Category Archives: Incentive FM Group

I-FM explores the story behind Incentive FM

I-FM explores the story behind Incentive FM

i-FM looks back through the archives to explore the story behind Incentive FM 

Jeremy Waud (right) has stronger ties than most to the world of facilities management. He began his four-decades-long career with family firm OCS at the tender age of 18. He was appointed to the board in 1999 and cut his teeth as the Managing Director of Select Facilities Services, OCS’s early attempt at a bundled services business.

By the turn of the millennium, however, Waud had become increasingly disillusioned with the direction of the group, and in 2002 he left to form his own business, taking a number of his colleagues with him. Incentive FM emerged soon after but the split from OCS was far from amicable. The family business took Waud to the High Court and, even though Incentive FM emerged victorious, the whole protracted saga ensured that the company’s initial years were anything but simple.

Nevertheless, Incentive FM Group stands today as a solid, mid-market FM service provider. Over the course of 15 years the company has enjoyed steady growth, while Waud and his team show no signs of slowing down. In its latest financial report, Incentive FM posted revenues of £107m. Meanwhile, Waud has developed a reputation as one of the FM sector’s most outspoken personalities and most vocal exponents.

Now, i-FM takes advantage of this fact by asking Waud to help us trace the origins and growth of Incentive FM as well as where this might all lead.

OCS restructures
Published: 14 January 2002
One of the UK’s oldest FM companies, OCS Group, has announced a radical restructuring to create a singe company rather than its current complex offering of support services.

Waud left OCS at this point and Bill Pollard, then Operations Director for Select Facilities Service, followed him out of the exit door. OCS Group’s Managing Director, Chris Cracknell, said the company needed to take advantage of the growing trend towards larger and more complex support services contracts and reduce the confusion created by its 35 brand names and 16 trading companies. The new brand strapline, “One Complete Solution”, would be in place by April.

Waud says that it was difficult for Select Facilities Services to gain any traction within the group for precisely the same reasons. Despite the illusion of integration on the surface, OCS’s disparate businesses were often at conflict behind closed doors. “There were internal fiefdoms that needed looking after, so building a TFM business within the group was pretty difficult. That was part of the issue, and ultimately we felt as a management team that we didn’t fit the mould,” he explains.

Incentive aims high
Published: 16 April 2002
Jeremy Waud, MD of new facilities management company Incentive FM, plans to build a £100m turnover business within 10 years.

While the High Court had barred Waud and Pollard from approaching any of their old clients at Select Facilities Services, the business secured a couple of contracts in quick succession. Waud, in boisterous mood, claimed that Incentive FM could reach £100m in turnover within a decade.

He says now: “We were a little more entrepreneurial, a bit more dynamic, and we wanted to do something different. We felt that we had a point to prove and thought there was a better way of doing it.”

Incentive FM didn’t reach £100m in 10 years, but it did hit this target within 15 years. “Broadly speaking, we achieved what we said we would achieve,” says Waud. “We wanted a £100m business and we got it.”

Incentive FM wins £2.25m Colgate Palmolive contract
Published: 1 December 2003
Colgate Palmolive has chosen niche facilities management specialist Incentive FM to provide a total FM operation at its UK head office.

Incentive FM claimed that its success with Colgate Palmolive was down to an “open, costed and fully auditable budget structure”.

Incentive FM’s philosophy was, and still is, open books and clarity. “We believe in this whole mission of transparency,” says Waud. “The customers who believe in it and like that style engage with you and don’t go anywhere else.”

Incentive oiling the wheels at petroleum company
Published: 5 September 2005
Petro-Canada UK, the UK subsidiary of one of the largest integrated oil and gas companies in Canada, has Incentive FM to advise on setting up new offices. 

Incentive FM has built a strong reputation over the years not just as a service provider but an FM consultancy, too. Petro-Canada had previously brought the business in to advise on contract renegotiations and retenders, and now it was looking for help as it moved 250 staff to a new London office.

“There’s a perception in the market that we’re very strong in consultancy, but we’re probably just fairly high profile. It’s not a massive part of our business,” says Waud. “We generally look at each opportunity as it comes – where is it better for us to sit? Sometimes the mood changes and the customer doesn’t need consultancy any more, and we’re invited to the table. A lot of the competition doesn’t like that.”

Incentive carries expertise into Europe
Published: 18 May 2007
Independent facilities management company Incentive FM has created an international team, following a number of overseas contract wins in the past 12 months.

By 2007, Incentive was growing in revenue and in confidence, and the team wanted to replicate some of that success abroad. Automotive parts manufacturer Delphi had tasked Incentive to review the FM in its multiple manufacturing sites across Europe.

It is a relationship that still exists today, with Incentive having completed a number of full FM reviews for its client over the years. “The service delivery challenges are roughly the same,” says Waud. “Their sites are all in Europe and they’re operating under pretty similar laws. Cleaners clean, good food is good food, engineering is engineering, wherever you go. We are using our expertise to benchmark and challenge cost base, structure and strategy wherever we go.”

Incentive in largest ever win
Published: 12 October 2009
Independent facilities management business Incentive FM has won a record-breaking contract, a five-year multi-million pound deal covering a range of services for Covent Garden Estate.

In 2019, Incentive won its biggest and most prestigious contract, with one of London’s most popular tourist destinations. The service provider was brought in to deliver cleaning, maintenance, security and even street performer management at a site which houses hundreds of tenants and attracts approximately 43 million visitors each year.

Incentive still has that contract today and it has even been expanded to include street cleaning services. Waud describes Covent Garden as a “one-off client and a one-off series of assets.”

Hollow rhetoric from the PM
Published: 14 December 2011
It was heralded as the next big opportunity for smaller businesses, yet public sector outsourcing contracts still remain a closed door for most of us.

Over the years, i-FM has given Waud the opportunity to give his thoughts on a number of important industry issues and Waud has never been shy to express them. On this occasion, Incentive’s man was railing against what he saw as government hypocrisy. Ex-Prime Minister David Cameron had pledged to give SMEs adequate opportunities on government frameworks, but Incentive’s experience did not reflect this.

Waud wrote: “For all but the biggest FM sector companies it is very difficult to get past ‘go’ when it comes to tendering for public sector work that is anything other than small, insignificant or just menial. First, you have to ‘get on the list’ by jumping through seemingly impossible (or is it irrelevant?) hoops, and then you have to allocate valuable time and resource to overly complex tenders that often come to nothing.”

