2008 annual report - facilicom · facilicom acquires hbd total security 16 trigion recruits 900...

InvisibleGood service providers tend to hide their

light under a bushel. That could be because

they do much of their work behind the

scenes. This lends itself to comparison with

a good restaurant: the waiters take the

limelight and bask in all the compliments,

while it is the cooks who have spent all day

slaving over a hot stove to give the guests a

perfect meal.

And that’s how it works in facility services,

too. Facilicom employs some 30,000 people

who work hard every day to get the job

done as effectively as possible. The

spotlight shines on them occasionally, but

most of their efforts go unseen. They keep

offices and factories clean after everyone

has gone home, are vigilant in the

operations room cunningly concealed

behind mirrored walls, prepare tasty

sandwiches and fresh salads in the kitchen

of that trendy company restaurant, maintain

the refrigeration and beer tapping systems

in that splendid grand café, transport

hundreds of passengers with limited

mobility at that large airport, maintain the

technical systems in the catacombs of that

marvellous building where hundreds of

people shop, work or live, or they manage

all of the facility services behind the scenes.

By dispersing photos and interviews

throughout this annual report we have set

out to highlight all those service providers

who otherwise remain invisible. This covers

just a few of them: Facilicom is simply too

big to do credit to all of its personnel in this

annual report, as much as we would like to.

For these are the people who – just as

modest as they are committed – live up to

Facilicom’s promises to its clients, each and

every day, both at centre stage and behind

the scenes.


Contents

Key figures 6

Report of the Management Board 8

Highlights 2008 13

Continuing trend towards integral outsourcing 14

Facilicom builds and operates Dutch tax office location 15

Gom strengthens its market position by acquiring VBG 16

Facilicom acquires HBD Total Security 16

Trigion recruits 900 people for Schiphol 18

Breijer rebuilds and renovates Council of State 19

Facilicom initiates its own ‘Benefit Programme’ 19

Continued development through Internal Knowledge Centre 20

CSR ambitions laid down 20

Ethical approach laid down in business code 21

Longterm employment promotes continuity 22

Pay system modified and made transparent 22

Acquisition of 23 restaurants in six weeks 23

Facilicom Portal: new communication platform 24

General and social annual report of the divisions 25

Cleaning activities 26

Security activities 30

Catering activities 34

Staffing services 38

Construction and installation activities 42

Consultancy and main contracting activities 46

Horeca services 50

General and social annual report on international activities 53

Belgium 54

France 56

United Kingdom 58

Financial report 61

Consolidated balance sheet 62

Consolidated profit and loss account 64

Consolidated cash flow statement 65

Notes to the financial statements 66

Notes to the consolidated balance sheet 68

Notes to the consolidated profit and loss account 72

Company balance sheet 74

Company profit and loss account 76

Notes to the company balance sheet 77

Other information 78

Auditor’s report 82

Facilicom Services Group N.V. is officially a foreign company incorporated under the laws of the Netherlands

Antilles, with its registered offices in Curaçao and its principal place of business in Schiedam, the Netherlands.


A gloss on the day

Working in a clean office is good for productivity and

adds gloss to the day. Gom does just that. Each and

every day

Always a clean entrance

Gom Specialised Cleaning advises on the best entrance mat

to use and keeps it immaculately clean

Facility management

Facilicom Facility Solutions steers all facility services

and the building and technical maintenance


Optimum security

Some 6,000 security operatives

monitor your safety in the Netherlands

Every last spot

A cleaner who cleans up every last spot during the

daytime also gives clients an immediate good impression

Maintenance

Business premises should look immaculate, be safe

and function optimally. Breijer takes care of the

maintenance down to the last detail

The reception desk as a calling card

Trigion Services’ receptionists form a calling card and

extension of your professional organisation


Amounts x EUR 1,000 2004 as a % 2005 as a %

of turnover of turnover

Operating income 569,342 100% 618,137 100%

Operating expenses 539,350 94.7% 584,260 94.5%

Operating result 29,992 5.3% 33,877 5.5%

Financial result 1,239 0.2% 981 0.2%

Profit before tax 31,231 5.5% 34,858 5.6%

Taxation 10,870 1.9% 10,719 1.7%

Net profit 19,937 3.5% 23,837 3.9%

Average number of employees 19,789 21,485

Balance sheet total 213,405 234,746

Group equity 99,006 87,847

Shareholders’ equity and subordinated loans 103,950 91,682

Operating capital 58,518 26,880

Current ratio 1.6 1.2

Solvency as a % 46 37

Key figures

Cleaning division x EUR 1,000

2004 2005 2006 2007 2008

Belgium x EUR 1,000

100,000

80,000

60,000

40,000

20,000

0

2004 2005 2006 2007 2008

Turnover per division

300,000

250,000

200,000

150,000

100,000

50,000

0

Security division x EUR 1,000

Facility Solutions x EUR 1,000

50,000

40,000

30,000

20,000

10,000

0

2004 2005 2006 2007 2008

2004 2005 2006 2007 2008

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

Catering division x EUR 1,000

2004 2005 2006 2007 2008

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Horeca Services x EUR 1,000

2004 2005 2006 2007 2008

10,000

8,000

6,000

4,000

2,000

0


2006 as a % 2007 as a % 2008 as a %

of turnover of turnover of turnover

831,803 100% 890,458 100% 1,000,986 100%

786,880 94.7% 841,574 94.5% 954,572 95.4%

44,923 5.3% 48,884 5.5% 46,414 4.6%

404 0.05% 1,378 0.2% 2,553 0.3%

45,327 5.4% 50,262 5.6% 48,967 4.9%

12,721 1.5% 12,665 1.4% 13,102 1.3%

29,632 3.5% 36,168 4.1% 34,638 3.5%

27,210 28,208 30,135

291,923 327,283 353,146

98,970 131,156 153,134

104,136 134,017 157,200

57,999 75,283 72,105

1.3 1.4 1.4

34 40 43

Operating income Facilicom x EUR 1,000

1,200,000

1,000,000

800,000

600,000

400,000

200,000

0

2004 2005 2006 2007 2008

Operating result Facilicom x EUR 1,000

60,000

50,000

40,000

30,000

20,000

10,000

5,000

0

2004 2005 2006 2007 2008

Construction and installation division x EUR 1,000

200,000

150,000

100,000

50,000

0

2004 2005 2006 2007 2008

France x EUR 1,000 United Kingdom x EUR 1,000

Staffing Services division x EUR 1,000

2004 2005 2006 2007 2008

20,000

15,000

10,000

5,000

0

120,000

100,000

80,000

60,000

40,000

20,000

0

2004 2005 2006 2007 2008

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

2004 2005 2006 2007 2008


Facilicom Services Group | 2008 Annual Report8

Report of the Management Board 2008

Like all other companies, Facilicom became increasingly aware of the economic crisis during the course of 2008.

The implications of the crisis for our company were extremely limited during the year under review. Facility services

respond to economic decline at a slower rate.


2008 Annual Report | Facilicom Services Group 9

According to plan, in 2008 Facilicom crossed the magic turnover

boundary of EUR 1 billion. This is a hugely important milestone that

places Facilicom on the map as the Netherlands’ undisputed biggest

facility service provider. That is an achievement of which we are

justifiably proud.

Turnover rose by 12.4% to EUR 1 billion. However, there was a slight

fall in profits. Net profits fell by 4.25% to EUR 34.6 million,

representing 3.5% of turnover.

Our long-term objective is a net profit of 4% of turnover, an objective

we failed to meet in 2008.

This can be attributed to various causes, which are set out in this

report. We do not expect to meet our self-imposed 4% target in

2009, either. That is largely explained by the economies being put in

place by many of our clients.

Two companies were acquired in 2008, both of them in the

Netherlands, which contributed 20 million (18%) to our growth in

turnover. Most of the growth, then, was organic. The acquisitions

during the financial year had a net adverse effect on the operating

result. In 2009, however, they will make a positive contribution to the

group results.

Economic crisis and market developments

In the final quarter of 2008 we noticed signs of stagnation or decline

in all markets (both at home and abroad). Our clients are facing

declining sales or a less favourable outlook. The economic crisis did

not have any specific financial effects on our company in 2008. The

outlook has become less favourable, but that will only become

apparent in the figures during the course of 2009.

A notable aspect of this is that the salaries at most Facilicom

companies have risen by 3% or more under the Collective

Bargaining Agreements. Many CBAs had already been concluded

before the full extent of the economic crisis became clear. This rise in

costs is unavoidable for Facilicom, and would normally be included

in the indexing of contract prices. We anticipate that the price

adjustments introduced in 2009 will not be entirely in line with the

actual rise in costs, which will result in a significant fall in our profit

margin. It will not be easy to fully set off this fall in profits in 2009.

As a temporary employment agency, Axxicom Staffing Services is

the most sensitive of our company divisions to economic conditions.

The market for temporary employees is expected to remain difficult

for some time to come.

As a small organisation, this is proving especially problematic for

Axxicom. For that reason the activities are being reorganised, and

Axxicom Staffing Services will be concentrating mainly on internal

flexible manpower and on its service for a number of large clients.

This will result in the individual Axxicom locations being shut down.

In the facility service markets clients are increasingly asking for

proposals on cutting costs. In some cases, up to 40%! Savings of

that magnitude can only be achieved by adapting our work

schedules and will in the longer term result in the market shrinking.

We are responding to this as constructively as we can, and in most

cases are managing to find solutions. There are however limits to

how far Facilicom can take economies: each contract must make an

adequate contribution to the company’s results. Ultimately, nobody

benefits from artificially maintaining turnover levels by operating

irresponsibly low margins.

As well as these unfavourable effects, the economic crisis also

presents opportunities. The multiservice concept in which we

provide clients with an integrated package of facility services makes

it possible to achieve substantial savings without compromising the

quality of the service. An integral approach both on the work floor

and on the management side (at Facilicom as well as in the client’s

internal organisation) facilitates efficiency benefits that result in

structurally lower facility service costs for our clients. In 2008 we

once again pulled in a number of large contracts that will be

implemented in 2009. We anticipate that more and more companies

and organisations will switch to this method of outsourcing their

facility service organisation. With its broad range of services,

Facilicom has gained an extremely strong foothold in this market,

and its market share will be growing sharply in the years to come.

In the staffing area, the economic crisis is leading to an increase in

the availability of good employees. That implies that our

management efforts can be diverted from seeking candidates to

selecting the right employees. This trend did not really continue in

2008, but in 2009 we noticed a clear increase in the number of

good candidates coming forward to fill vacancies. Taken together

with the good employment conditions Facilicom offers its employees,

that puts us in an even better position to live up to our slogan

‘The right people at the right place’.



Facilicom is planning to increase its activities in the healthcare

market. Further growth is expected in this market, while growth in

the traditional office market for facility services will come to a halt in

the long term. In 2008 Gom ZorgSupport (CareSupport) attracted

various new clients. Axxicom Thuishulp conducted negotiations with

several healthcare institutions on joint ventures or the acquisition of

company divisions. Unfortunately we proved unable to meet our

targets in this area. Regarding the activities financed under the

Dutch Social Support Act (WMO), the market remains highly

unstable and we have overestimated the risks. In 2009 we will be

renewing our efforts in this market in order to gain a stronger

foothold.

Facility services in the Netherlands

The nationally operating cleaning company Gom increased its

turnover by a good 12% (organic growth). That is a fine achievement

in the highly competitive cleaning market, especially as the increase

in profit kept pace with the rise in turnover. Profits did however fall

slightly in the final months of 2008, and that trend is continuing in

2009.

The regional cleaning companies saw a slight fall in turnover during

the first half-year, but managed to return to organic growth in the

final quarter. Profits are now at a satisfactory level in virtually all

areas.

In the year under review the activities of VBG cleaning were taken

over and integrated within Gom and the regional company Basita.

The financial results of the acquired activities are far beneath those

of our existing activities. It is taking a lot of effort to turn the loss-

making contracts to profit. The efforts of our management team and

the consistent application of the Facilicom approach have led to a

structural improvement in the first quarter of 2009.

Trigion Beveiliging grew by more than 25%, not least owing to the

commencement of a major security contract at Schiphol. Despite the

substantial start-up losses, there was a sharp improvement in

Trigion’s profits. Causes included the elimination of the loss in mobile

surveillance and sharp focus on the operational organisation. Trigion

Services also made good progress, with increased turnover and

profits. In 2008 the AlarmServiceCentre reaped the rewards of the

investments made in previous years and ended the year with a good

profit.

The Port Security Service (HBD Total Security) in Rotterdam was

acquired in 2008. HBD will continue under its own name to focus on

its specialist field: port security. In 2008 the company made a

positive contribution to the results, but turnover will face a severe

downturn in 2009 owing to the port’s vulnerability to economic

conditions.

In keeping with the forecast, Prorest Catering grew by a good 28%

owing to a number of large new contracts. The company proved

more than capable of absorbing that growth and also saw a rise in

its profits, albeit at a percentage lower than the turnover. In March

2009 Mondial Catering Services was acquired and integrated in

Prorest, which presents good prospects for growth in 2009.

As mentioned above, Axxicom Staffing Services had a difficult year,

and the prospects in the temporary employment market remain

poor. For that reason, a major reorganisation was carried through in

2009. On the other hand, Axxicom Airport Caddy achieved 18%

growth and a reasonable profit level.

The increased focus on technical maintenance (in addition to

cleaning) in Tapwacht’s catering services has proved successful.

Despite stagnation in the cleaning market, Tapwacht saw its turnover

grow by 20% and an upturn in its profits.

Facilicom Facility Solutions again expanded by more than 50%,

demonstrating that the market is ready for our range of multiservices

and integrated service contracts. The prospects for growth remain

good in 2009. This sharp growth is being brought about by

continuing to invest in the organisation, including the extension of

the back office.

The combined facility services in the Netherlands have achieved

22% growth in turnover and 14% growth in profits. Facilicom in the

Netherlands has thus had an outstanding year, which is extremely

gratifying.

Construction and Installation

The results of Breijer Bouw en Installatie varied throughout the year

under review. The finishing and contract maintenance companies,

security technology and electrical engineering divisions did extremely

well. These divisions focus primarily on maintenance and specialist

work, which feature large profit margins. The construction company

in Huizen did well, too.



The construction companies in Rotterdam and The Hague and the

mechanical engineering plants ended the year with a loss. The

measures put in place at an early stage in 2008 in order to gain

tighter control of the loss making projects have not yet yielded

sufficient results. Setbacks in projects were identified too late, which

made it impossible to make adjustments. Good progress was made

in 2008 with the procedures for monitoring and administering

projects, which we expect to prevent future setbacks of this nature.

The construction and installation market is sensitive to economic

conditions. Thanks to its many contracted clients for the

maintenance of existing buildings and complexes, Breijer was less

badly affected by the fall in demand than newbuild contractors. But

Breijer is suffering from the crisis despite that, not least because

newbuild contractors are now moving into the maintenance market

with increased price competition as a result. The policy is based

mainly on building on Breijer’s strong points such as (contractual)

maintenance and medium-sized projects. Under these market

conditions, there will be less focus on large projects.

International

Turnover in Belgium rose in excess of 10%, divided evenly over all

operations. The profits of the facility services (Gom Cleaning and

Prorest Catering) fell slightly in response to the strong downward

pressure on prices in the market. This trend had not yet been

reversed in the first quarter of 2009. These companies will therefore

be prioritising cost control in 2009.

Increased profits at Axxicom Airport Caddy, Axxicom Uitzendbureau

and Facilicom Facility Solutions resulted in Belgium’s profits

remaining at the required level for the whole of 2008. The security

company S.A.T. was acquired in 2009 and will form the basis for the

continued expansion of our security operations in Belgium. That

brings the multiservice concept another step closer.

Turnover in the cleaning company in France increased marginally, but

the company achieved a rise in profits that can be attributed in part

to incidental corrections that were made to social security

contributions. Although turnover has not yet reached the required

level, the efforts being made in the way the work is organised appear

to be achieving the desired effect. Prened Securité was not yet

turning a profit in 2008, but achieved a good return in the first part of

2009, and this improvement is likely to be structural. Axxicom Airport

Caddy also started implementing a contract at France’s Charles de

Gaulle airport. Not least owing to the decline in passenger numbers,

this activity continues to suffer substantial losses.

Our businesses in England did not succeed in making a profit in

2008. The cleaning company’s turnover fell owing to the continued

loss of customers of CPS, which was acquired in 2006. The security

company expanded, but not sufficiently to compensate for the fall in

turnover. The weakening of the pound sterling means that the

turnover in England has a lower euro value in the consolidation.

Without a strong boost from a successful additional acquisition, the

outlook for England in 2009 is looking bleak.

Financial results

As mentioned above, Facilicom succeeded in breaking through the

magic turnover boundary of EUR 1 billion in 2008. That can be

attributed mainly to the growth in the Dutch facility service

companies, which enjoy a very strong market position. Also, the

facility service companies are operationally well-organised, which

puts them in a good position to maintain profitability even in difficult

times. Overall profits fell by a good 4% to 34.6 million, which can be

attributed mainly to the reduced profits in the temporary employment

operations, the construction and installation sector and the situation

in England. Investments have been made in the residential care

market in the Netherlands and Axxicom Airport Caddy in France, but

there have not yet been any returns on those investments. Other

than that, net profits in 2007 were increased by 3.7 million as a

result of incidental windfalls that were not repeated in 2008.

In addition to the normal replacement investments, investments were

made in acquisitions in the Netherlands. In keeping with our policy,

the Goodwill purchased was charged directly to our equity capital.

We also invested in a new IT system in order to meet the information

requirement in the decades to come.

Facilicom’s financial policy has always been notably prudent.

The company is financed entirely with equity capital; there are no

significant long-term liabilities in respect of external financiers. That is

a big advantage in these uncertain times. Conversely, the operations

in England are financed entirely from their own resources, which left

the group exposed to a substantial exchange risk in 2008. The

solvency level is 43%. That led to Facilicom being labelled as

conservative, the economic crisis has shown that this is the most

certain approach to operational management. That is also a form of

‘Corporate Social Responsibility’: our stakeholders can count on

continuity.



Outlook for 2009

We are currently facing an unprecedented economic crisis. The crisis

only barely affected our companies in 2008, and there has not been

any further decline in our financial results in the first quarter of 2009

either. None the less, we are noticing signs of an approaching

downturn on all fronts:

- Clients are proving less willing to pay the annual cost indexation.

- In current tenders clients are asking for scaled-down services and

more competitive bids are being submitted.

- We are carrying through economies for existing clients who are

being forced to cut their costs owing to declining sales volumes.

- The order portfolio of the construction and installation companies

has shrunk compared to last year.

- We are noticing a further increase in the payment term of the

receivables.

For these reasons, we are expecting all company divisions to face

mounting downward pressure on turnover and profits in the

remaining three quarters of this year.

We put cost reduction measures in place as early as at the

beginning of 2009 in order to pre-empt these effects. We have

closely examined the organisation of all company divisions with a

view to achieving savings between 0.75 and 1% of turnover on

indirect costs. These measures are being implemented during the

course of the first half-year. A more transparent and direct way of

charging on the costs of the Shared Service Centre to the operating

companies, for instance, will result in the central services being used

more consciously and efficiently.

Certain divisions of Breijer and at Axxicom Uitzendbureau are facing

downsizing operations that will result in job losses. In some cases,

redundancies will be unavoidable.

As touched on above, however, Facilicom also stands to gain from

the crisis with its multiservice options. That concept will make it

possible to help our clients achieve savings. The resulting growth

could set off the loss of turnover caused by the economic situation.

It will not be easy this year to repeat our success in exceeding the

1 billion turnover mark. Unlike in previous years, we are not

expecting a substantial rise in turnover this year (notwithstanding the

possibility of acquisitions). That implies that some company divisions

will have to expand in order to make up for the contraction in other

companies. We believe that the measures we have taken will make it

possible for us to maintain our profits at the 2008 level. Although this

target does not sound particularly ambitious, in the current market

conditions our management will have to pull out all the stops to

achieve it.

If attractive acquisition candidates present themselves, Facilicom will

be more than willing to add them to the group. It is precisely in these

economic conditions that we are in a good position to offer

companies certainty and continuity. It is possible that this could

stimulate growth in turnover and profits. But only if warranted by the

price-value ratio of the takeover candidates. Facilicom will not be

altering its prudent approach to investments.

We find ourselves in stormy waters. Fortunately, the Facilicom ship is

solidly constructed and well maintained, is on the right course and

has an experienced crew with the right attitude it needs. With that

conviction in mind we will continue in 2009 to build on our company,

thus becoming an even more valuable partner for our clients and

employees.

Schiedam, 30 April 2009

Drs J.A. Gennissen

Chairman of the Board




Highlights 2008


The reasons for this are clear: a multiservice

contract is efficient, creates flexibility and

yields synergy benefits. Facilicom once

again saw steady growth in the share of

multiservices in 2008. Big names among the

new clients include Philip Morris, Vopak and

ESA ESTEC.

Facilicom has always been convinced of the

many benefits to be gained by integrally

outsourcing facility services. Indeed: that is

the foundation on which the company was

originally built, which is still reflected in the

name, which stands for ‘the facility

combination’. Now that companies and

organisations are taking outsourcing further

by outsourcing even the supervision aspects

and reducing their own role to demand

management, even the sceptics can see

that these concepts work.

The market has picked up this signal. The

number of integrated suppliers is growing

fast, albeit most in the form of joint ventures

between a few companies. The increasing

number of providers barely poses a threat

to Facilicom. On the contrary, it is precisely

the rising number of suppliers that is

causing the market to develop and enabling

most large market parties to expand,

including Facilicom. Since companies and

organisations are again becoming

convinced of the need for flexibility, the

credit crisis could even serve to strengthen

this trend. Outsourcing more and more

support services enables them to

concentrate on their core business.

The clients Facilicom managed to attract in

2008 with its multiservice contract were

anything but small fry. Virtually all of the

tenders involved were carefully considered

not only for the quality of the service and

the short- and long-term costs, but also on

the basis of whether the provider was

sufficiently solvent, able to offer continuity

and act as a good employer, as

demonstrated by success in comparable

contracts. Philip Morris Nederland, Vopak

and ESA ESTEC were persuaded of that

and decided to outsource their facility

services to Facilicom, in most cases

including the control of the service. The

Government Buildings Agency took this a

step further by also outsourcing the

construction and operation of a tax office to

Facilicom under a PPP contract.

It has become easy for companies,

organisations and local authorities to switch

to integrated outsourcing since they no

longer need to fear becoming dependent on

a multiservice provider, which used to be

put forward as an argument. The market

has since developed so well that tendering,

benchmarking and switching are perfectly

possible. It therefore seems that the

demand for multiservice contracts and

integrated services will not only take root,

but will continue to grow. Not because

companies and organisations will no longer

be able to do without them, but because

they will no longer want to.

Steady growth in multiservices

Continuing trend towards integral outsourcing

Convergence in facility services appears to have become a fact: the division

between services such as cleaning, security, catering and areas such as

technical maintenance has virtually disappeared. Large companies and

organisations in particular are becoming more likely to outsource facility

services, preferably to a single party.

Decision-makers in facility services are

becoming increasingly likely to outsource

several services to a single party. More

than half of these multiservice contracts

involve main contracting. That is clear

from the facility services Image Blueprint

2008 produced by Blauw Research.

Facilicom is well known among the

decision-makers, and even occupies

number one position for companies with

100 to 199 employees.

No fewer than 45 per cent of all decision-

makers in the facility services service

have a slight or even strong preference

for a multiservice provider. As things

stand, 18 per cent have already placed

several facility services with a single

party, which is 1 per cent more than in

2006 and no less than 5 per cent more

than in 2004. Of this 18 per cent, one in

five is considering placing more services

with the same provider. Of the 82 per

cent of decision-makers who have not yet

outsourced several services with a single

part, one in five is considering doing so.

The most important motivation is the

anticipated cost saving. The convenience

of a single point of contact comes a close

second in the list of motivators.

It is notable that more than half (51 per

cent) of all multiservice contracts involve

main contracting, i.e. where the facility

management is outsourced as well. That

represents a sharp rise compared to

2006, when only 31 per cent of these

contracts were accounted for by this

more extensive form of outsourcing.

Small (68 per cent) and large (56 per cent)

organisations are most likely to go for

main contracting, with the medium-sized

companies lagging behind at 38 per cent.

Facilicom is rated highly for spontaneous

recognition as a multiservice provider.

Gom, Trigion and Prorest are also

included in this list. Including these three

divisions, Facilicom occupies number one

position for recognition for companies

with 100 to 199 employees, with a 25 per

cent recognition rating for Facilicom.

Blauw Research also foresees growth in multiservices




The building with an area of 7,500 m2 offering accommodation for

460 employees of the Dutch Tax and Customs Administration

Government Buildings Agency was commissioned by the

Government Buildings Agency. Construction started at the end of

2008 and is due for completion in mid-2010. Facilicom is providing

the land acquisition, financing and building and will later be carrying

out the technical maintenance and providing cleaning, security and

catering services. All of this is being done with group companies.

Only the architect has been contracted.

Up until now PPP projects have always been awarded to

consortiums, which is mainly because there is in fact no other party

in the Netherlands that can supply the overall package required.

Facilicom is also taking part in various PPP contracts for the supply

of facilities and maintenance services. This contract with the

Government Buildings Agency and the tax office demonstrates that

Facilicom is probably the only company in the Netherlands able to

implement such a comprehensive PPP contract as a single party.

This could not come at a better time: as well as public authorities,

care and education institutes and commercial organisations are also

expected to start outsourcing integrated accommodation-related

requirements.

The contract for the tax office will remain in effect until 2025.

Facilicom Facility Solutions will deliver the facility services, including

the facility management, for the entire term of the contract and will

bear ultimate responsibility for the running of the premises.

Gom will keep the building clean. Trigion is setting up an innovative

security concept for it. Prorest is developing the concept for the

company restaurant and will be running it too. And Breijer will be

doing all of the technical maintenance.

Following a long preliminary process Facilicom

succeeded in 2008 in securing the PPP contract for the

construction and operation of the Dutch tax office in

Doetinchem. This is the first time in the Netherlands

that a contract of this nature has been awarded to a

single private party. That was made possible purely

because Facilicom has all of the necessary disciplines

under one roof.

PPP contract awarded for the first time to a single party

Facilicom builds and operates Dutch tax officelocation



VBG Schoonmaak was incorporated in

1968. In 2007 the company generated

turnover of 25 million euros, placing it in

the top 10 cleaning companies. Not least

owing to the takeover, Gom succeeded in

increasing its turnover by 20 per cent in

2008. That represents a good step

towards the cleaning company’s target of

joining the top 3 cleaning companies (in

terms of turnover) by 2011 through

organic growth and acquisitions.

The new acquisition has since been fully

integrated in the Gom organisation.

The work is now being carried out under

the Gom name. All of the cleaners are

continuing to work at their permanent

locations, and the administrators and

managers have been placed at Gom’s

various locations. The cleaning company

has made an immediate start with

restoring a number of loss making

contracts to profit.

Top 10 company employing 1400 people

Gom strengthens its market position by acquiring VBG

HBD dates back to 1918, first under the

name Haven Controle Dienst, and later as

Haven Beveilingsdienst (HBD). The

company became independent in 2002 and

generated turnover of 13 million euros in

2007.

HBD employs some 300 people and is

undergoing healthy growth. The company

previously operated solely in the port area of

Rotterdam, but its work area now includes

the Port of Amsterdam and the Groot

Rijnmond region.

For the time being HBD is retaining its own

identity and clients an independent label in

Facilicom’s security division. No changes

have been made to the staffing

establishment.

HBD is however working in some sub-areas

with Trigion: most of the back office

functions have been integrated, the central

alarm centre activities have been placed in

the AlarmServiceCentre and HBD is now

using Facilicom’s systems. That has made it

possible to quickly achieve advantages of

synergy.

Independent label alongside Trigion

Facilicom acquires HBD Total Security

Facilicom Services Group took over HBD Total Security during the course

of 2008. HBD has been added as an independent label to Facilicom’s

security division. Facilicom has already gained a leading position in the

security market with Trigion. With its acquisition of the security company

for the Port of Rotterdam Facilicom has strengthened its position in the

fast-growing port security market.

On 15 June 2008 Gom Schoonhouden took over VBG Schoonmaak. With

this acquisition Gom Schoonhouden has substantially strengthened its

market position in Noord-Holland and the Central Netherlands.

VBG Schoonmaak employees 1400 people and works for ministries,

schools, local authorities and businesses.



Quality is our advertisement

Facilicom Media makes sure that all advertising pillars at Schiphol always show the

latest advertising posters and fills countless leaflet displays at the airport

Made to measure transport

Axxicom Airport Caddy transports some

200,000 passengers with limited mobility at

Schiphol every year

Airport security

Trigion provides security at many of the Netherlands’ airports

each and every day. Both visibly and behind the scenes



Trigion had already been operating at

Schiphol with a team of 125 people since

2005. The company was officially notified at

the end of November 2007 that it was being

awarded a new contract: the personnel,

goods and area security contract.

On 1 February 2008, just two months after

securing the contract, Trigion would have to

start work at Schiphol not with 125 but with

600 employees, all in completely different

positions. And towards the summer that

number had to be increased to about 1,000

employees. That was what had been

agreed, but owing to unforeseen

circumstances that had to wait until the

second week after the contract had come

into effect.

Fortunately Trigion was able to take over

250 people from fellow-security company

ICTS-NAS, all of whom were qualified and

had experience at the airport. But the

company had to recruit and train the rest

itself. With advertisements in national

newspapers, Spits, Metro and job sites,

banners on Hyves and Facebook,

ambassador activities among Facilicom

employees, advertising aircraft, promotion

teams and all sorts of public campaigns the

flow of applicants was set in motion in

December. Professional search agencies

were engaged, too. After that the people

were selected and tested by our own

recruiters.

The Protected Area Security Officer course

that most employees have to follow was

given by our own training academy.

We got there in the end, but this was quite

an operation. A reconstruction in the Veilig

(Security) journal noted that Trigion had in

fact rapidly set up a new company.

Everything was new: the order, the work,

the organisation, the people, uniforms, cars

and communication resources, the facilities

and even the instructions. Even that was

unique to Facilicom: never before had one

of the divisions had to achieve such an

expansion so quickly.

Expansion also unique to Facilicom

Trigion recruits 900 people for SchipholTrigion was awarded the security contract for Schiphol at the end of

November 2007. This new contract meant taking on a lot more people. But

there was only two months to go before the contract came into effect.

Can’t be done, thought just about everyone, but by using virtually every

conceivable recruitment channel, working long days and making use of a

well-oiled recruitment and training operation the mission was

accomplished with an admirable effort on the part of all those concerned.


19

In 2008 Breijer Construction and Installation secured the biggest

order in its history. And if that wasn’t enough: the contract was for a

very special listed building: the Council of State. Breijer was selected

by the Government Buildings Agency to carry out the second phase

of the rebuilding and renovation work. With this order Breijer

generated turnover 50 million euros. The renovation was started in

September 2008 and is due for completion in 2011.

The building complex of the Council of State covers around 25,000

m2. The whole complex is being giving a thorough makeover. Breijer

will be renovating and reorganising the famous Witte Paleis and

equipping it with a new ventilation system. The gold leaf dating back

to 1720 is being restored. The other buildings are being completely

stripped, brought into line with today’s requirements and given a new

facade.

Breijer Construction and Installation succeeded in securing the

contract by offering a competitive price. That was possible not least

because Breijer has so many disciplines under one roof. This has the

advantages that the client has a single point of contact and that

Breijer is able to perfectly coordinate the work and thus complete it

more efficiently.

The renovation is scheduled for completion in 2011. That gives

Breijer two and half years to complete this exceptional order. The

demolition work alone – which has now been completed – took

more than three months.

Breijer has put together a project team of ten highly experienced

people to coordinate the work. A total of around 100 Breijer

employees are involved in the project. The standards are high: this is

not just a nationally listed building; it is also a temple of the Dutch

democratic state, which gives it an extremely high profile. Facilicom

is extremely honoured to have been selected for this prestigious

project by the Government Buildings Agency.

Facilicom had already succeeded in

concluding favourable group schemes for

its employees. A case in point is the group

health insurance that has been available to

employees since as far back as 2006.

That has proved successful. For that

reason it was decided in 2008 to offer

employees more benefits under the

Facilicom Benefit Programme.

Employing some 30,000 people, it will go

without saying that Facilicom has

substantial purchasing power. The

company also has ample experience in

the large-scale procurement of goods and

services. That scale and expertise are now

being developed much more to gaining

benefits for the company’s employees.

The aim is to offer a varied and high

quality benefits package. The company is

doing this as a good way of giving its

employees extra rewards.

In 2008 the Facilicom Benefit Programme

consisted of a discount on company

fitness training, theatre performances and

jewellery, for instance, in addition to the

group health insurance. For 2009 we are

looking into the possibilities of extending

the programme to car fuel, parking, car

hire and a clothing discount.

The key principle is that a product or

service is only included in the Benefit

Programme if it is suitable for all target

groups and is available on a nationwide

basis. They must also be attractive and

exclusive offers. Two other important

conditions are that the suppliers must

subscribe to corporate social

responsibility and must not use the details

of Facilicom employees for any other

purposes.

Employees can put forward their own

ideas for special offers using a central

email address. Departments and divisions

are encouraged to come up with their

ideas based on their own expertise and

networks.

Facilicom initiates its own ‘Benefit Programme’

Biggest order in construction company’s history

Breijer rebuilds and renovates Council of State

2008 Annual Report | Facilicom Services Group


As a people company, corporate social responsibility (CSR) comes

as second nature to the Facilicom Services Group.

But there is always room for improvement. Indeed, the CSR policy is

aimed at continuously making a company’s business operations

more socially responsible. In 2008 Facilicom decided to give this a

more structural footing. A separate CSR annual report has been

produced, for example, which not only reports but also lays down

ambitions and measures progress.

CSR is in Facilicom’s genes, and much has traditionally been done

in the area of sustainability. In recent years the company has slowly

but surely moved towards laying down this policy and formulating

standards and values. In 2008 the Facilicom Portal focused more

attention on CSR, with Facilicom clarifying its achievements and

ambitions in the People, Planet, Profit area. The Business Code

published in 2008 also has much to say about how Facilicom does

business and approaches its surroundings.

Facilicom has been aware since its foundation in 1966 that care for

people, planet and profit fits within a policy aimed at continuity,

employment and customer service. This is expressed in a personnel

policy that centres on employees, in a style of operational

management aimed at reducing the ecological impact and in a

financial policy aimed at achieving good returns in order to retain

independence, guarantee continuity and maintain or preferably

improve the company’s market position.

To make the CSR policy more visible and measurable, it was

decided in 2008 to transform existing systems and methods into

recognised standards. Facilicom is basing this on the guidelines

formulated by the Global Reporting Initiative (GRI), an international

association of companies and experts with the core values

transparency, accountability, reporting and sustainability. An integral

management model in keeping with the existing ISO 9001

management system is being implemented to guarantee that the

CSR policy occupies a permanent position in the organisation. Since

reporting year 2008 Facilicom has laid down all achievements and

ambitions in a separate CSR annual report.

CSR ambitions laid down

The aim of the Internal Knowledge Centre is

to help people gain knowledge and

understanding together with Facilicom

colleagues. Those organisers are ordinary

colleagues: everyone can help to organise

meetings or put forward subjects for

discussion. To keep the quality of the

meetings at the desired level there is even

a special budget for the engagement of

external speakers, for instance.

The theme of the first session was

‘creativity’, which attracted 100 people.

The meeting provided an insight into

recognising the subconscious: how people

filter information and let go of ingrained

habits.

The second session was about the concept

of imagineering, a cross between

imagination and engineering. That explained

how people are influenced in their everyday

lives and what organisations think about

consumer behaviour.

There were lively discussions on subjects

such as co-creation, substantiating

experience and even about Facilicom’s logo.

The sessions are not directly work-related

and are not intended to contribute directly

to Facilicom’s commercial ambitions. The

initiative is based on being a good employer,

promoting mutual understanding and

encouraging the individual development of

employees. Facilicom sees it as a bonus if

these meetings also contribute to employee

satisfaction and the organisation’s working

atmosphere, and ultimately promote

entrepreneurial spirit by encouraging people

to think outside the box.

In the autumn of 2008 Facilicom opened the Internal Knowledge Centre:

the IKC. The Internal Knowledge Centre organises meetings for Facilicom

employees based on a certain theme. They are not business themes, but

themes based on the individual; on personal awareness and development.

Subjects covered in 2008 included creativity and imagineering.

The programme for 2009 includes the theme of socially responsible

entrepreneurship.


Continued development through Internal Knowledge Centre



The Facilicom Business Code was

formulated by the management and

discussed with and approved by the Central

Works Council. The code states that the

conduct of Facilicom employees is guided

at all times by the principles of due care,

integrity and social responsibility.

That applies in all areas: how we approach

each other, our clients, the environment and

the property of Facilicom and others. The

three concepts are also determining factors

when securing orders, when competing in

the market and in all other areas where

employees represent the company.

The code stipulates that employees must

not act wrongfully.

To give some examples: acting contrary to

collective bargaining agreements, personnel

regulations and social security legislation,

abusing a position of power and failing to

treat colleagues with due respect. It is also

laid down that employees must fully comply

with the rules in competition issues. There

are rules governing the acceptance of

business gifts and visits to events. The code

sets standards for reports, administration,

invoices and transactions. The rules are

based on accuracy, transparency and

verifiability.

The business code is in fact a description of

the company’s existing culture. Many of the

rules and standards are self-evident and are

already laid down in company regulations,

CBAs and even criminal law. The reason for

none the less bringing all this together in a

single document has to do with the fact that

Facilicom continues to grow and it is

becoming more difficult to keep an eye on

whether everyone is acting in accordance

with Facilicom’s dos and don’ts. Another

reason is that clients are becoming more

likely to ask for a written company code in

tendering procedures.

Facilicom also imposes penalties for failing

to comply with the company code. The

penalties are the same as those already

being operated: a verbal reprimand, a

written reprimand and, for serious

contraventions, instant dismissal. People

who come across unacceptable behaviour

should report it first to their manager and

then to a supervisory official. The informant’s

anonymity is guaranteed at all times.

Facilicom’s dos and dont’s

Ethical approach laid down in business code

Facilicom aims to do business with due care, ethically and socially

responsibly. That is something that managers and employees must bear in

mind in everything they do. What is and is not appropriate behaviour has

now been laid down in the Facilicom Business Code. All current managers

have been asked to commit themselves unreservedly to the business code

and to disseminate it. New managers are even required to sign the code.



Facilicom has never joined in the trend of

altering the strategy, changing course and

modifying the organisation every three to four

years. That trend makes change an aim in

itself, and has encouraged job hopping

among young professionals. Facilicom prefers

stability and continuity. That not only forms

part of the company philosophy: it is also

closely in line with the wishes of our clients.

They are more likely to outsource if they are

certain to receive a stable, reliable service.

Facilicom is convinced that longterm

employees give the company its soul. That

is certainly true of managers and executives.

If they stay with the company for a long time

they are ideally able to identify with its policy

and are in a better position to communicate

it to others. Facilicom’s managers and

executives and the divisions feel at home

with the continuity, stability and

transparency that Facilicom sets out to

achieve and have genuine respect for the

employees. That is how the policy has

become reality and Facilicom has grown to

be a reliable supplier that is also a good

employer.

There is more to the longterm employment

policy than empty words. The company

organises countless training and

development programmes to ensure that

managers, executives and talented

employees can continue to develop

professionally and personally throughout

their career, even if they have reached their

final position. There is also a specific policy

for facilitating and encouraging internal

promotion. The aim is to fill 60 per cent of

all vacancies for more senior positions by

promoting from within. The fact that this is

in the company’s best interests is clear from

the figures showing that internally promoted

employees generally perform better in their

new positions than people brought in from

outside.

The knowledge and experience Facilicom

has gained in the promotion of longtime

employment means that the company has

little to fear from the ageing demographic.

Where other companies have had to make

drastic changes to their personnel policy to

retain sufficient employees and will also

need to change their company culture,

Facilicom can continue to build on this long-

term policy. That policy will also be proving

its worth in the current credit crisis.

Facilicom still employs many of the people

who have helped to guide the company

through a previous recession. They know

which approach to take, which buttons to

press and what they need to keep an eye

on. That experience is extremely valuable.

Facilicom already prepared for demographic ageing

Longterm employment promotes continuity

Facilicom has always advocated longterm employment. Creating a climate

in which people stay with the organisation for a long time period retains

knowledge and experience, guarantees the continuity of the service and

creates much closer relationships with clients. The longterm employment

target has now been elevated to a policy issue. That responds to the fact

that people who are promoted internally are demonstrably more successful

than those brought in from outside. Also, the demographic ageing situation

means that no company will be able to do without longer employment

periods in the future.

In the most recent employee satisfaction survey held among management and staff

Facilicom scored 7.3 for satisfaction. There were however some areas that were open

to improvement.

There was a lack of clarity about the pay structure and the promotion opportunities,

for example, and employees were uncertain about whether the secondary employment

conditions were on market terms. The improvements were worked out in 2007 and

introduced in 2008.

Although a satisfaction score of 7.3 is very good – the national benchmark was 6.8 –

there were three points on which the management and staff were less satisfied. More

specifically, there was room for improvement in the Pay system, in promotion and

training opportunities and personal assessment.

The Pay system was not transparent because only a small amount of information was

given on paper. In consultation with the works council and with the assistance of Mercer

Human Resource Consulting a new performance appraisal and remuneration system

Action in response to the employee satisfaction survey

Pay system modified and made transparent



ABN AMRO wanted something different in

its restaurants. The bank was impressed by

the catering concept successfully rolled out

by Prorest with top clients such as

Endemol. That led to Prorest being awarded

the contract in a tender procedure for the

23 restaurants of the premises with fewer

than 800 occupants. The tendering

procedure took longer than expected owing

to the special circumstances affecting the

bank. It was not until 21 November that

Prorest was given the good news: the

takeover at all locations had to be

completed by 2 January.

Prorest has a great deal of experience in

taking over restaurants, but absorbing

23 locations at the same time was unique

even to this catering company. But Prorest

proved to be up to the challenge. The

highest priority was given to retaining the

staff of the previous caterer, which meant

keeping their experience and familiarity with

the client. It did not take long for the sixty

employees to sign the employment contract.

Prorest was left with just fifteen vacancies to

fill, and that did not take long.

In early December an inventory was made

of all the restaurants, equipment was

ordered, suppliers were briefed, an

introduction campaign was developed for

the restaurant’s customers, and the new

employees were given their first instructions.

During the week between Christmas and

New Year, and at some restaurants not until

the morning of 2 January, the locations

were equipped with Prorest’s cash register

system, new signs, new cutlery, Prorest

industrial garments, new menus and of

course all sorts of new sandwiches, wraps

and trendy and healthy drinks, transforming

them into fully-fledged Prorest restaurants.

During the first weeks of January virtually

the whole of Prorest was standing by to

help if something went wrong. Managers

were present at the locations to support the

catering staff and introduce them to the

Prorest methods. There were also manuals

containing literally all relevant information.

At the head office Prorest had set up a

helpdesk that people could use to get an

immediate answer to their questions. That

proved to be a step too far: the helpdesk

was barely used. It was possible to stand

down the project team as early as in the

third week of January. The takeover had

proved successful: ABN AMRO pronounced

itself satisfied at that early stage, and

acknowledged Prorest’s remarkable

achievement.

The challenge: take over 23 company restaurants for a renowned client

that sets high standards and wants everything done differently. And that at

precisely the most difficult time of the year. That is what Prorest found

itself facing. On 21 November 2007 Prorest was told that it could operate

23 company restaurants of ABN AMRO. The takeover at all of the locations

had to be completed exactly six weeks later, on 2 January 2008.

ABN AMRO praises huge achievement

Acquisition of 23 restaurants in six weeks

was set up in 2007 and 2008. All job positions have been classified in a transparent

pay system. The salary bandwidth has also been given for all job levels. The new pay

system was definitively introduced at the beginning of 2009 following a thorough

evaluation.

The new system will contribute to bringing about internal promotion at Facilicom.

There are plenty of opportunities and promotion is greatly appreciated, but according

to the employee satisfaction survey employees were not sufficiently aware of that.

Now that positions are clearly classified and assessed, employees are clearer about

their promotion prospects.

This has been taken even further by setting up the Internal Promotion Hotline, where

people can register through their managers if they are seeking a different position in

the organisation. Their qualities are examined in an intake interview and, if necessary,

a test, and suitable positions for them are identified. The aim is to arrange a transfer

within six months or to make it clear that no match is as yet available.

Another aspect that contributes to employee satisfaction is secondary employment

conditions. A national benchmarking operation was carried out with the aid of Mercer

to establish beyond doubt whether they are in line with the market. The results were

favourable: Facilicom does not offer anything less than comparable companies. Despite

that, a number of secondary benefits were adjusted upwards. The commuter travelling

expenses were increased, and the flexible pay system was introduced at the end of

2008.


Facilicom and all of its divisions had of

course already had a prominent position on

the internet for many years. Frequent use

was also made of the company’s intranet

sites, not just to keep employees informed

but also as a tool: it has already been

possible for years to set up team sites in

which employees can share information and

work jointly on documents. The Facilicom

Portal is in fact an extension of this

approach to digital communication and

partnership. Not only have these existing

facilities been renewed and extended, it will

also be possible during the course of 2009

for clients to access the Portal’s password

protected pages to view and download

management information, and even to pass

on current requirements.

The internet part of the Portal has been

completely revamped and has been made

more effective by the fact that surfers are

greeted with relevant breaking news on all

home pages. Another important addition is

that visitors from various sectors can search

for the services relevant to them. People

interested in working at Facilicom are able

to find more information even more quickly.

More and more divisions are using filmed

interviews with employees to provide

information about the work, the

requirements, the rewards and the company

culture.

The intranet function has been substantially

expanded as well. The look and feel and

functionality of the team sites have been

placed completely in line with the Portal.

Additionally, all new employees are given a

personal page they can use to save

documents and shortcuts. A start was

made in 2009 with using these pages to

present personalised information. Examples

include a summary of holiday entitlement,

an up-to-date work schedule and payslips.

Clients, too, are effectively given a personal

page that they can view via the internet.

Clients are asking for more and more

management information, and want to

receive it very quickly. The internet is an

ideal tool for that purpose, not least

because that makes it possible for people

to view the information wherever they are.

That enables Facilicom to meet customer

requirements, since countless divisions have

expressed a preference for performance

based contracts. Continuously supplying

output figures online increases the

alternatives for making performance based

agreements.

The Facilicom Portal concept was

developed internally. The building of the

Portal started in June 2008, and in October

the first components of the system were

completed and a start could be made with

importing existing information and providing

content for the many new parts of the sites.

All content administrators have been trained

to use the content management system and

to use metadata, the hidden search terms

that make it easier to find internet pages.

Corporate Communication monitors the

site’s corporate identity, edits all content

and encourages and supports the divisions

in keeping the various sites up-to-date,

informative and interesting.

Intranet-type functions for clients, too

Facilicom Portal: new communication platform

The Facilicom Portal went live on 1 December 2008. The Portal is not

just a website, but a communication platform where members of the

public, employees and clients can find a growing amount of information

and contact each other. With the introduction of the Portal, the company’s

internet presence had been placed entirely in line with Facilicom’s

corporate identity.



General and social annual report of the divisions





Turnover increases by 13 per cent

Cleaning division succeeds in maintaining growth

In 2008 Gom reaped the rewards of its focus on commerce. The newly organised sales department succeeded in

securing new contracts for no less than 40 million euros. The regional companies achieved a substantial rise in

profits. And Gom ZorgSupport got off to a good start in its first year.



As far back as when he was appointed in 2006, general manager

Rob Alsema realised that growth in the cleaning division was slowing

down.

‘Not enough attention was being paid to the sales organisation,

which was directed from the regions. That had to change if we were

to contribute to Facilicom’s growth ambitions.’ 2007 saw the

creation of a separate sales organisation, which in 2008 more than

demonstrated its right to exist.

‘It is quite an achievement to have secured new contracts for no less

than 40 million euros in this displacement market.’ Many of the new

contracts were needed simply to maintain the level of our turnover.

‘The retention level in this sector has fallen to 85 per cent, which

means that the client list is changing completely every five to six

years. It seems that companies regard cleaning as a commodity.’

There is a similar development affecting European tenders. ‘In recent

years it seemed that filling in the tender documents as well as

possible was more important than quality.’ Fortunately, that is

changing. ‘The government is coming up with constructions that

restore the emphasis on quality. We once again enjoyed success in

that area in 2008: we concluded a major performance-based

contract with the Ministry of Defence.’ Gom achieved growth of 12

per cent, not including the acquisition of VBG Schoonmaak, which

has since been fully integrated in the Gom organisation. That

takeover accounted for a further 8 per cent growth in turnover. ‘It will

go without saying that this huge growth has placed a lot of extra

pressure on the operational organisation. That made it an

exceptionally busy year for Gom. All in all, the company has done

extremely well.’

Regional companies

The regional companies of the cleaning division continued their

policy of rationalising their portfolios in 2008. Virtually all of the

contracts that could not be restored to health have now been

cancelled. Rob Alsema: ‘That had an impact on our turnover, which

declined in 2008. On the other hand, our quality has improved and

that in turn has led to greater customer satisfaction. The profits of

the regional companies have now improved substantially, and that is

what we had set out to do: we have now created a strong

foundation.’

Specialist fields

Gom Specialised Cleaning succeeded in growing parallel to the

market in 2008. Gom Food achieved a big success with Philip

Morris. Under the direction of Facilicom Facility Solutions, a major

multiservice contract was concluded with the company in which

Gom Food has an important part to play. Gom CareSupport gained

good results in its first full year of existence, in terms of growth in

turnover and profits alike. ‘Healthcare is a special sector that sets its

own specific requirements. We are doing well in this sector, not least

because we work from this specialised business unit. Gom

CareSupport’s main activity is cleaning in institutions, but we also

offer additional ward services, such as serving tea and coffee,

tending to plants and carrying out logistics services such as patient

transport. The business unit succeeded in renewing the contract

with Erasmus MC and achieved growth by securing two new

hospitals: Westfriesgasthuis and Sint Franciscus Gasthuis.’

‘It is quite an achievement to have secured new contracts for

no less than 40 million euros in this displacement market’

Rob (R.J.) Alsema, general manager




Gom Academy

In 2008 Gom and the regional cleaning

companies invested substantially in

increasing knowledge and skills, training

(future) managers and developing the

professional skills of employees.

The Gom managers followed the

Recruitment & Selection module of the

Gom Academy, for instance. The purpose

of this was to introduce them to the

various recruitment options and explain

how to use them, especially in a shrinking

labour market. A lot of attention was also

paid to the selection of the right people,

with the managers being taught how to

assess quality and ascertain whether job

applications have what it takes to answer

the description of ‘cleaners who think

ahead’.

Following the success of the pilot Gom

Academy New Style, the academy’s

modules have been supplemented with

what are known as ‘intervision meetings’.

Intervision ensures that the knowledge

and skills gained are embedded more

deeply and that what has been learnt

becomes an integral part of the work. This

approach is being followed up in other

Gom regions and at the regional cleaning

companies.

Administration development process

Company-specific training courses were

started in 2008 in order to guarantee the

quality and development of the admin staff

of the cleaning division. The courses focus

not only on employees’ knowledge and

skills, but also on their motivation. The

courses respond to wishes expressed in the

most recent employee satisfaction survey.

Sales Academy

The Sales Academy for sales assistances

was initiated in 2008. The aim is to help

this group of commercial professionals to

get the best out of themselves, both

professionally and personally. Specific

sales skills are of course extensively

covered too.

Cleaning Diva

Anita Mulder, Gom inspector for the

Central Netherlands region, has been

singled out as Netherlands Cleaning Diva.

She competed with fourteen other

countries spread throughout the country

to gain this title in the TV programme of

the same name. A title and an employee

to be proud of.

Social report of the cleaning division

Lunch at Paleis NoordeindeIt was a great honour for Gom employee Debby van

Lissum when she was singled out in 2007 as Cleaner

of the Year. But the title also earned her a very special

lunch at Paleis Noordeinde in 2008. The invitation

came from Crown Prince Willem-Alexander and

Princess Maxima, and was for a select group of people in recognition of a special

achievement. The royal couple spoke to everyone individually, and that included Debby.

“Everyone at home was green with envy,’ said the cleaner in an interview with Facilicom’s

staff journal.

CarePanel builds bridgeWith Gom ZorgSupport (Gom CareSupport)

Gom is setting out to supply tailor-made

healthcare services.

To build a bridge between healthcare

institutes and facility services Gom

ZorgSupport initiate Gom CareSupport in

2008. Gom held an email survey among

800 healthcare professionals to gain an

image of the current facility service issues.

That was followed by regional meetings at

which healthcare facility professionals and

Gom employees discussed these themes.

The results of the surveys and meetings

were distributed by email. It is clear that the

CarePanel is meeting a major need.

Defence performance contractSince 1 November 2008 Facilicom has been cleaning army barracks under a contract for no

fewer than 49 defence locations in the central and eastern parts of our country. As well as Gom

Schoonhouden, three of Facilicom’s regional cleaning companies are responsible for providing

the service, and that is unique. It is also notable that this is a performance contract: the cleaning

companies are held to account for their results. This contract has a term of three years.

Cleaning sector highlights 2008

Number of employees12,000

11,000

10,000

9,000

8,000

7,000

6,000

5,000

4,000

3,000

2,000

1,000

0

2004 2005 2006 2007 2008

Sickness absence as a %10

9

8

7

6

5

4

3

2

1

0

2004 2005 2006 2007 2008



Edie Kartadikromo (left) and Ruza Jukic know each other

from work. They know what they can expect of each other,

which is why the work always goes smoothly.

Edie feels completely in his element as a window cleaner. With his

bucket at the ready, he stops for a chat with us. ‘Actually, there’s

more to my job than cleaning windows. My tasks also include

cleaning plastic fittings and floors. I’ve worked for Gom Specialist

Cleaning for sixteen years now, and I still enjoy my job. That has a

lot to do with the supervisors I work with. My supervisor at

Erasmus MC is Ruza. We get on really well together.’ Ruza knows

that everything will work out if she calls Edie.

She started out as a cleaner, but has spent the last twelve years

as a Gom CareSupport supervisor at the operating theatres and

the patient wards of Erasmus MC. ‘I might be a bit less visible to

our clients than Edie, but to do my job I need to know everyone.

The departmental coordinators pass on their schedule to me

every day. That way I know exactly which rooms are being used

and which are not. I start each day with a round of the

departments, something that’s become a personal routine. At six-

thirty it’s time for the operating theatre, then the Thorax,

Outpatients’ and Nursing departments. Once I’ve inspected a

department, I share out the work amongst my team. My working

day ends at two o’clock. Everything always runs smoothly. Tine

Bos, my manager, turns up once a month to discuss any

problems or extras that have arisen. That is all it takes. I take

pride in my work: it’s my first job and hopefully my last.’ Edi jokes:

‘My work gives me precisely the freedom I need. I’ve got a thing

about glass, I can’t stand seeing dirty windows! The working

conditions rules have been tightened up in recent years, which

means that we’re no longer allowed to use ladders, but a

stepladder at most. Wherever I work, at Unilever or here at

Erasmus MC, I always here people calling: “Hey Edie, is that you

again?” It’s nice if people recognise you and appreciate your

work’ adds Ruza: ‘I’m always pleased to see Edie, when he’s at

work I know for sure that my windows will be clean!’

Both Edie and Ruza regard Facilicom as a good employer. Ruza:

‘They treat us with respect and believe in quality.

They’ve given me every chance to develop my career, and that

says something about the company. I might otherwise have still

been cleaning.’ Edie is not aiming for a career. ‘I like my freedom

too much. Being a foreman at the same location all the time isn’t

for me. As long as I can enjoy my work it’s fine with me. I don’t

think too much about tomorrow. Who knows? Maybe I’ll win the

lottery!’


Pleased with clean windows

‘It’s always nice if people recognise youand appreciate your work’



Schiphol expansion, HBD takeover

Security Division sees sharp rise in turnover

Not least thanks to the huge expansion at Schiphol and the acquisition of HBD Total Security, the Security division

saw its turnover rise by some 27 per cent in 2008. Profits rose too, partly because Trigion managed to clear the

mobile surveillance loss. Growth is bound to slow down in 2009, which will make space to consolidate and to

work on operational excellence.



Trigion’s organic growth in 2008 can be attributed mainly to the

substantial addition to the contract at Schiphol. The company that

started out in 2008 with 125 people is now employing 1,000. General

manager Geert van de Laar: ‘The fact that we had to execute the

contract at an accelerated rate made heavy demands on us, especially

in the recruitment area. Although that involved substantial start-up

costs, we stayed within the budget and are now certain that the

activities will be profitable in 2009. Notable growth was also achieved in

another activity: the Supervision & Enforcement department. ‘We have

been investing in that area for years, because we are certain of growth

in our work in the public domain. We were already employing 50 people

in this area, and in 2008 that trebled to 150.

Higher yield

The division’s overall profits rose substantially. That can be attributed

mainly to the radical change made to the mobile surveillance activity.

This activity was originally placed in a separate business unit, but was

moved to the districts during 2008. ‘That led to much more manage -

ment focus. It also helped us to translate our clients’ wishes more

accurately at local level and to meet the demand for a more integrated

service. The routes have been more efficiently divided as well.

These changes had a immediate impact on profitability. ‘The

substantial loss suffered in 2007 was completely cleared in the

reporting year, and transformed into a small profit. In 2009 we are

expecting a normal operating result, which will have a major impact on

the profits of the division as a whole.’ This also indicates that mobile

surveillance still has some way to go. ‘We intend to raise quality in

2009. We are not yet meeting the agreed response times in all areas,

which means there is still room for improvement in our quality.’

Investing in people

As in 2007, Trigion Services achieved 17 per cent growth in turnover.

Profits rose, too. ‘We have invested heavily in staff recruitment. This

was quite an investment, but has also gained results. At this company

division a hiring level of about 15 per cent was normal, and we have

managed to substantially reduce that. That is good for quality, which is

easier to maintain at the right level with your own people.’ He is

confident that the recession will not have too great an impact. ‘We are

now also focusing on medium-sized and small organisations, which

are becoming more likely to outsource these services. The recession

will hasten this trend, since companies will want to focus more on

their core business.’

With a rise in turnover around the 17 per cent mark, the

AlarmServiceCentre had a good year, too. Following years of

investment in the new operations room and in new personnel, the

business unit managed to achieve good results in 2008. Trigion

Recherche, Consultancy & Training focused mainly on optimising its

staffing establishment and aligning its internal processes. This

company division, which is relatively small but important to Trigion’s

integral approach, is not expected to make a substantial financial

contribution in 2009.

HBD Total Security

HBD Total Security (the port security service) was acquired on 15

June and placed in the Security division. The turnover of the company

therefore only counted towards six months. This company, which

dates back almost a century, will be continuing under its own name

for now. That implies that clients will not notice much change.

‘We have however made an immediate start with identifying synergy

behind the scenes. HBD’s alarm centre has been transferred and

integrated in our own AlarmServiceCentre, for instance. And the

management has been more efficiently organised. Back office

activities such as payroll administration, invoicing, accounts receivable

and payable administration and control have been transferred to our

head office. That has led to substantial savings, with clients reaping

the benefits. The figures quickly improved in 2008 and the outlook for

2009 is good.’

‘We have invested heavily in staff recruitment.

This was quite an investment, but has also gained results’

Geert (G.C.A.H.) van de Laar, general manager




Employee satisfaction

The employee satisfaction survey held in

mid-2008 shows that satisfaction among

Trigion employees has risen from 5.8 to

6.5, clearly showing that the actions taken

during the past two years have had a

favourable impact. In 2009 Trigion will be

continuing to build on the development of

its employees and the professionalism of

its managers.

Training Courses

Trigion already offers a wide range of

training courses for new employees.

However, the employee satisfaction survey

held in 2008 showed that people wanted

more opportunities to develop. The

company is responding to that by setting

up the Trigion Academy. The programme

for training all managerial staff in situation-

based management was continued in

2008. Coaching style management helps

to place responsibilities further down in

the organisation, which gives managers

more time to set the strategic course and

to actually manage. That in turn

contributes to the quality of the service. In

the context of professional development

among managers, a start was made in

2008 with the modular training course

entitled the Trigion Risk Management

Method. As well as managers at all levels

of Trigion, clients can take part in this

course too.

Sickness absence

In the year under review sickness absence

at Trigion was 5.34 per cent, representing

a slight year-on-year rise. That implies that

we must continue to focus on the

management and reduction of absence

sickness. Managers are tasked with

devoting a lot of attention to sick

employees, maintaining contact with them

and discussing the possible causes in the

case of many of the sickness reports.

Working conditions

Trigion’s working conditions policy in 2008

was once again based on the theme of

Risk Assessment. A Risk Assessment,

including an Action Plan, has now been

carried out for 87% of all properties for

which Trigion provides structural security

services, up from 77 per cent in 2007.

Trigion Awards

Trigion Awards were once again presented

in 2008. Unlike in the previous year, the

employees themselves decided on the

winners. The best property was IND Den

Bosch, the best team leader René Verkuijl

and best employee Leo Bol.

Social report of the security division

International ZoneOperating under the name BeWare, Trigion – working with leading partners - has made the

security of industrial sites and buildings so intelligent that risks can be predicted and thus

prevented. Trigion is putting that into practice in The Hague for the protection of the

International Zone, the area housing the Yugoslavia Tribunal, Europol and Eurojust. The risks

and threats and this high-risk location, which is in the spotlight just about every day, change

continuously. In BeWare the municipal authority has found a system in which safety and

security can be controlled by applying innovative solutions.

Online recruitmentFacilicom is recruiting more and more staff

via the internet. In 2008 Trigion took a lead

in that area, as the company needed a lot

of new colleagues. Full use was made of

the internet options. Visitors can click on

video clips in which Trigion employees

explain what their work entails and which

talents are needed.

Visitors can immediately do a competency

test based on film clips of unsafe situations.

Visitors cannot apply for a job until they

have successfully completed the test. Other

divisions are now using this interactive

recruitment method too.

Noticed unnoticedSelectaDNA is a synthetic DNA used to invisibly mark goods.

The marking agent is already used in homes, but Trigion also

saw plenty of applications for companies. By entering into a partnership with Rhine

Consulting Group, Trigion clients are now able to have their valuable goods invisibly marked.

Although the use of DNA makes detection a lot easier, the primary aim is to prevent theft in

the first place. SelectaDNA and Trigion drew media attention several times in 2008, also with

the DNA spray, a shower used to mark robbers.

Security sector highlights in 2008


6,000

5,000

4,000

3,000

2,000

1,000

0

2004 2005 2006 2007 2008


9

8

7

6

5

4

3

2

1

0

2004 2005 2006 2007 2008



At Trigion's regional office in Rijswijk, Isabelle Noordermeer

and Eric Balster have never yet met each other. That is about

to change, for Isabelle’s department is moving more to the

forefront.

Criminologist Isabelle joined the crime investigation branch of

Trigion Recherche, Consultancy & Training immediately upon

graduating. ‘As soon as I graduated I took the initiative to contact

the general manager. I was looking for a job in which I could carry

out analyses and apply their results in practice. The risk paid off,

and I started work in September 2008. The work is highly varied

and ranges from installing cameras and carrying out investigative

work to coming up with new services. This job is by no means a

sinecure. The department is under development and gives us

ample freedom to put forward ideas. That is how the new integrity

test first saw the light of day. In response to heavy demand,

this is one of the pillars for 2009. The test forms part of the

overall screening process and consists of background vetting,

CV verification and an interview.

The test is taken digitally and comprises a series of questions

about theft, bribery, loyalty, reliability and susceptibility to alcohol

and drugs. In the final interview, questions answered by a

candidate in a way that presents risks are discussed in order to

remove any difference in interpretation. By operating pre-

employment screening we take a proactive approach to

minimising the risk of internal crime.’

Eric joined in 1995 as a general member of staff. ‘After passing

the basic Security course I went on to do all sorts of other

courses. I moved up through the organisation as a shop security

guard, a service manager and a prevention coach to team leader

at Rijswijk. That was seven years ago. My current position is

somewhere between team leader and district manger. I spend less

time in the field these days, but I’m still called out sometimes.

And I go back during major events such as the Bijenkorf’s Drie

Dwaze Dagen to make sure that I don’t lose touch with the field.

My ambition is to become district manager. Up until now I’ve had

every opportunity to work towards that position. I hold job

appraisals, do recruitment and selection and stand in for the

district manager. I’ve completed all the necessary training

courses. As far as that’s concerned, I’m pleased to work for

Trigion. The company offers plenty of opportunities. It suits me to

change jobs every now and then: I need the challenge that

provides.’ Although Eric knows Trigion through and through, he

has to admit that he’s never seen Isabelle before. