Monthly Archives: August 2013
MITIE has partnered with Leaksafe Solutions Ltd in an arrangement which will see MITIE’s MiTec Technology Centre undertake the monitoring of the Leaksafe range of leak detection and prevention devices.
Through the partnership, MITIE’s monitoring specialists will receive a remote alarm when a Leaksafe system detects a water leak or burst pipe in a property. If a leak is detected, the LeakSafe system will automatically turn off the incoming water. The 24-hour support service ensures customers can be notified rapidly and the required action implemented.
In turn, this limits financial losses and ensures that relevant partners are quickly informed, minimising disruption and maintaining business continuity.
MITIE’s Total Security Management (TSM) business will also be offering the Leaksafe solution to customers of its void property protection services where it will be a valuable addition in ensuring vacant properties are effectively managed.
Undetected leaks of water pipes and systems can cause significant damage to both the fabric and contents of property. Over 50% of business interruption claims are now attributable to water leaks/bursts.
Joint development of a cost-effective end user solution
Darren Gamage, managing director of technology solutions within MITIE’s TSM business, commented: “We’re delighted to be partnering with Leaksafe Solutions Ltd and provide a remotely monitored leak detection system that will assist individuals and organisations in better protecting their properties.”
He continued: “The cost of damage caused by leaks can be significant, and the longer it takes for such problems to be identified, the greater both the costs and ongoing impact can become. For this reason, a number of larger insurance companies are looking to mandate leak detection systems, but at present few have the added benefit of 24/7 monitoring.”
Gamage added: “We’re constantly looking to work with partners whose innovative technologies can be supported through MiTec, our technology centre. Having seen the range of devices from Leaksafe, we recognised a significant opportunity to jointly develop a cost-effective service that would benefit both the businesses and consumer sectors.”
Mike Wakley, managing director of LeakSafe Solutions Ltd, said: “LeakSafe researched a number of companies providing monitoring services and concluded that MITIE will provide the best and most reliable level of service for our insurance and other clients. MiTec is already providing remote support for a number of high profile properties where water leaks have occurred, and where their monitoring services have made a positive difference to both response times and the property owners’ ability to quickly resolve the problem on site.”
As the new Premier League and Football League seasons begin, the British Transport Police (BTP) and train operating companies have pledged to step up their efforts focused on ensuring fans and other passengers have trouble-free journeys on match days.
Police are urging rail staff to report all incidents of anti-social behaviour in order to ensure a better focused and co-ordinated police response with officers in the right place at the right time to deal with such incidents.
The British Transport Police (BTP) believes a significant amount of football-related anti-social behaviour passes by unreported, maybe because rail staff think it is ‘just part of the job’.
“The majority of travelling fans cause us no problems, and we want to encourage them to use the railway as a safe and convenient means of travel,” said the BTP’s assistant chief constable Steve Thomas, who’s also a former lead on football policing for the Association of Chief Police Officers.
“However, there’s still that disruptive minority who cause problems for fellow fans and other rail passengers. We need rail staff to report all instances of anti-social behaviour so that we have the full picture and can respond immediately where necessary. We also use that information to decide how we deploy resources for future games.”
Thomas continued: “We can’t have police on every train, but with good intelligence from front line rail staff and the public, we can become better at having the right numbers in the right place at the right time to prevent any trouble. Abusive and drunken behaviour, travelling without tickets or violent behaviour are not acceptable at any time, and travelling to or from a match is no excuse. Rail staff and passengers shouldn’t have to put up with this. I think the public are less and less tolerant of this sort of behaviour, with recent posts on YouTube having rightly horrified people.”
The BTP officer went on to state: “This season, we’re making renewed efforts working with the rail industry to identify the small number of violent, drunken, disorderly or racist individuals who give clubs and football in general a bad name. If they are very drunk, they will find themselves refused travel. If they’re disorderly, they will be removed from trains. If they are violent or racist they will be arrested and we will seek banning orders against them. We will use CCTV, uniform and plain clothes officers to identify those responsible and then take action against them. Passengers can also ‘discreetly’ report crime and disorderly behaviour using BTP’s 61016 text number.”