Ask him about his business’s opportunities in the public sector and it is clear his opinion hasn’t changed much. “Some people who spend more time in the public sector might say otherwise, but it hasn’t changed much in our world,” Waud says.

Though Incentive does do some public work, including a longstanding relationship with police forces in the South East, the business has very little exposure to this sector. “All they ever seem to do is make those contracts larger and more complicated and they reduce the field of those who can possibly bid,” Waud explains. “The government isn’t clever enough to manage them properly and the contractors are smart, so eventually they make their money somehow.

“Is that really what it’s all about? Is that promoting our industry in an intelligent way?” he adds. “I believe the bigger players have relied on this as bulk in their business and clearly we’ve seen some financial gymnastics from those companies who have now got caught out in the way they account for the value of those contracts. They’ve had too much rope and strung themselves up. They are so large and so complex these contracts that even the auditors didn’t really understand what they were auditing and the auditors are now looking stupid because they were signing off accounts that weren’t quite right.”

Incentive buys security company
Published: 15 February 2012
Incentive FM Group has acquired Lynx Security Services, a 20-year-old business with current annual sales of £12m.

Incentive FM has never been afraid to grow through acquisition when the right opportunities have presented themselves. The business bought Lynx Security Services, which was posting a revenue stream of over £40m and employed 1350 staff.

Yet Incentive has had mixed fortunes with its foray into the security market, as Waud explains: “I find in security the loyalty isn’t as great. We’ve changed our executive team and we’ve done so in response to the market. The customers are looking for something a little different and we’re going to try to do that.”

Margin dive: but how far?
Published: 30 July 2013
For years people in the wider facilities services industry have complained about the commoditisation of contract services.

In 2013, i-FM again gave Waud the chance to comment in our pages. He wrote: “The new competition appears to be the race to the bottom of the pond (or is that puddle?) of available margins in order to secure the business out there in the private and public sector.”

Incentive FM debuts at Somerset House
Published: 2 April 2014
The mid-market FM services group has been awarded a three-year contract at Somerset House, the major arts and cultural centre located on London’s Strand.

The business picked up the FM contract of another prestigious London contract, very much in the same mould as Covent Garden. This three-year contract added to a portfolio that already included Covent Garden, the Royal Shakespeare Theatre and Liverpool Football Club.

Incentive lands Bluewater: bigger ever win
Published: 6 August 2015
Incentive FM Group has secured a three-year contract with Land Securities to provide the full range of FM services at Bluewater, Kent’s retail and leisure destination.

Incentive FM’s Managing Director, Martin Reed, called it “one of the proudest moments in Incentive FM Group’s 14-year history”. The business won the deal to deliver engineering maintenance, cleaning, security, grounds maintenance and environmental management.

Incentive in third M&E acquisition
Published: 6 September 2017
Incentive FM Group has acquired a third M&E business in a move that will increase the geographical reach, scale and range of its Incentive Tec operation.

The acquisition of Weston Electrical Services took the total number of engineers at Incentive Tec, the company’s M&E business, to 220 engineers and created a total turnover of more than £30m. Waud explains: “We decided M&E was very important to us. We made three acquisitions in three years. We’re now quite a big player in that market and the business now has a tremendous head of steam.”

So, what next for Incentive?

The challenge now for Incentive is to keep growing. “Where’s the next £100m coming from? That’s something we clearly discuss internally,” says Waud. “We think hard about what we should be doing, what our competitors are doing, and where we fit. Why do people buy from us and not from someone else?”

The relationship with shopping centre Bluewater was a watermark moment for the company. It began as a consultancy deal but a changing of the guard, from one managing agent to another, gave the service provider a chance to self-deliver FM services. “After that nobody in the market could say, ‘This is too big for you,’ which of course we had grown up with,” says Ward.

He explains that, as the business grows in value, the pace of that growth gets quicker and the market opportunities become greater. “There are fewer doors slammed in your face,” he says.

Incentive would like to buy something in Scotland to complete the geographic matrix of offices, but it’s not critical. The business already has offices in London, Weston Super-Mare, Kings Langley and Derby.

Finally, Waud believes that there is room for Incentive to exploit the current market conditions in FM. “If the Mities have fallen and that represents opportunities with customers to deal with us, then great,” he says. “Does it mean we want to go scrapping at 6% margins? No. We believe in a reasonable margin so that we can reinvest, pay people properly, and not kid clients. I’m convinced those people are kidding the clients, kidding themselves and kidding the market.

“How do we turn our £100m and a bit business into £200m? And how long does that take? This journey that has taken 15 years, the next piece will take a lot less. The world is particularly wild.”

Source: IFM

i-FM.net 2016 Online Review

i-FM.net 2016 Online Review

According to i-FM.net review, 2016 was a very busy and even dramatic year for the industry. Incentive FM Group appears twice in the review, recognising our ambitious acquisitions and developments in both the M&E and Window Cleaning sectors.

For Industry representative bodies the tale is one of collapse, change, instability and uncertainty. For some of the larger players and Mitie in particular it’s tale of woes are recorded perhaps as a warning to all of us about how we manage our businesses. Jeremy Waud – Incentive FM Group Chairman 

It’s been a busy year, with the usual mix of contract wins, senior appointments and new ventures. A typical year in UK FM. But it’s also been a period of uncertainty, with the effects of previous events lingering, plus some new ones coming through.

Notable amongst the latter was the Brexit referendum. That uncertainty was apparent in some quarters of the market, and it seems inevitable that there will be more to follow. Still, FM as a whole continues to prove itself resilient, creative and above all an interesting place to be.

January

One of the most interesting, and perhaps instructive, companies to watch in the whole outsourcing marketplace over the past few years has been Serco. On most measures, the company has been a considerable success; but along with that success have come some problems – including a loss of focus on a coherent strategy and standing as a target for various issues and criticisms. One of Serco’s growth plans some years ago had been a big push into business process outsourcing. But when its fortunes turned, that looked like a big mistake – and the start of the year saw confirmation that it had finally sold that part of the group. The disposal was a key part of its wholesale makeover – which, though it is still very much underway, seems to be working.

On the flipside of that, acquisition remains a key part of growth strategy for many in FM outsourcing. January also saw the news that Servest had bought Accuro Catering, a national operator specialising in the education and healthcare sectors. Servest called Accuro ‘a good strategic fit’ that would lend support to its expansion in the catering services area.

