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buzz magazine - the magazine for MITIE people
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THE MAGAZINE FOR MITIE PEOPLE ISSUE 5
Our world. Your futureJohn Cridland, CBI Director-General, urges British businesses to go for it!
THE MAGAZINE FOR MITIE PEOPLE ISSUE 5
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CHAPTERTITLE
CONTENTS
INNOVATION drives our business forward02 / Interview with
John Cridland04 / MiWorld06 / Up close and personal08 / MiNet
SUSTAINABILITYunderpins our strategy and growth10 / Richard Margetts – Citrix12 / CarbonCare14 / London Fire Brigade16 / Decentralised energy18 / Waitrose
PEOPLE are the lifeblood of our organisation 20 / Knowing me knowing you22 / Graduate programme24 / MITIE Stars Award26 / MITIE’s Got Talent 28 / Diversity Steering Group
CLIENT FOCUS is the proof of the pudding32 / RBS34 / PwC36 / Northumbria Police HQ38 / Sanctuary Housing40 / Sector Feature – Retail
STRATEGIC OUTSOURCING AT ITS BEST
a new buzzWelcome 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.
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 fi nd out how MITIE can help your business just email us at [email protected].
EDITORNEIL SMITH
£1.7bn+
Entrepreneurial
spirit
Clientfocused
revenues
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forewordIt’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 fi nancial 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.
CHIEF EXECUTIVERUBY MCGREGOR-SMITH
Clear and sustainable strategy
passionate people60,000+
capabilitiesInternational
AspirationalWorld-class
service portfolio
Innovation-led
INNOVATIONINTERVIEW WITH JOHN CRIDLAND
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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 fi scal health of the nation matters to every company in Britain and every employee in Britain. Companies like
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 fi nancial 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 signifi cant 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 effi ciency 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 defi ne 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 benefi ts 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
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.
goJust
for it
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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 refl ects 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 fi ve 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 fi rst 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 qualifi cations and go to certain institutions and not enough time fi nding 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.
INNOVATIONMiWORLD
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What is MiWorld?MiWorld is a web-based portal, specifi cally 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.
MiWorld is the brainchild of MITIE’s fi nest technological minds and gives our clients more control of their systems and data in one fully integrated platform. The state-of-the-art technology plays to one of our greatest strengths – our ability to integrate the sector’s widest range of self-delivered services into high-quality packages for our clients.
Smarter, more strategic decision makingMiWorld 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 effi ciently 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.
Welcome to
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Hindsight...Insight...ForesightBy 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 fi nd out more on how MiWorld is bringing businesses together? Simply email us at [email protected]
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INNOVATIONUP CLOSE AND PERSONAL
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 fi ve years for a sum based on the profi ts 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 profi ts 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 fi t 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.
We manage both domestic and commercial property insurance claims and have three defi ned 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 fi nally 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 fi rst 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 fi nd out more, email [email protected]
SOLUTIONSWhen not setting the professional backgammon circuit on fi re 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.
PROPERTY
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In January 2011, we announced the launch of the MITIE Entrepreneurial Programme with our fi rst £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
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INNOVATIONMiNET
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.
MiNet News Functions People
A social revolution
Search...
All sites
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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 benefi ts 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.
Changing the way we workIn 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 Offi ce products such as Word, Excel and PowerPoint.
The personal touchEvery 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 fi rst 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.
Blogs BMS MiNet user guide My Site
What’s Hot People Plus Fun News
Find People
View the entire offi ce directory here
Find Offi ce
FeedbackClick here to give feedback
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CHAPTERTITLE
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SUSTAINABILITYRICHARD MARGETTS – CITRIX
Going greenwith Richard Margetts: Citrix
buzz 11buzz 11
Every organisation wants a technological edge in their approach to ‘being green’, and to fi nd effi ciencies 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 offi ce, or the ‘eco-bling’ of solar panels and wind turbines. It’s much bigger than that. By creating a new approach to work, enabling fl exibility and allowing workers to access their offi ce 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 fi nd 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-to-date 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 confi dential waste. We are now recycling at around 75 – 80%.
