Category Archives: Incentive Consultancy

Net Zero

Net Zero

Everyone will probably have heard and seen the term “Net Zero” on the news, in papers and social media. Put simply, net zero refers to the balance between the amount of greenhouse gas produced and the amount removed from the atmosphere.

We reach net zero when the amount we add is no more than the amount taken away. The UK Government has made a commitment to reach net zero by 2050 which aligns with the United Nations goal that enables the global temperature rise to be held to 1.5C above pre-industrial levels.

Incentive Carbon Management, a division of Incentive Consultancy Ltd, has helped our Group to put in place a plan that will enable the business to operate at Net Zero by 2030 at the latest. We achieved a net reduction of 9% in fy 20/21 in our carbon intensity indicator that measures average carbon emissions per £ turnover. This commitment is being independently verified by Planet Mark.

We have developed a 5 step data driven process that establishes a strategic commitment of the board, measures the current carbon emissions starting point, designs various measures to help transform business processes, mitigate and reduce the carbon emissions. A communication and engagement plan reaches out to staff, clients and the supply chain and the results are regularly transparently reported to demonstrate good governance.

Emissions are categorised as Type 1, 2, or 3 , with the first two categories carbon emissions data typically available for conversion from normal business information. Type three emissions calculation and monitoring will probably involve introducing revised processes for supply chain management as the scope is quite complicated and extensive.

A variety of carbon reduction measures form part of the transformation plans. These include avoidance through changing behaviours such as a hybrid mix of face to face and virtual meetings for example. Reduced emissions through improved temperature control and timing as well as setpoint alterations are making a demonstrable impact too. Other measures like greening the fleet with electric vehicles being the default selection where possible also assist. Sourcing local products and reducing their carbon delivery miles through revised procurement policies bring double benefits through keeping the pounds local. There are also tax incentives for qualifying carbon reducing investments that allows companies to save 25p in the £1 invested.

We are currently assisting a number of forward thinking clients on their “Race to zero”, with the UK chairing COP26, the UN climate change conference in Glasgow later in the year, there’s never been a better time to go green along with reducing your overall expenditure/tax and avoiding potential carbon tax hikes that may be coming too!

Incentive FM Consultancy wins contract with Luton Airport

Incentive FM Consultancy wins contract with Luton Airport

Incentive FM Consultancy, part of Incentive FM Group, has been chosen to help further improve the standard of cleanliness at London Luton Airport (LLA). It will support LLA’s recent £150 million investment to upgrade the airport and increase capacity by 50 per cent to 18 million passengers by 2020. The new contract further strengthens Incentive FM Consultancy’s growing portfolio of high profile transportation hubs.

Under the terms of the agreement, Incentive will support the procurement and operations teams in drafting new specification and service level agreements to ensure that tenders for the new cleaning contract, which is due in March 2018, support further cleaning improvements. The company will also oversee the mobilisation of the new contract.

Kimberly Kennedy at LLA, said:

“We are committed to delivering a more efficient and enjoyable experience for our passengers, therefore we require a world class cleaning solution. Incentive FM Consultancy impressed us with their confidence to drive change and their exceptional industry knowledge. We look forward to working with them.”

Jeremy Waud, Chairman at Incentive FM, added:

“We are committed to working with in house teams to provide quality support and advice to help them to deliver their key objectives. This contract with London Luton Airport joins other high profile, high footfall transportation hubs in our growing portfolio.”

Source: Airport Focus



Dave Wilson, a former BIFM deputy chair and now non-executive director with consultancy Morphose, said that it was “obvious for some time” that Carillion’s business had become “too diverse”.

“The FM part in particular was not core to their main construction offer, but was, in my opinion, a sound operation with good people and systems. 

“It is possible – but I have no direct knowledge of this – that bidding has been too aggressive. I think that is a problem which is quite widespread in the industry as businesses chase sales and market share in a relatively stagnant market.

“From an FM perspective, this is symptomatic of a problem with the tendering process, especially in the public sector, which still gives too much weight to price and not enough to quality or business sustainability.

“I would be surprised if there weren’t potential buyers for the FM business which, the last time I looked, was well run and had good products and service in some market niches. There are some fairly obvious potential buyers for a business with a strong technology sector record and some interesting public sector contracts. Might a management buyout of the FM business, as a whole or in parts, be viable?”

Joanna Lloyd-Davies, principal at JLD Consultants Limited, called the situation “horrendous” and “a great shame”.

She told FM World: “It must have been a very difficult time for those in charge to pull the plug.”

“We’ve got to look after the people, we have got to protect the reputation of the industry and we have got to hope to God that this doesn’t happen again.”

Lloyd-Davies worked in business development at Tarmac, which rebranded as Carillion in 1999 to place greater emphasis on its services provision. She recounted: “We started all the hospital PFI contracts. We were doing great things that would be good for the UK’s healthcare.”

“We have to show the world that one company has gone down, but this isn’t the state of all companies in the industry.

She said: “The main lessons we should learn are corporate responsibility, delivering according to the agreed contract and properly bidding on contracts.”