January also brought news of the not wholly surprising collapse of the Building Futures Group. BFG was the product of a merger in 2013 which brought together Asset Skills, the sector skills council for facilities management, cleaning, property, housing and parking – an unlikely blend in itself – with the Facilities Management Association and the Cleaning & Support Services Association. In fact, it turned out in January 2015 that the CSSA had never quite finalised its part of the merger when it declared that it was quitting the group. In any case, BFG had never seemed to find sufficient purpose to ensure a long life.

In other break-up news, it emerged that Germany’s Bilfinger Group had appointed advisors following receipt of offers for the acquisition of its building, facilities services and real estate divisions. The group, which had been struggling with market conditions for some time, said its executive board would review the offers, focusing on the best interest of the company and its shareholders. That, of course, led to considerable speculation about who was interested and what might happen next.

Another big change in the status quo saw Royal Mail confirm that it was preparing to bring Romec, its facilities and maintenance operations service provider, in-house after running it as a joint venture business for nearly 15 years. Engineering group Hayden first took a 49% stake in the business in 2002, creating the jv. That stake was subsequently transferred as Hayden moved into Balfour Beatty, with the ownership moving again to Cofely (now ENGIE) with its acquisition of Balfour Beatty Workplace in 2013. It seemed ENGIE wasn’t interested in that particular part of the status quo.

February

If technology is one of the great themes set to shape the future of FM, it often seems that energy is another.  The first is about how businesses do things; the second is something they can buy into – and many service providers have moved to take advantage of the opportunities. Early in the year it was BAM with the formation of BAM Energy Limited, a new company that would draw on group expertise to offer design, installation, management and maintenance services, as well as support with finance. That was the second such move in a week. The Robertson Group had earlier announced the appointment of its first Energy Director, who will be running a new energy services business operating within Robertson Facilities Management.

On the institutes and associations side of the industry, the British Institute of Facilities Management confirmed the appointment of Ray Perry as its new Chief Executive Officer. BIFM had revealed late in 2015 that then-CEO James Sutton would be stepping down over the summer. Perry, at that point Chief Executive of the National Pawnbrokers Association, was due to take on his new role in time for the institute’s pre-summer AGM.

Returning to the busy mid-market theme, this month also saw the completion of an MBO at the £20m Premier Support Services group. The Birmingham-based business specialises in cleaning, security, and property and grounds maintenance, and that move was part of a plan to grow both organically and through acquisitions with a view to double pre-tax earnings over the next four years.

March

Energy is a recurring theme in FM. It cropped up in March as ENGIE announced the acquisition of digital energy management specialist C3 Resources. ENGIE said the deal supported its strategy to deliver innovation in customer-led solutions using technology. Its plan was to use C3’s platform to enhance the way it analyses data in order to better serve energy supply and service customers across various sectors.  That platform is ideal for managing large volumes of energy and environmental data and tracking actions through to resolution in compliance with ISO 50001, ENGIE said.

In the same month, CIBSE had had enough, slamming government for its lack of consistent energy policymaking and disjointed attempts at delivery. The Chartered Institution of Building Services Engineers in a submission to the House of Commons Energy and Climate Change Committee argued that the UK’s lack of progress on the energy efficiency of its buildings was down to the lack of a long-term plan from successive governments and the failure to treat energy efficiency as a national infrastructure priority. Sara Kassam, Head of Sustainability at CIBSE, said: “In their current form, national energy policies are hampering efforts to make buildings more efficient. By giving energy efficiency the national attention and funding that it deserves, we can tackle the UK’s energy trilemma of reducing carbon emissions, enhancing energy security and ensuring that energy is affordable and accessible.”

April

More acquisition news. The Dublin-based Noonan Group extended its security operations with the acquisition of The Shield Guarding Company. Shield, which reported a £3.6m loss on a £59m turnover for the year to end March 2015, had been the subject of rumours in the industry for some time. Noonan has grown significantly in recent years and was already operating throughout Ireland and the UK. It said the buy would extend its security operations significantly.

And more institute and association news – with the announcement of a collaboration between the International Facility Management Association and the Royal Institution of Chartered Surveyors. By joining strategic resources, IFMA and RICS said they intended to create ‘an unprecedented level of industry support’ to meet growing demands from the 25m FM practitioners around the world, as well as launch ‘a single and compelling career pathway’ into the FM profession. “As global thought leaders dedicated to the professionals who support the built environment, IFMA and RICS identified a unique opportunity to team up and fortify existing resources to enhance the outstanding level of service they already provide to professionals and built environment industry,” said IFMA President and CEO Tony Keane.

The FM Business Confidence Monitor, produced by BIFM in partnership with i-FM and Barclays, has established its place in the industry as a test of business sentiment, both at the moment and projected out over the remainder of the year. 2016’s survey found that, though there were plenty of reasons to be cautious, the general mood in the UK facilities management sector was one of optimism. Despite concerns about political and economic factors affecting the wider business climate, almost two-thirds of participants said they were positive or very positive about the environment. That was down somewhat on the previous year’s results, but nevertheless indicated considerable confidence within the industry for its immediate prospects.

May

As spring approached the facilities services business Temco UK announced that it had bought itself out of the wider group. That followed the acquisition of the group at the beginning of the year of the ambitious French services business Atalian. The £5m Temco UK said the deal was ‘amicable’ and would lead to benefits for both parties.

A couple of weeks later Servest and Atalian revealed that they were launching a 50/50 owned joint venture business, operating as Atalian Servest Ltd, to offer integrated FM services to both existing and new customers across national boundaries. Commenting on the motivation for the deal, Rob Legge, Servest Group CEO UK and Europe, said: “The world is becoming a smaller place and we have seen that businesses are now looking for unified solutions that bring their communities together. We wanted to offer our customers a pan-European solution with a partner that operates with the same cultural and business philosophies as adopted by Servest in the UK.”

Also in the news this month was Carillion with hard evidence that sustainability pays. That came in the form of its annual Sustainability Report, which for the first time, included a financial analysis. The company was able to show that its sustainability strategy and the associated actions and behaviours had made a clear contribution to its profit of £33.8m. Commenting on the strategy overall, Chief Executive Richard Howson said: “Our sustainability leadership makes us a better business to invest in and work with. Just as importantly, it helps us to attract, develop and retain talented, loyal people.”

And on the subject of business success and getting the best from talented people, May’s BIFM conference saw the launch of The Stoddart Review, an ambitious programme aiming to bring together business leaders and workplace experts to assess why organisations continue to see the workplace as a cost rather than an asset that they can use to unlock latent value in their workforce. Launched in memory of Chris Stoddart, the backers of the initiative intend it to serve as a legacy for a man that helped shape the FM profession.