While Richard describes how passionate the Citrix staff (specifi cally 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-fi tting 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.”
Do you share best practice with other operations within the company?Defi nitely. 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 Pacifi c, Americas East & West, UK and
EMEA discuss regional and global challenges, of which sustainabilityis 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 fi nd 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 Effi ciency 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 in-depth energy calculations around our buildings which led to some interesting fi ndings. 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.
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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.
We care a lot!
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 offi cers 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
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 fi nd out where we go next in the new low-cost, low-carbon environment.
“It’s interesting, that just days after the new Coalition Government was elected, the fi rst announcement that David Cameron made about cuts was not expressly fi nancial – it was about carbon. He declared that central government’s departments must cut 10% of their carbon emissions in the fi rst 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 Effi ciency 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 fi rst 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, ineffi cient 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
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 fi nancial 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
SUSTAINABILITYCARBONCARE
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The six components of CarbonCareWE 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.
Helping your organisation and staff make the link
between energy use, carbon emissions, and
climate change.
Designing and installing cleaner local
renewable energy solutions including
biomass, wind, solar and geothermal
serving both you and the surrounding area.
Giving you better energy effi ciency and lower CRC obligations through improved maintenance and operations, changes in behaviour, and no/low-cost initiatives.
Ensuring you comply with your legal energy obligations including CRC Energy Effi ciency Scheme.
From establishing an accurate carbon footprint for your site, to more effective utilities procurement, bill validation and reporting.
Guaranteed reductions
Decentralised energy
Raising awareness
Carbon compliance
Innovative ideas
Data management
Bringing you new ideas, technologies and innovations, and showing you how best to exploit them.
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SUSTAINABILITYLONDON FIRE BRIGADE
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By implementing energy saving programmes including installing motion-sensor lighting, energy effi cient boilers and solar panels that generate electricity, the MITIE team has already achieved signifi cant savings.
At one fi re 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 Effi ciency 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 fi rst of its type and is performance based, requiring MITIE to achieve specifi c emissions reduction target over the period of the contract. The overall objective is to enable public bodies in London to signifi cantly reduce carbon emissions from their buildings, with a target of 60% reductions by 2025.MITIE’s CarbonCare offering
MITIE CarbonCare is helping the London Fire Brigade (LFB) signifi cantly 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.
encompasses all the services we provide to help clients reduce their carbon emissions and save money. This includes identifying waste, providing the right equipment to reduce it and complying with an increasingly complex legislative environment.
Mike Sewell, MITIE’s CarbonCare Director comments “These are signifi cant savings in both fi nancial and environmental terms which prove MITIE’s CarbonCare offering is having a hugely benefi cial impact on its clients.”
By bringing everything together in one place, from strategy, to delivery, to long-term performance improvement CarbonCare is able to make meaningful savings to any business. With the recession demanding greater effi ciencies from the public and private sector an offering such as CarbonCare is proving to be very popular because of the monetary benefi ts it has on the bottom line as well as environmental benefi ts.”
Ian Shaw, energy manager for London Fire Brigade, is also delighted with the results: “Everyone is a winner because of this work, as we do our bit for the environment and our bank balance. The money we save is re-invested in more green technology which will lead to an even lower carbon footprint and further savings.”
The success of the savings made at the London Fire Brigade has drawn direct praise from The Mayor of London Boris Johnson himself, “Well done to the London Fire Brigade for being the fi rst to the fi nish line in giving their buildings a green makeover. These stations will save a whopping
£50,000 per year as a result of these works and signifi cantly reduce carbon emissions. I am encouraging all public sector organisations to take part in this innovative programme that makes huge reductions to their energy bills.”