She added: “It’s going to make everyone wiser and more alert. We have to make sure we are running sensible businesses and delivering appropriately.”

Consultant Martin Pickard focused his attention on the likely impact of Carillion’s crash on its many sub-contractors, in particular the issue of suppliers forced onto more onerous payment terms last year.

“Government should learn to utilise all of the facilities management supply chain and not give all its work to a chosen few,” said Pickard. “Also, companies should finally learn that aggressive accounting and commercial practises will kick you in the butt eventually. Forcing your sub-contractors onto 120 day terms only provides a short-term fix to your cash problems but guarantees resentment and non-cooperation.”

Pickard also emphasised the problem of organisations too often letting their FM contracts drift ‘out of mind’.“

“Clients – including governments – must learn that outsourcing doesn’t transfer all risks, and both parties need to play an active role in facilities service management.”

Jeremy Waud, chairman of Incentive FM Group, called Carillion’s collapse a “sorry but rather predictable tale and a lesson to many of us”.

“Ultimately, its collection of banks did not have the courage to lend good money after bad and refused further funding – albeit the Government doesn’t seem to have been too bothered by the issue if they kept on awarding contracts to them up until recently.”

Waud is saddened by the end to such an established name in the sector.

“Carillion has a rich and lengthy history in construction and a long association with the FM sector which predates the demerger of Carillion from Tarmac in 1999. I recall Tarmac TFM in the late 1980’s  – pioneering days of facilities management in the UK.

“It appears that the damage done to this once great and proud name has been largely inflicted from the construction sector and hence has little to do with FM services. These contracts are inevitably large, complex and risky – something it seems the company didn’t fully or accurately disclose in its financial reporting to shareholders and funders.

“What is perhaps of more interest to us in the FM sector is what will happen to the hundreds of FM contracts it is engaged in. Although almost exclusively public sector, I am sure that while some may go back in-house, others will need to find new suppliers.

Waud also questioned whether Serco may now be wondering why they recently paid £50m for Carillion’s NHS contracts, “which would now perhaps be available on the cheap from the liquidator?”

Source: FM-World


Consultancy plays extra time with Liverpool FC

Consultancy plays extra time with Liverpool FC

Incentive FM Consultancy, has started the next phase of its work with Liverpool Football Club.


This involves a full review of the existing facilities model and the reprocurement of the contracts for M&E, security and cleaning at Anfield stadium, Melwood training ground and Youth Academy, in line with the four-year contract terms. 

Key criteria for the contractors tendering include “delivering best value and strong customer focus”.

For the first time the new main stand, which opened on 9 September 2016, will be included in the scope. The redeveloped stand has been transformed into one of the largest all-seater single stands in European football with an additional 8,500 seats – taking the overall capacity to around 54,000. 

Incentive has worked with Liverpool Football Club since 2012 and has helped to create a future-proofed FM operational model supported by “best-in-class service providers” which it reviews and benchmarks regularly. 

Jeremy Waud Chairman at Incentive FM Group, said:

“Our relationship with LFC is built on a foundation of openness, transparency and understanding of the club’s objectives. We are committed to ensuring that these services are world class, in line with the unrivalled facilities the club offers.”


Source: FM-World

Culture – A Key Commercial Differentiator

Culture – A Key Commercial Differentiator

As Incentive FM is one of a very few medium sized businesses in the sector able to offer a fully self-delivered multi-service solution we often find ourselves tendering against the big players.  What we lack in scale we need to make up in other areas and the culture of our business is playing an increasingly important role.

For the past couple of years Incentive we have been working hard to:

embody a culture of ‘trusted advisor’ where our teams are encouraged to  really understand the operations, get close to our clients and develop creative thought through solutions. Underpinning this is a unique training and development programme, created in conjunction with our training partners, Positive Change. This bespoke training is designed to help promote the culture of the business, whilst also give people the additional skills and knowledge to enable them to unlock their full potential.

There is no doubt that we have reaped the benefits of prioritising the training and development of our workforce. Staff that believe their company offers excellent training opportunities are generally less likely to leave their jobs than employees that feel their training opportunities are somewhat limited. As a result we have witnessed year-on-year growth in staff retention, whilst our ability to attract the very best recruits continues to grow.

We are quite simply playing to our strengths. We aren’t large enough to carry the overhead of a large HR and training department but nor do we have the kind of bureaucracy which means that everything has to be prescriptive.

Our business culture is ‘freedom within a framework’ meaning that as long as the legal, financial and client stakeholder requirements are met then it is down to the individual teams how they achieve this. We find this helps people to develop faster and better and enables us to promote from within and reward loyalty and hard work.

In the service sector people are the foundation of any business and can be a company’s greatest asset. At Incentive FM we put our trust into our team and empower them to deliver innovative, progressive solutions to maximise value for customers. This culture is invaluable for the business as we face the ongoing challenge of differentiating ourselves in the marketplace and staying one step ahead.

By Martin Reed, Managing Director at Incentive FM Group