June

The Incentive FM Group announced that it had acquired ACE Environmental Engineering, an HVAC design, installation and maintenance specialist. The deal was seen as complementing Incentive’s earlier buy of Comserve, a mechanical and electrical maintenance and installation services company. The group said its intention was to create a strong national M&E service offering with a multi-skilled mobile engineering workforce.

In a different segment of the FM world, workplace technology specialist Condeco announced the acquisition of myVRM, a New York-based software company with workflow automation expertise in video collaboration, content sharing, unified communications, virtual meetings and analytics. “This move will provide the scale to underpin our continued global expansion, which has seen us achieve over 40% growth in 2015. Adding scale to our already global business will help as we respond to the appetite for workplace utilisation tools – demand which is increasing exponentially as companies strive for efficiency, competitiveness and productivity,” said Condeco CEO Paul Statham.

In other acquisition news, property services group JLL confirmed that it was buy property maintenance provider Integral. JLL said the acquisition would strengthen its ability to self-perform maintenance services for clients across the EMEA region, as well as add an engineering centre of excellence in the UK. The deal valued Integral at about £230m.

Back in the mid-market segment again, in mid-June Kingdom announced the acquisition of Ocean. A £20m business, Ocean specialises in cleaning services, complemented with a variety of other offers. Its acquisition moved the ambitious Kingdom, best known for its cleaning and security operations, to an estimated annual turnover of £105m.

On the negative side of the news scene, it also emerged in June that Warwickshire-based hard services specialist EIC had in the administrators, surprising many in the industry as well as most of its employees. Formerly an £80m business, the company operated from seven offices around the country specialising in M&E design, installation and maintenance services, though its offer had broadened in recent years – including a recent push in the direction of more mainstream FM. The explanation offered for the failure was ‘poor recent trading performance, underpinned by an ever increasing competitive market’.

July

Summer brought the news that Kier was doing a bit of business restructuring to launch a Workplace Services division. Building on its existing FM capabilities, and combining the business services expertise acquired in its Mouchel buy, it had devised a new offer focusing on the physical workplace, workplace services and transformation programmes. Managing Director Steve Davies said: “Bringing our successful facilities management and business services units together means we can offer clients end-to-end business solutions, which leaves them free to concentrate on their core business.”

Incentive FM Group was back in the news with another acquisition, this time of ARL Support Services, a specialist window cleaning company. That was its second move in this service area: it had bought window cleaner SWC earlier in the year.

August

More summertime buying. Bellrock confirmed that it had acquired two firms with the goal of expanding its portfolio of property consultancy services into new markets. Added to the portfolio were Stanley Hicks Ltd, a 200-year-old chartered surveying business based in the City of London, and Property Solutions (UK) Ltd, a service charge specialist for the office and retail sectors, based in Bristol. Bellrock would follow this in September with the news that it had acquired Concerto Support Services, an FM, asset management and project management software business.

In a small echo of December’s news that the landmark Southwest One contract had no future, the Department for Work and Pensions announced plans for the replacement of its PRIME contract. That 20-year deal had been put in place at a time when it looked like big deals combining serviced accommodation with facilities management services might be the future, at least for big organisations. PRIME seems to have been a success, but DWP was confident it was time for a change in any case.

September

The close of summer brought the news that the Bilfinger group had completed the sale of its property and FM division, a prospect that first hit the headlines in January. The buyer was investment group EQT, which some years ago was also a major investor in the ISS group. The sale price of €1.2bn was built on a complex deal that gave Bilfinger an immediate cash injection while holding back a substantial proportion for payment later, on the theory that the previous owner could share in the value achieved by the new owner when the business was subsequently sold on.

Fittingly for back-to-school month, new student experience survey findings from the Association of University Directors of Estates showed that facilities remain a key factor for nearly two-thirds of students when choosing a university. For the third year running, study facilities, including IT stations and libraries, came out on top, with only 24% of students placing importance on entertainment and social buildings when it comes to deciding their choice of higher education institution. AUDE Chair Trevor Humphreys commented: “Effective estate management is key to ensuring higher education institutions deliver the best possible student experience, both academically and socially, so it’s encouraging to know that despite many sector challenges, a very high level of students feel their university offers clean and well maintained buildings.”

A little later in the month, CoreNet Global, the CRE professionals group, confirmed what we all know anyway – the speed of technological development is dramatically reshaping the way that corporations manage and use their real estate. Or if it isn’t happening already, it surely must and probably within a matter of just a few years. Group Chair Kate Langan observed: “The ramifications are quite dramatic: these shifts will impact everything from traffic patterns, the environment and energy, to daily living and the overall quality of life.” Technology reshaping the world is simply a fact of life.

Insights into a different kind of market force followed with the release of a trading update from Mitie that warned of ‘significantly’ lower operating profit for the current year than previously forecast. The company said its was feeling the effects of economic pressures, specifically lower UK growth rates, changes to labour legislation, further public sector budget constraints and uncertainty both pre and post the EU referendum. Capita was in the news only days later with a similar warning on its performance. Outsourcing markets in particular like confidence, consistency and clarity. Any dent in that can lead to client unease, delays in decision making and holes in the financial strategy.

October

RICS and IFMA were back in the news with the announcement that they were working together to develop a unified career map in order to align training courses, qualification requirements and certification levels. IFMA said the map would deliver ‘unprecedented clarity and internationally recognised authority on the required skills, training and experience necessary for all professional stages and goals’ within FM. It was being positioned as one of many resources coming out of the collaboration between the two bodies, unveiled in the spring.

Mitie was also back in the news, with the announcement that after 10 years as Chief Executive, Ruby McGregor-Smith was to leave the company in December. The process of finding her replacement started late last year when she made her plans known to Mitie’s board and was already complete, the group said. Phil Bentley, ex-Group CEO at Cable and Wireless Communications, was set to take the top job.

BIFM also hit the headlines in October, first with the news that it was calling a halt to its long-standing relationship with Quadrilect, its partner in BIFM Training. That joint agreement would come to an end in September 2017, the Institute said. It went on to explain plans to launch a new training programme centrally as part of a new BIFM Academy, with a range of courses to be delivered nationally after September 2017. CEO Ray Perry said: “The BIFM Academy will become the central professional development hub for disseminating continuing professional development content and training.” But later in the month Perry himself was the news as BIFM revealed that he had left the job he’d started only months before following a mutually agreed decision with the Institute’s board. Linda Hausmanis, Director of Professional Development, was named as Acting Chief Executive.”