Travelling without risk to safety and security
Andy Odell, the police and security liaison advisor for the Association of Train Operating Companies, said: “Train companies welcome law abiding football fans onto the network and will do all they can to ensure supporters enjoy a safe journey this football season. All rail passengers deserve to travel in comfort and without risk to their security, and we are working with the police, the football authorities and individual clubs to ensure that happens. Rail staff too should not be subjected to intimidation, threats or abuse by so-called football fans, which is why the industry is cracking down on such behaviour.”
As well as calling on rail staff to feed back more information, the BTP has stepped up co-ordination with train operators, instituting regular joint football and events planning co-ordination meetings and identifying single points of contact for football-related issues within each company.
The BTP has also contributed to the Association of Chief Police Officers’ review of football disorder, which is being carried out by DCC Andy Holt, ACPO’s lead on football policing.
Rail staff are able report incidents via their company Control Rooms and also have a dedicated direct line into the BTP.
For their part, members of the public can report non-emergency incidents on Freefone number 0800 405040 and may also text the BTP on 61016.
Football-related offences recorded by the BTP
Football-related offences recorded by the BTP rose 38% in 2012-2013 compared to the previous year (up from 590 to 812). Similarly, arrests increased this season by 23% (up from 632 to 780), largely due to dedicated police activity to combat disorder and anti-social behaviour.
Most offences are recorded post-match, the peak hour being between 7.00 pm and 8.00 pm with the peak age for those arrested being 20.
Alcohol is, not surprisingly, an aggravating factor in disorder with over a quarter of incidents flagged as alcohol related (26%).
The BTP continues to pursue Football Banning Orders where possible, and believes they are an effective tool in deterring violence and disorder. 22 banning orders were obtained during the 2012-2013 season – a lower number than in previous years, in part attributable to recent case law challenging whether or not incidents were football related.
The latter point is of particular relevance to the BTP since most incidents occur post-match, outside of the immediate stadium footprint.
Attracting more women to careers in the security sector is the focus of a new joint research project being launched this week by the British Security Industry Association (BSIA) and Skills for Security.
The project is aimed at evaluating the perceptions of security as a career choice among two key groups – namely female students yet to embark upon their career and women already working in the security sector – with a view towards challenging misconceptions of security as a male-oriented career choice.
Inspired by the 100 in 100 apprenticeship campaign – which aims to place 100 apprentices within the security sector in as many days – the project has also been influenced by a recent OFSTED report which suggests that the industry should aim to attract an increased number of female apprentices.
Jayne Sale, head of commercial services at Skills for Security, commented: “Our industry already has many successful female figureheads, from entrepreneurs and company directors to award-winning installers and security officers. All of them have proven that security is a viable career option for women. Despite this, the security sector is still significantly male-dominated. Through this survey, we’re hoping to change perceptions and encourage more young people to consider exploring a security apprenticeship.”
Sale went on to state: “We welcome responses from all women working in the security sector who can use their own experiences to help inspire a new generation of business leaders.”
The survey is open to all women working at all levels in all areas of the security industry, and can be completed online in around five minutes. Follow this link:
Female students wishing to have their say about their perceptions of security as a career can complete a separate survey by accessing the following link:
The surveys will be open until Monday 16 September.
To find out more about the 100 in 100 apprenticeship scheme visit: http://www.skillsforsecurity.org.uk/index.php/happening/2/266
Ole Andersen (chairman of the Board of Directors of ISS A/S and ISS World Services A/S) has decided to step down as chairman and leave the Board of Directors after more than eight years’ service.
Current Board member Sir Charles Allen has subsequently been elected as the new chairman of the Board of Directors of ISS A/S and ISS World Services A/S. In addition, Henrik Poulsen has been elected new member of the Board of Directors of ISS A/S and ISS World Services A/S.
“Ole Andersen has been an excellent chairman and served ISS very well,” explained Morten Hummelmose, head of EQT Partners’ Danish operations. “During his tenure, ISS has transformed into a truly global Integrated Facility Services provider and almost doubled in size in terms of revenue, operating profit and its number of employees.”
Hummelmose added: “From an owner perspective we are sad to see Ole leave, but we feel equally fortunate that Sir Charles Allen is ready to take over. This change is very timely. The company is performing well and is on the right path for further success, including a likely IPO process within a few years.”
Ole Andersen commented: “ISS is doing well. The strategy is clear and the company is executing that strategy accordingly. I think this was the right time for ISS to elect a new chairman, and I’m delighted that Sir Charles has accepted this role. I’ve sincerely enjoyed over eight years serving on the Board of ISS. It has been a fantastic journey. While I will certainly miss my frequent contact with ISS, I have come to the conclusion that this is the right time to step down.”
