, tailored to Gunwharf Quays’ bespoke environment. The team patrols the pedestrian avenues and the port side of the location on foot as well as on Segways – which improves their response time to an incident, coverage of the 440,007 sq m site, and visibility to visitors. In the car park our officers also patrol to deter and protect against vehicle crime.

The on-site Control Room Team (winners of the BSIA Security Personnel Award 2010) also plays a vital role in maintaining the safe environment.

Our highly trained professionals monitor 170 cameras through 36 monitors. The Control Room is manned 24/7 and is equipped with a state of the art monitoring station so our client and their customers feel safe in our hands.

Selfridges Our technical facilities management team has been working with this prestigious high-end, high-fashion retailer and their customers since October 2009.

MITIE managed the TUPE transfer of over 40 people from the outset of this technically demanding national contract and has subsequently added further expertise to the team. The key focus is the delivery of statutory and critical maintenance, reactive support of technical and FM tasks plus project works.

Maintaining business continuity is a key driver for Selfridges and MITIE employs a highly specialised team to deliver these services, with a skilled internal engineering resource. We also worked with Selfridges to achieve statutory compliance within three months; plus we were also able to shave off 16% from their Subcontractor costs by using the buying power of MITIE’s Procurement Team.

P Our resident and mobile teams look after all of Selfridges’ stores and offices af in the UK. Overall we have 35 engineers and 20 support team members working an day-to-day on the contract and our day specialists have successfully helped spec with their in-house teams, to create an outstanding shopping environment. outst

Cabot Circus MITIE’s lighting design team is one of the UK market’s brightest stars and has undertaken many retail lighting design projects for shopping centres and individual retailers.

Cabot Circus in Bristol is just one example of their projects and it secured a UK Lighting Design Award 2010. Critical objectives included using a minimum energy consumption, and standard lighting products throughout (architecturally integrated wherever possible), creating a design that would respond to the individual character of the wide variety of different buildings and street space.

A layered lighting strategy was developed providing a unified lit landscape at night, bringing out the character of individual buildings while the effective use of colour was critical to highlight and accentuate the solid stone façades of the retail outlets. The scheme covered all aspects of ambient, accent and aesthetic lighting across the project and the effects are truly stunning for all Cabot Circus’ customers.

The Co-operative Group Last year our retail cleaning team won a major contract with Co-operative Food. Previously, we had a contract with 600 Somerfield stores and when the Co-operative bought Somerfield they decided to tender the whole of their extended estate. MITIE was awarded the contract, equating to over 2,500 stores and major regional offices with 3,400 new people transferring to work for MITIE. This represented the single biggest contract award The Cooperative Group has made in the FM marketplace.

We’ve brought huge benefits already, including a high-tech 24/7 helpdesk, our own freephone time and attendance system for accurate recording of all hours worked, a bespoke management information reporting tool using real-time information via PDAs, and innovations in training and health and safety.

“We were delighted to be awarded this ground breaking contract. After just one year we have already brought additional savings and improved processes to our client.” David Purdy, MITIE Client Relationship Director.

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