November

More M&A action in the broad mid-market area of FM as Servest confirmed that it had acquired Catering Academy in a strategic move to grow its existing catering division. Established in 2004, the independent catered was a national player working mainly in the business and industry, education and healthcare sectors. Servest said it saw the acquisition enabling it to expand and develop its catering presence in education in particular. That news followed quickly on the heels of the FM group’s move to buy building services contractor Arthur McKay. Speaking about that deal, Serves CEO Rob Legge said: “The acquisition is part of our growth strategy to become one of the top five FM service providers in the UK.”

Also this month, hard services group Spie bought the Birmingham-based technical facilities management and property services provider Triosgroup. The deal brought to Spie’s portfolio a team of about 690 people spread across five regional offices – Birmingham, Enfield, Cirencester, Basingstoke and Warrington. The £61m Triosgroup operated in three divisions: Property Maintenance, Legal & Statutory Compliance and Access and Security.  Spie said the deal would diversify its end-user markets, expanding its presence in particular in retail and leisure.

Later, another senior departure was announced – this time it was Interserve CEO Adrian Ringrose saying he would be leaving the group is to once a successor was in place, a move expected to be completed in 2017. Ringrose said he was planning to pursue the next phase of his career after 15 years with Interserve.

Then Mitie was back in the news again, this time with even more bad news. Publishing its interim report, it revealed that for the six months to 30 September 2016 group revenue was down 2.6%, operating profit was down 39% – and the loss for the period topped £100m. The company’s share price graph literally looked like the price fell off a cliff first thing in the morning after publication of the report. It blamed the problems on, amongst other things, changing market conditions as clients adjusted to rising labour costs and economic uncertainty. It also declared its intention to exit the home healthcare business as quickly as possible.

December

One regular December occurrence is confirmation of the finalists in the running for the annual i-FM Technology in FM Award. We’ve past the 10-year mark on this competition, and the entries just get better and better – a clear sign that technology is playing a bigger and bigger role in FM. The finalists for the 2017 Award were ENGIE, Interserve, JLL, Mitie and CDS. The winner is revealed at each year’s Workplace Futures conference, held in February.

The development of officially recognised standards for FM has been a long, slow process – a real labour of faith and determination for the handful of practitioners who have championed this. One – probably the key figure in the whole effort – was honoured late in the year with the presentation of a BSI Leadership Award. That went to Stan Mitchell, who was praised for his “enthusiasm, superb industry reputation and support for new members” of the pro-standards campaign.

A much-anticipated report from The Stoddart Review also hit the headlines this month. Positioned as a wake-up call to business leaders, the report, ‘The Workplace Advantage’, called for an industry-wide rethink to demonstrate and measure the value of the workplace as a counter-balance to the prevailing cost focus – offering a series of recommendations for action. Programme Director Polly Plunket-Checkemian said: “We’ve found some excellent examples of best practice where firms are moving away from an approach that until now too often has been driven by cost-cutting, space-saving and an inflexible approach to office design. Agility is the key in facilities management and we need to do more to demonstrate and measure value rather than count the cost.”

Finally, the latest report from business advisors Grant Thornton on M&A in the FM sector noted continued high levels of deal activity throughout Q2 and Q3 2016. A total of 30 FM deals were announced in Q3 2016, the highest amount since Q2 2012. The first nine months of the year saw a total of 76 deals, the highest level of activity since 2011. If deal activity remained strong in Q4, GT said, deal volumes could exceed the 97 recorded in 2015 – and we could see activity hit the 100 mark for the year, last achieved in 2011. But, the firm cautioned, while many service providers were adopting a business-as-usual approach and maintaining their growth agendas, the full impact of the vote to leave the EU remains unknown and could still have implications for the sector.

Published: 21st December 2016
Author: i-FM News Team

Much more in terms of topics and details can be found by scrolling through i-FM News pages – and of course you can use the Search function to delve into their archives. (But please note that full access to i-FM content requires a full licence.)

Autumn Clients Drinks Party

Autumn Clients Drinks Party

Incentive FM Group,  treated its clients to a night of quintessentially British fun as a way of thanking them for their business over the past year. The event took place at one of London’s oldest members clubs, The City Of London Club.

Following the theme, the canapes were chosen to be specifically British including variations on Cumberland sausage and mustard. Similarly, the wines, provided by Waud Wines, were chosen to complement the theme including the English sparkling wine, Nyetimber.

In order to mark the occasion guests were treated to music by The Martineau Brass Quintet and caricature portraits.  Guests were then invited to take part in a challenge guessing the country, region and grape of a variety of the two mystery wines served with the cheese!.

Jeremy Waud, Chairman of Incentive FM Group, said:

We started this business15 years ago with good contacts and a strong team. Now we have a turnover of nearly £100 million and employ over 2,500 people and we wanted to thank all our clients that have made that growth possible.

 

 

The Incentive Experience – The Awards Ceremony

The Incentive Experience – The Awards Ceremony

As ever the day finished with our annual awards dinner where we celebrated the achievements of our winning contracts and managers – then partied into the evening.

The Incentive Experience – Afternoon group activities

The Incentive Experience – Afternoon group activities

The afternoon was spent in the grounds of our hotel completing the Incentive Experience Challenge. This pitted thirteen teams against each other in a test of both physical and mental agility including breaking out of jail, pistol shooting and jungle rescue. The culmination of the challenge was to fire a rocket into a stationary target over 100 metres from the launch site. This challenge proved an interesting one with the shortest flight 10 metres and the longest over 300. Some recalibration was certainly required!!

The Incentive Experience – Morning business session

The Incentive Experience – Morning business session

‘The Incentive Experience’ conference opened up with the morning business session and the key message was that to get the ultimate customer experience right we have to ensure that the experience of working for incentive is an exceptional one. This carries on from the launch of our new mission statement earlier in the year which is “to have staff who love working for us and clients who love working with us”.

This theme has been particularly prominent in my mind due to the growth of the Group in both complexity and size, with a number of significant contract wins and acquisitions over the last 12 months.

My message to the team is now that we are getting big we must continue to ‘think small’. It is small businesses that have personality, creativity, flexibility and drive and those are the attributes that people have always associated with Incentive and we must never lose that USP.

The morning business session of the conference ended with a 50 minute ‘Question Time’ where our managers got the chance to understand our senior leaders’ thoughts about key issues affecting them and their site teams. It was an open and honest session which all parties gained a massive amount from.