Working with the leadership of ISS
Of his new role, Sir Charles Allen said: “It’s an honour to succeed Ole Andersen as chairman of the Board, and I’m very much looking forward to working even closer with the leadership of ISS and the rest of the Board. I’m delighted that my first job is to welcome Henrik Poulsen to the Board. Henrik has a versatile and international profile and has much experience from running large operations like TDC and Dong Energy. He’s an extremely valuable addition to the ISS Board.”
Sir Charles is also the chairman of Global Radio Group, the largest commercial radio group in Britain, and chairman of the 2 Sisters Food Group. He was recently elected chairman of the British Red Cross.
Sir Charles previously served as CEO of the Granada Group and as executive chairman at Granada Media plc. He has also served as chairman of EMI Music and been the CEO of the Compass Group.
In 2002, Sir Charles successfully chaired the Commonwealth Games, and he was also the vice-chairman of the London 2012 Olympic Committee.
Henrik Poulsen is currently CEO of DONG Energy, having been the CEO and president of TDC A/S from 2008 to 2012. Before joining TDC, Poulsen was operating partner with the private equity firm Kohlberg Kravis Roberts & Co in London.
Poulsen began his career with Novo Nordisk. He also served as senior manager with McKinsey & Co and spent seven years with Lego in various roles including executive vice-president (markets and products).
Revenue in the first half of 2013 was DKK 39.6 billion, driven by an organic growth of 3.5%, while oranic growth in Q2 was 4.3%.
Other topline results posted are as follows: Operating margin for H1 was 4.8% compared with 4.9% in the same period in 2012. Operating margin in Q2 was 5.1%. Net profit in the first six months of 2013 was DKK 131 million compared with a loss of DKK 297 million in the same period in 2012. The LTM (Last Twelve Months) cash conversion for June 2013 stands at 98%.
Speaking about this latest set of financials, Jeff Gravenhorst (CEO at the ISS Group), said: “In Q2 we delivered solid results and increased organic growth, although we continue to experience overall challenging macroeconomic conditions. In the second quarter our business grew organically by 4.3%. We are growing in both developed and emerging markets, partly driven by the successful implementation of large contracts like Barclays, Novartis, Citibank and H.J. Heinz.”
Gravenhorst added: “We continue executing our strategy with the divestments of several non-core businesses, including our pest control activities in 12 countries and our Nordic damage control activities. The divestments have led to further financial deleverage. I’m very pleased that we now have our new Executive Group Management Board in place with two new chief operating officers and a new CFO. This represents a significant strengthening of our management resources, in turn enabling a sharper focus on our global operations.”
Group performance: the detailed breakdown
Group revenue amounted to DKK 39.6 billion in the first six months of 2013, an increase of 1.4% compared with the same period in 2012. This was driven by organic growth of 3.5%, but partly offset by the successful divestment of non-core activities amounting to 1.1% and a negative effect from exchange
rate movements of 1.1%.
The organic growth was driven by both developed and emerging markets. Western Europe, Asia, Latin America, North America and Eastern Europe delivered positive organic growth rates, with Asia continuing to report double-digit organic growth.
Operating profit before other items amounted to DKK 1,883 million (H1 2012: DKK 1,904 million) in the first six months of 2013 and was negatively impacted by both currency effects and divestments. The negative effect from exchange rate movements reduced the operating profit by DKK 16 million compared with the same period in 2012.
The operating margin (operating profit before other items as a percentage of revenue) was 4.8% in the first six months of 2013 compared with 4.9% in the same period in 2012. The operating margin was in line with expectations and positively impacted by margin increases (especially in the Nordic region
and certain countries in Asia).
This was offset by the strategic divestments of non-core activities (including the washroom activities in the Netherlands, Belgium and Luxembourg and the pest control activities in 12 developed countries), as well as the start-up of multinational IFS contracts and the negative impact from operational challenges in certain countries in Europe and the Americas.
Focus on the net profit and emerging markets
The net profit amounted to DKK 131 million in the first six months of 2013 compared with a loss of DKK 297 million in the first six months of 2012, positively impacted by growth in revenue, other income and expenses, net, lower financial expenses, net and lower non-cash expenses related to goodwill impairment and amortisation of customer contracts.