To fi nd out more please email [email protected]
“Well done to the London Fire Brigade for being the fi rst to the fi nish line in giving their buildings a green makeover. These stations will save a whopping £50,000 per year as a result of these works and signifi cantly reduce carbon emissions.”Mayor Boris Johnson
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The solutions for securing clean, reliable power supplies in the future are not immediately obvious. Large-scale renewable energy schemes will make a signifi cant 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 fi ve years.
From running schools, hospitals, offi ces and factories, to keeping banks, retailers and other businesses online 24/7, 365 days a year, organisations need to think differently about how
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-to-energy system using household refuse or industrial waste as fuel; a gasifi cation 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 benefi ts of decentralised energy and, importantly, to share them with their surrounding communities.
Decentralised energy is effi cient, because there are no losses in generation or long-distance
A return to the local energy economyLet’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 fl uctuating oil and gas prices all suggest that we cannot continue to take our national electricity supply for granted.
SUSTAINABILITYDECENTRALISED ENERGY
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Houses25,000 used nappies a year are diverted from landfi ll, fuel their own disposal process and generate surplus energy for profi t.
SchoolBy joining three schools together, we create suffi cient electricity demand for a viable community wind farm, saving enough carbon to offset 750 average school runs.
Hospital A hospital’s energy centre has been guaranteed to deliver a £15m saving over 15 years – which equates to some 882 kidney transplants.
1. Decentralised energy, produced close to the point of consumption, can offer a secure, resilient alternative to the national grid.
2. It is effi cient, 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.
Decentralised energy facts
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 specifi c 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 fi nancial 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
essentialWaitrose©
Carbon-negativeCarbon-nega
carbonfootprint
12
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SUSTAINABILITYWAITROSE
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 signifi cant 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.
East Cowes is the fi rst 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 fl exible, 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
Carbon-negative Waitrose is powered by MITIE Biomass energy centre creates ‘fi rst’ in low-carbon retailing.
MITIE and Waitrose are working in partnership to deliver the food retailer’s fi rst biomass-powered, 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 fi rst Waitrose on the island and its energy requirements will be provided by an innovative decentralised energy centre designed, built and operated by MITIE.
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biomass liquid 80% fuelwoodchip
2.272 litres 4 pints
Produced with sustainable woodlands on the Isle of Wight.
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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
UKFUEL EU
Saving
Waitrose will purchase its
energy from MITIE.
Saving some £1m over
the contract term, with
no requirement for
capital investment.
DATE: 12:25
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space – a process known as “tri-generation”. This effi cient, fi nely 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 fl oor 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.
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 off-grid energy schemes across other premises in our business.”
To fi nd out more please contact [email protected]
“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.”
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How have your fi rst 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 fi rst 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.
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 fulfi lling 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 fi t in just fi ne.
PEOPLEKNOWING ME KNOWING YOU
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.
KATHERINETHOMAS
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“My key goal is to establish a talent agenda for the business.”
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PEOPLEGRADUATE PROGRAMME
The Graduates2010 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.
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Alister Yearley
How has the MITIE experience
been so far?
Being at MITIE has been
great. The variety and
the exposure that the
Graduate Programme
offers is really exciting.
It’s fantastic to work for a
business where everyone
from the Engineers to the
Operations Managers
are so welcoming and
honest in their opinions
and guidance.
Graduated from:
University of Manchester,
BSC International Business Management
First Placement
Technical Facilities Management
e e
Samantha Greenwood
Why MITIE? Being a people person, it was important to me to work for a company that respected and valued
their people… MITIE provided the perfect solution!
Graduated from:University of Canterbury, Degree in Educational StudiesFirst PlacementStrategic Outsourcing
Jamie Hall
What attracted you to MITIE?As soon as I read about the opportunities offered by the MITIE Graduate Leadership Programme
I was hooked and really wanted to be part of it.
Graduated from:University of Plymouth, MSc Civil EngineeringFirst PlacementTechnical Facilities Management
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David Harrison
What are your fi rst impressions of working at MITIE? Working at MITIE has been what I expected and more. I’ve been really impressed with how helpful everyone is. It’s been really good
because my opinions and ideas are valued. It’s defi nitely not a graduate scheme where you fade into the background.
Graduated from:University of Strathclyde, Accounting and FinanceFirst PlacementTotal Security Management
ally yit.
Ricky Nicoyitungiye
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.
Graduated from:
University of Leeds, MEng Civil and Structural Engineering
First Placement
Human Resources
ns of
my opinions are valued. It’ss ot a graduate here you fade ckground.
Sophie
Saunders
Why MITIE?
I think that the MITIE
Graduate Leadership
Programme is the best
possible way to go into
business. I like the values
that underpin MITIE as
a business. When they
say ‘People + Passion’
they really do mean it.
Graduated from:
University of Sheffi eld,
English Language and Linguistics
First Placement
Cleaning & Enviromental Services
Level 3All 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 fl ood at 3.00am.
Level 1Every nominee receives a badge and a certifi cate 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 fi rst 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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PEOPLEMITIE 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 2Nominees from level 1 are judged to fi nd 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 fi ve schools they work in.
MMITIE STARS AWARD
Level 4Karen 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.
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The Grand FinalMarc Mann, an engineer from our PFI team, shone as our top star for 2010. Marc’s quick thinking and selfl essness 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 leafl ets where you work, just email us at [email protected]
Congratulations to all of our fi nalists: 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.
MITIE’s Got TalentX 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.
Let’s meet the fi nalists…
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PEOPLEMITIE’S GOT TALENT
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 far right), who took the crown at the MITIE Senior Management Conference in September.
The band have been working and performing together since late 2004 and counted the MITIE’s Got Talent fi nal 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. It will be a day we won’t forget for a long time!”
The band have previously been tipped as one of the ‘ones 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 Talent fi nal 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 in Birmingham early this year when the fi nishing touches on their new songs have been made.
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 fi nal; I’ve played in front of audiences for 20 years, but it certainly was different to play in front of colleagues. I would defi nitely recommend entering to others who would be brave enough to perform!”
1
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al.
s
ot
ono
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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 fi nalists 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 fi nal was fantastic, the setting and the sound facilities were particularly impressive!”
Hayley Collier
Our dance starlet set a high standard on the dance fl oor…“I was so pleased to make it through to the fi nal! 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 fi nal…I was the last to leave the dance fl oor! The whole experience was fabulous. I also really liked the online voting system as it meant my friends and family could support me.”
Teneeka Fothergill
Teneeka treated the audience to a self-penned number that went down a storm in the fi nal. “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 fi nals. The evening of the fi nal was great! When I went on stage the fear had vanished and I loved every minute of it as the audience were really warm and welcoming.”
Majda Rogers
Majda’s performance of ‘My Immortal’ by Evanescence wowed the crowds…“It felt great to be picked for the fi nal, 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!”
5
2
4
3Oonto
as twel
3
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PEOPLEDIVERSITY 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 fi gure 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.
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.
So how do we make sure our people from different backgrounds can fl ourish?
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 confi dence 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 fi rst meeting?
KG: Anne Watts interviewed each of the members individually to get a fl avour 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.
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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
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 [email protected]
STEERING GROUPSTEERING GROUP
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CHAPTERTITLE
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CLIENT FOCUS
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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CONTENTS32 / BACK TO THE FLOOR RBS34 / A POWERFUL PARTNERSHIP PwC36 / 21ST CENTURY POLICING Northumbria Police HQ38 / A SUSTAINABLE SANCTUARY Sanctuary Housing40 / SECTOR FEATURE Retail
40/4134/35
38/39
If you’d like more information simply email [email protected]
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CLIENT FOCUSNORTHUMBRIA POLICE HQ
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.
POLICING21ST CENTURY
For more information please contact [email protected]
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CHAPTERTITLE
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who comes from a mechanical
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?
CLIENT FOCUSRBS
right - Gordon Whiteleft - Richard Doyle
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Partners in Expert Services
Sharing values and goals
are still part of the
Flexibility
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 entire operation
off site print facility
Organic growth
Central
companies to maintain Corporate
which are now hosted on
Investing in our future
Our People
CLIENT FOCUSPwC
A powerfulpartnership
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Defaulting the now 400 MFD devices to duplex has provided a 31% reduction in paper usage and a reduction in energy usage.
Recently we’ve invested almost £1m in new state-of-the-art digital print technology in the form of an iGen 4 digital press to bring the management of all of PwC’s printing requirements in-house.
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CLIENT FOCUSSECTOR FEATURE – RETAIL
Marks & Spencer
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.
Gunwharf Quays
of the location on foot as well as on
Selfridges
Cabot Circus
The Co-operative Group
decided to tender the whole of their
own freephone time and attendance
One New Change
Clarks
buzzbuzz
For more information please contact [email protected]
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.
CLIENT FOCUSSANCTUARY HOUSING
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CLIENT FOCUSRBS
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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 fl oor.
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 fl oor’ 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 fi nd
out just what life is like at the sharp end.On his return to the shop fl oor, Gordon fi rst 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 fi ve key sites so far and enable engineers to track a job right through from start to fi nish. It makes life easier for RBS and MITIE to manage and control PPM and reactive tasks and brings with it measurability, plus the added benefi t of being able to gather feedback for measuring customer satisfaction.
Before completing his visit at Bankside, Gordon did a walk-about
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?
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 fi x 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 fi rst-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 fi nd out more please email [email protected]
right – Gordon Whiteleft – Richard Doyle
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CLIENT FOCUSPwC
A powerfulpartnership
Partners in Expert ServicesSince 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
Sharing values and goalsBoth MITIE and PwC have a strong Corporate Responsibility and Sustainability ethos and take an active approach in each other’s CR initiatives. Since 2006 PwC has supported the Real Apprentice Scheme and also hosted the award ceremony during the fi rst year of the contract. With the support of PwC, MITIE has given apprentices training in every year of the relationship; some are still part of the team today. This year PwC encouraged its other suppliers to join the programme and apprentices have gained experience in a wider range of services.
Flexibility During 2007 PwC made some signifi cant offi ce moves around its London Estate. The fi rm moved over 2,000 staff from its Southwark Towers offi ce. While PwC’s new building at More London was under construction they needed to
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 fl eet management, publications management and distribution as well as graphic design. Skip forward to 2010 and our contract has expanded signifi cantly, and been extended by a further 3 years! Today, on site teams are located at 17 of PwC’s UK offi ces and we also provide remote support through a network of regional managers to a further 22 PwC offi ces.
house staff in ‘interim’ buildings. Space was at a premium and we were asked how we could assist. One initiative we came up with was centralising the mail function into one building for sorting and distribution to other London sites, negating the need to take up additional space in the interim buildings.
We also off-sited the 24 hour onsite reprographics operation by moving the entire operation including the people, equipment and technology into a secure section of our off site print facility at MITIE Document Solutions.
Organic growthThe scope of our contract has expanded signifi cantly over the years and we now also manage PwC’s Records Management provider; their Central File Stores and their Employee Services Filing and Fulfi lment team. We’re also responsible for PwC’s paper management for external printer companies to maintain Corporate Responsibility and Sustainability credentials across the fi rm. Additionally, we’ve implemented our suite of
technology tools including Print IT, Track IT and the Visit IT system, all of which are now hosted on the MITIE Datacentre.
Savings and effi cienciesPwC and MITIE worked together to design and
develop a strategic print strategy not only to save costs but also to provide a streamlined and dynamic service across the UK.
From the outset of the partnership, PwC’s offi ce fl oor printing requirements were predominantly met by desktop printers and a few networked MFDs. We proposed a move towards a full MFD strategy across the UK including
the rationalisation of desktop printers. So far 40% of the fi rm’s desktop printers have been removed since July 09 and the target reduction for FY11 is 75%. Defaulting the now 400 MFD devices to duplex has provided a 31% reduction in paper usage and a reduction in energy usage.
Investing in our futureRecently we’ve invested almost £1 million in new state-of-the-art digital print technology in the form of an iGen 4 digital press to bring the management of all of PwC’s printing requirements in-house. This was complemented with a range of professional fi nishing
equipment to meet the needs of the business. After installation, a series of joint workshops with the design and marketing teams were held, giving the PwC end users an opportunity to have input into driving a new service offering. The project has been a real team effort and has provided cost and service benefi ts to both PwC and MITIE.
Ultimately, our relationship has enabled both fi rms to embrace change whilst placing trust in each other’s expertise in order to deliver a fl exible and dynamic service, leading to a very powerful partnership.
Our PeopleNone of these achievements would have been possible without the amazing MITIE Team at PwC. All 135 of them have made an invaluable contribution to the success of the partnership.
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Defaulting the now 400 MFD devices to duplex has provided a 31% reduction in paper usage and a reduction in energy usage.
Recently we’ve invested almost £1m in new state-of-the-art digital print technology in the form of an iGen 4 digital press to bring the management of all of PwC’s printing requirements in-house.
CLIENT FOCUSNORTHUMBRIA POLICE HQ
POLICING21ST CENTURY
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The £23m development will provide the Northumbria police force with a modern, effi cient new building with accommodation for over 300 police offi cers, community support offi cers 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 infl uenced 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 offi ce for the police force. On the other side, it has to be a safe, secure and highly durable environment to house prisoners.
Taking the fi rst aim, of being an inspiring place to work, this demanded fi rst-class architectural fi nishes 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
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.
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 specifi cations set by the Home Offi ce 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 non-chip, tough materials that could easily be washed down and using products that were fi re resistant. Our team even fi tted special acoustic panels into the walls of the interview rooms to ensure that confi dential 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
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CLIENT FOCUSSANCTUARY HOUSING
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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 benefi t from effective and effi cient 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 [email protected]
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 fi t new kitchens and bathrooms in their housing stock of 73,000 properties. So when Sanctuary Housing wanted to retrofi t 17 homes as a pilot scheme, who better to turn to than their social housing maintenance partner, MITIE.
The properties were all fi tted with electric storage heaters – an ineffi cient 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 benefi t enormously from investing in air source heat pumps – a renewable energy technology. Not only would residents benefi t 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 fi tted an air source heat pump in a void property and then held an open
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CLIENT FOCUSSECTOR FEATURE – RETAIL
Marks & SpencerMarks & 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 new fl agship store in the Westfi eld 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 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 profi le project and for such a prestigious client like Marks & Spencer.” Work is due to be fi nished June 2011, in plenty of time for the start of the London 2012 Olympic Games.
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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Gunwharf QuaysGunwharf 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 offi cers 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.
SelfridgesOur 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.
Our resident and mobile teams look after all of Selfridges’ stores and offi ces in the UK. Overall we have 35 engineers and 20 support team members working day-to-day on the contract and our specialists have successfully helped with their in-house teams, to create an outstanding shopping environment.
Cabot CircusMITIE’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 unifi ed 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 Somerfi eld stores and when the Co-operative bought Somerfi eld they decided to tender the whole of their extended estate. MITIE was awarded the contract, equating to over 2,500 stores and major regional offi ces with 3,400 new people transferring to work for MITIE. This represented the single biggest contract award The Co-operative Group has made in the FM marketplace.
We’ve brought huge benefi ts 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.P
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One New ChangeOpened 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 offi ce 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 world-class services is paramount, and our dedicated team are creating a positive, lasting fi rst impression to everyone who visits the modernist building.
ClarksClarks 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 fi rst 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 fl oors 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.
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