Incentive Experience – Annual Conference

Incentive Experience – Annual Conference

A great day with our teams at the 2016 Incentive Annual Conference – this year held at the Mercure Warwickshire Walton Hall Hotel and Spa. Congratulations to all of the prize winners.

Here are a few highlights of the day:

 

Crystal Peaks wins Britain in Bloom Gold

Crystal Peaks wins Britain in Bloom Gold

Crystal Peaks shopping mall has won the prestigious Britain in Bloom Gold Award for the fifth year running.

And there’s a double celebration this year as the centre was also awarded the discretionary Yorkshire Rose Commercial Award.

The Sheffield shopping complex, which sits in the heart of the South Yorkshire Community Forest, was nominated in recognition of its commitment to improving the bio-diversity of the land around the site and its full range of environmental campaigns.

The judges commented:

The management team fully understand the benefits of the landscape and are working on ways to improve not only their site but work with the local community to give something back.

There was special mention for the Crystal Peaks bee hives, situated on the roof of the complex and a local source of nectar and pollen.

There was praise too for the Crystal Peaks gardening team and their work on seasonal displays and also commendation for the way the centre has worked with organisations like Sheffield City Council, the Landscape Trust, Sorby Natural History Group and neighbouring schools on the meadowland project and the ongoing cleanup up of the nearby Ochre Dike.

The Judges added:

Sponsorship of the floral displays on the Sheffield Council owned roundabout at the entrance to the complex is just another way of giving something back to the city.

Crystal Peaks Centre Manager Lee Greenwood commented:

To win a Gold Award for five consecutive years is a clear indication of our commitment to making the centre as welcoming as possible for all our visitors.

It also shows how much importance we place on supporting the wider community and we take our contribution to projects like our bees and the Ochre Dike clean up programme extremely seriously.

Congratulations to the whole centre team for maintaining such a high standard of maintenance across all parts of the site – their pleasure and pride in their work is what makes these awards possible.

Benefits of Fundraising article in I-FM

Benefits of Fundraising article in I-FM

Why giving back gives back

Glenn Wilson explains how it is not just charities that will benefit from an organisation’s fundraising initiatives.

It is safe to say that we are a society of fundraisers. Last year, 67% of adults living in the UK donated to charity, raising more than £9.6bn in the process. I, like many others, frequently support friends and colleagues who are attempting to raise substantial sums of money by taking part in charity events – be it a grueling endurance race, skydiving, or jumping into the saddle to take part in the famous London to Brighton bike ride.

Like other businesses, we actively encourage our employees to fundraise both individually and as part of a team and as a result we have felt a number of benefits for our business aside from just raising money – for example –

fundraising-2

Improved brand awareness
The new millennial generation is more inclined to search for employment within organisations that boast a strong set of ethical values, which incorporates fundraising. It has also become apparent that, as a generation, they are more likely to use a product if it is either ethically sourced or if by buying it they are helping a charitable cause. Charitable giving can proactively boost your brand’s image, helping you to stand out among competitors and attracting potential new talent.

Increased team morale
As Incentive FM employees are based throughout the UK, ensuring every member of the team takes pride in where they work is important. One of the key things I have noticed in my experience is that company-wide fundraising draws people together. Everyone taking part in an event has the same end goal; the only way to achieve that is by working together, consequently forging stronger relationships within a team. Similarly, it instills a sense of pride in the fact that their employer is encouraging them to do something different to their everyday work routine.

fundraising-4

How to encourage staff to fundraise
In addition, encouraging a friendly competitive work environment is a great way of engaging staff. As part of our charity fundraising efforts we set each team an individual fundraising target with the aim of raising the most money and beating their peers. It is also a fantastic way of motivating staff as it instills a sense of team achievement once the target has been met. As an example, our team at The Grosvenor Shopping Centre in Macclesfield thrashed its £108 annual target by raising an incredible £700 by completing the Three Peaks challenge.

The varying ways in which companies can rally together to donate can be seen through our various teams across the UK. Friars Square Shopping Centre in Aylesbury did a fantastic job of contributing to the company’s charitable effort by taking part in the Wolf Run (Mud Run) raising a total of £1,600. They also committed to helping the Poppy Appeal in aid of The Royal British Region, adding a phenomenal £11,000 to the total.
Similarly, the team at Crystal Peaks Shopping Centre in Sheffield took part in a different charitable event each month, ranging from the Three Peaks Challenge to a ‘Name The Teddy’ competition. In total, they raised £2,052, which brought Incentive FM’s fundraising total for the past year to a whopping £25,253.

As Regional Director, it is a great pleasure to see how our fundraising efforts have contributed to an increase in staff morale and workplace pride. We will continue to prioritise raising money for a variety of worthwhile causes, ensuring we can help more people in need whilst promoting a sense of togetherness across our teams.

fundraising-1

Glenn Wilson is Regional Director at Incentive FM.

Incentive FM Group Wins £2M Angel Central Deal

Incentive FM Group Wins £2M Angel Central Deal

Incentive FM has been awarded a £2 million, three-year contract to provide security and cleaning at Angel Central Shopping Centre in Islington, London.

Under the conditions of the agreement, which was awarded by property company CBRE, Incentive FM will be responsible for all cleaning and security at the 150,000 square foot open-air shopping centre, which also has a late-night music venue and a number of restaurants.

A team of six cleaners will operate seven days a week from 5am-11pm to deliver cleaning services and the 12-strong security team will operate 24/7 providing manned guarding and management of the security control room. Key security challenges include the fact that this is an open scheme centre with three different entrances on Liverpool Road, Upper Street and Park Street and the O2 Academy attracts a late-night crowd.

Allied Irish banks on Comserve

Allied Irish banks on Comserve

The mechanical and electrical maintenance and installation services arm of Incentive FM Group has won a three-year contract to provide services to Allied Irish Bank at 22 sites across the UK.

The contract covers both office buildings and high street branches and is designed to ensure a compliant and comfortable environment for both employees and customers, Comserve says.

Under the terms of the deal, which was awarded by property agent McBains Cooper, the service provider will be responsible for all heating, air conditioning and lighting equipment across the sites, in addition to undertaking minor fabrication repair and refurbishment. Comserve’s 70-strong mobile engineering team will provide a full planned maintenance programme including all statutory testing and inspections. Additionally, Comserve will provide a 24/7, 365 emergency call-out service with pre-agreed response times to support the demands of AIB’s stakeholders and customers.

Tim L’Angellier, Property and Facilities Manager at Allied Irish Bank, said:

During the tender process the team at Comserve was able to demonstrate that they could deliver high levels of customer service whilst also ensuring overall value for money. We were also impressed by the high level engagement of the senior team who quite clearly share our core values of honesty, trust, respect and mutual support.

commserve

Incentive FM Group Strengthens Window Cleaning Portfolio with Acquisition

Incentive FM Group Strengthens Window Cleaning Portfolio with Acquisition

Leading independent facilities services organisation Incentive FM Group has acquired ARL Support Services, a specialist company providing window-cleaning services to many of the UK’s most recognisable retailers located on the high street or within retail parks. The acquisition will further strengthen the Group’s portfolio of world-class cleaning services and solutions.

The strategic acquisition will see ARL Support Services complementing and working closely with SWC, which makes up part of Incentive QAS, the Group’s specialist cleaning company. By taking on the 30-strong skilled mobile workforce, Incentive FM Group can now provide customers with a complete range of window cleaning services, from low to high level. This incorporates the use of cradles, abseiling, platforms, ladders and the reach and wash system.

ARL Support Services’ senior management team, including joint owners Adam Littlejohn and Ben Steele, will be joining Incentive FM Group, with all employees reporting to Jamie Wright, Managing Director of Incentive QAS. The business will continue to operate as ARL and will carry on providing services to existing customers, including Pizza Express, Matalan, Zizzi and Pets at Home.

Martin Reed, Managing Director at Incentive FM Group, said:

We were looking for a business that complemented our existing window cleaning services. Not only does ARL complete the skills matrix, it has the geographical spread to support our clients. Fulfilling the needs of our customers is our top priority and this move enables us to offer our customers a complete service at the best price. The experience of the ARL Support Services team will help us to expand in the retail sector and their skill base will prove invaluable moving forward.

Adam Littlejohn, ARL Support Services, said:

Incentive FM Group’s strong customer base and firmly established facilities management solutions means our existing customers can benefit from a broader range of services, whilst our staff will benefit from more opportunities for career development. Our window cleaning skillset means that we will become a valuable part of the Incentive FM Group and we are very excited to maximise the opportunities this brings.

 

Interview with Bruce McDonnell – MD of Incentive FM

Interview with Bruce McDonnell – MD of Incentive FM

Hamish Lowe from Michael Page, spoke to Bruce McDonnell Managing Director of Incentive FM, about its continued growth, his background, how he sees the sector developing and the importance of home-grown talent within the business.

Tell us about your current role within Incentive FM

It is all about ensuring that the business that I am responsible for delivers the vision, strategy and results. As we are part of the Incentive FM group, I report into the group MD and ultimately to the group Board. For me, the key to being a success in my role is all about recruiting, developing and retaining great people.

How did your career start and then evolve into working within the facilities sector?

I didn’t take a direct route into FM. I started work in the transport and logistics sector with TNT and held a variety of operational and business development roles. I think this gave me a great grounding for where I am today.

During the last three years of working at TNT I moved into one of their specialist outsourced businesses where I ultimately became responsible for the mailroom and reprographics business. This gave me a real taste for facilities management and I had the opportunity to work with clients such as GSK, Vodafone, and RSA which opened my eyes up to a whole new experience.
My ex-colleague Martin Reed (now Incentive FM group MD) discussed an opportunity to join the group. The prospect of working for an independent and entrepreneurial organisation within the FM sector really appealed, so I took up the role of Associate Director. Principally, my role was looking after the operational and regional management team. At the time we were turning over around £12m.
In 2012 I was promoted to the role of Operations Director where I held full operational responsibility and became a board member. In 2014 I was promoted to MD.

What do you believe are the key drivers to growth since taking over as MD?

We are in a fairly unique space in our market. We are still independent and all of the shareholders work within the business which I think means a lot. When we win business it tends to be supported by senior level involvement and the team demonstrates real pride and passion about what they do. We have always punched above our weight but in the last year we seem to have moved into a new division and we are now at the size and scale where we are considered for some really significant opportunities.

Our group’s is forecast to have a turnover in excess of £100m in the next 12 months and my part of the business will contribute around £50m this year. Key to our success is making sure that we go for the right sort of opportunities where we know that we can add value, bring our own personality and work in partnership with our clients.  We are extremely proud of our client base which includes some really prestigious contracts such as Covent Garden, Somerset House, Bluewater and Equiniti.

How do you differentiate Incentive from some of the larger FM service providers?

Our independence, our ability to make nimble decisions and the commitment from board level to all of our contracts which is all underpinned by our pride, passion and our integrity. It’s a cliché but our people are our only product. We invest in them, support them and develop them and probably most importantly, we care about them. We often see this as a big miss by some of our competitors.

We also pride ourselves in complete transparency and real open book reporting. A lot of our competitors say they do this but in reality very few can really deliver this. Our client partnerships are built on honesty and our aim is to become trusted advisors.

What do you think are the main challenges as an MD in the current FM market?

There is always someone out there who will do the job cheaper. The biggest challenge is ensuring we stay close to our staff and our clients and always look to improve. If we can do that then it makes a cheap offer a difficult one. The other real challenge is maintaining our personality and beliefs as an organisation while we grow. We have to work hard at this and as I said earlier, the trick is having a great team who all believe in this.

What advice would you give to those who aspire to being a director or MD in the FM market?

It’s tough but not as scary as you might think; FM is a great place to be in a market that continues to grow. The most important piece of advice I could give anyone is to find an organisation that you can grow with, where you have the same beliefs and one where you feel valued. I’m not a serial job hopper and it is important for me to feel like I can continue to make a difference, and most importantly continue to develop personally.

What challenges do you face when developing talent?

Finding people is easy and to a degree so is finding talent. The challenge is finding talent that culturally fits.  If you do then the development is actually easier that you might think. Listen to individuals and what they want, support them and most importantly, develop a real tea culture as that way the whole team can develop together.

What are your plans for the business over the next 12 months?

As a group we are in the process of making two acquisitions to complement our range of services and build on our national service provision. Our vision is to have clients that love working with us and staff who love working for us. We will continue to focus on achieving that and developing our business with the right sort of clients at a sustainable rate.

What would you like your legacy to be when you finish within FM?

I would like to have made a positive difference to as many people as possible along the way.

Incentive Lynx Security appoints to support Growth

Incentive Lynx Security appoints to support Growth

Incentive Lynx Security, part of Incentive FM Group, has made two senior appointments designed to support its growing portfolio whilst targeting its next phase of development.

Ryan Cox has been appointed as Associate Director – Operations, with a remit to support existing prestigious contracts such as The Kings Cross Development, 30 St Mary Axe, Paddington Central and The Leadenhall Building.  Ryan entered the private security industry in 2011 following a sixteen-year career with Kent Police. His most recent role was Head of Security at Covent Garden.

Paul Beard joins the company as Associate Director – Commercial and will be responsible for continuing to grow the business. He was previously the Strategic Business Development Manager for G4S Secure Solutions.

Commenting on the appointments Craig Pickard, Managing Director at Incentive Lynx Security, said:

As our business grows it is important that we have the right people in place so that we can continue to deliver excellent standards of service and add to our impressive customer list. Both Ryan and Paul bring with them strong skills and experience and will be a great addition to our existing team.”

EU Referendum Result

EU Referendum Result

Dear Colleagues

Given the surprising result of last night’s referendum I just wanted to assure all of our staff from the UK, EU and wider world that the Incentive FM Group will continue to value all members of our team equally. You can be safe in the knowledge that we will work hard to ensure that good staff who have worked hard for us over many years will have a place in our business both now and in the future.

Kind regards

Martin Reed
Incentive FM Group Managing Director

The Facilities Show 2016

The Facilities Show 2016

Some great fun at our stand at The Facilities Show at Excel this week seeing plenty of clients and friends taking part in the window cleaning challenge. #beattheshiner

How To Acquire a Business

How To Acquire a Business

Thinking about acquiring a rival business, or one that cold complement your own?

Here are the basic rules of engagement:

Making an acquisition is a good way of getting a head start in a new market that you believe would be tough to make headway with in your current guise for any reason. Or if you are looking to add product or service lines.

For example, if your business is operating purely in the private sector and you want to move into the public sector, the right acquisition will enable you to leapfrog in, bypassing the necessary qualifying periods and gaining instant credibility.

If you want to accelerate the growth of your business, perhaps so that you in turn can sell it, then you can achieve this is in a fraction of the time that organic growth would take.

It is worth noting that any company that is looking to acquire you will be less interested in the money you have borrowed to make your acquisitions and will be focused on your revenue streams and underlying income that will both repay the loan and generate more profits for the acquirer in the years ahead

What should I be looking for?

There are three areas you should consider carefully: strategic; financial and operational.

Firstly from a strategic point of view you are looking for synergies and whether, if successful, the acquisition will get you where you want to be in terms of markets, market share and skill sets.  Secondly from a financial perspective you are looking for what you believe the potential to be versus how much it will cost.

Thirdly there are operational considerations around issue such as locations, the skill and age of the management teams coming in and will the culture of this new business fit with what I already have?

Acquisition 2

In simple terms you need to assess what could be achieved by bolting what I am buying together with my existing skills and contacts and then ask if it is bigger than the sum of its parts? Do the opportunities outweigh the risks?

How important is a good cultural fit?

A good cultural fit is very important so look at the way the company operates. You need to recognise that its culture and style likely underpins its success and respect that. However if they operate in a polar opposite way to your existing business then it probably won’t work.

For example if you require your teams to work shifts and be mainly office based and your target acquisition works Monday to Friday from home – it might be time to walk away!

How can I make the process simpler?

Probably the simplest way is to engage with a merger and acquisitions specialist that operates in the sector. On the upside they will be introducing you to businesses that are ready to sell and have a realistic view of what their business is worth.

By Jeremy Waud, Chairman of Incentive FM Group

Incentive FM Group Latest Acquisition

Incentive FM Group Latest Acquisition

Leading independent facilities services  organisation Incentive FM Group has acquired ACE Environmental Engineering Limited, an HVAC design, installation and maintenance specialist with a turnover in excess of  £6.5 million.

The strategic acquisition will see ACE complementing and working closely with Comserve Ltd, the mechanical and electrical (M&E) maintenance and installation services company that became part of Incentive FM Group last year, to create a strong national M&E service offering with a multi-skilled mobile engineering workforce in excess of 70 people.

“This strategic move takes our M&E provision to well over £10 million pa which brings it into line with our other established single service lines – security, cleaning, catering and consultancy

Martin Reed, Incentive FM Group Managing Director

The senior management team, including Managing Director Ian Adams, will be joining Incentive FM Group along with all 45 members of staff, reporting to  Chris Windass, Head of the Group’s M&E activities. The business will continue to operate from its Derby Head Office and to provide services to its existing customers which include Vision Express, Staples, Coventry and Sheffield Hallam Universities and Leicester NHS Trust.

Martin Reed, Managing Director at Incentive FM Group, said: “This strategic move takes our M&E provision to well over £10 million pa which brings it into line with our other established single service lines – security, cleaning, catering and consultancy with total facilities management still being our largest service area at £45m pa. The ACE team is a perfect fit with our organisation, particularly within the retail markets.  Their experience within the public sector will help us to expand into this area and their project management skills will prove invaluable moving forward.”

Ian Adams, Managing Director at ACE Ltd, said: “This move is a great one for everyone as our staff will benefit from more opportunities for career development, whilst our customers can enjoy a broader range of services and support infrastructure. We believe that our specialist knowledge of the HVAC market and our strong customer base means that we will become a valuable part of the Incentive FM Group and we are very excited to maximise the opportunities this brings.”

Incentive ACE

Incentive FM Group sponsor Surrey Rugby Finals Day

Incentive FM Group sponsor Surrey Rugby Finals Day

Incentive FM Group is delighted to be sponsoring Surrey Rugby finals day for the seventh year in succession.  We have formed a great partnership with Surrey Rugby.

Sport plays a big part in our world of providing our various services for the workplace (Cleaning, Security, Consultancy and Building Maintenance and Facilities Management), and we continue to remind ourselves that people do business with people they like, and sports people tend to like sports people.

In the Surrey Bowl we look forward to Old Haileyburians vs Bec Old Boys RFC doing battle at 12.00 noon.

In the Surrey Shield at 2.00 p.m. old adversaries Cranleigh RFC vs Old Whitgiftian RFC meet up.

In the Surrey Trophy at the end of the afternoon we will be able to enjoy Battersea Ironsides RFC vs Camberley RFC.

This is always a happy event, I hope you have a great day.

Jeremy Waud
Chairman
Incentive FM Group Ltd

incentive_fm_group_sponsor_surrey_rugby