The LTM (last twelve months) cash conversion for June 2013 was 98% as a result of a strong cash flow performance in all regions. Ensuring a strong cash performance continues to be a key priority, and the result reflects the efforts regarding payments for work performed and exiting customer contracts with unsatisfactory payment conditions. This led to a decrease in debtor days of 0.5 day compared with 30 June 2012.
The emerging markets comprising Asia, Eastern Europe, Latin America, Israel, South Africa and Turkey (where ISS has more than half of its employees) delivered organic growth of 10% and represent 22% of total revenue for the Group. In addition to fuelling the Group’s organic growth, the emerging markets delivered an operating margin of 5.9% in the first six months of 2013.
ISS will continue the evaluation of its activities in the light of accelerating ‘The ISS Way’ strategy to ensure clear focus on the core businesses. At the end of June 2013, the company had six businesses classified as ‘Held for Sale’ as a result of this ongoing review of its business platform.
Proceeds from the divestments have been and will be used to repay debt, thereby contributing to the continued deleveraging of ISS.
Key appointments to the Board
During the quarter, ISS announced two key appointments strengthening the Executive Group Management Board. Henrik Andersen was appointed to the new position of Group Chief Operating Officer (COO) Europe.
Heine Dalsgaard was appointed Group Chief Financial Officer (CFO) and replaced Henrik Andersen in August 2013.
Furthermore, on 8 July 2013 ISS announced the appointing of John Peri as Group Chief Operating Officer (COO) Americas and Asia Pacific. The appointments allow ISS to further align the organisation and focus deeper on the markets in which ISS operates.
In terms of the immediate outlook, that for 2013 is based on a mixed global macroeconomic outlook with continued strong growth in emerging markets combined with weak growth and difficult macroeconomic conditions in large parts of Europe, including the uncertainty surrounding current and future austerity measures.
In 2013, ISS had a solid start following the wins of several large IFS contracts in 2012. Combined with the underlying business development, the company expects to realise around 3% organic growth in 2013.
The divestment of the margin accretive pest control activities in 12 developed markets in May 2013 has been followed by restructuring activities to align the cost structures in the impacted countries. ISS expects a negative impact on the operating margin from these divestments of around 0.2 percentage points for the Group in 2013.
As a result, the operating margin for 2013 is expected to be slightly lower than the level realised in 2012. Cash conversion is expected to be maintained above 90%.
While the British Government last week launched a new video Surveillance Code of Practice, IHS believes this development will have limited impact on growth for the UK CCTV equipment market.
The UK is an important outlet for the vendors of video surveillance equipment. According to the IHS report: ‘The World Market for CCTV and Video Surveillance Equipment’, it’s the world’s fourth largest regional market behind China, the United States and Japan.
The new Surveillance Code of Practice offers guidelines for Best Practice in public area surveillance systems in England and Wales. However, compliance will be voluntary and no enforcement or penalties will be imposed for breaking its directions.
“Surveillance systems in public areas are estimated to account for only a small percentage of the UK’s cameras, with the majority installed on private property,” said Josh Woodhouse, surveillance market analyst at IHS.
“Furthermore, the Code of Practice should entail little worry even for those equipment suppliers and installers working in public places. This is because they are already used to complying with far more stringent surveillance legislation in other countries.”
For example, some countries have stricter data protection rules, allowing a relatively short maximum length of time that video footage can be stored. Other countries also prescribe written warnings that must be displayed about the nature of video surveillance in that area.
Boom of installations in the late 1990s
A boom of installations in the late 1990s and at the beginning of the new millennium saw the number of surveillance cameras in the UK grow rapidly. Using its historical unit shipment data collected from suppliers of video surveillance equipment, modeling replacement rates and new installations, IHS estimates the UK had four million surveillance cameras installed in 2012. This equates to one camera for every 16 people.
Despite enduring a tough time in the current economic climate, IHS forecasts that the UK market for video surveillance equipment will grow between 2013 and 2017. Some of this growth will be for new installations, but much of it will come from new systems replacing existing ones that are aging.
“The new systems will offer improved image quality through such features as high definition compliance, wide dynamic range and day/night functionality,” noted Woodhouse.
“Despite the large number of systems already installed in the UK., vendors should not ignore the opportunity this regional market continues to present.”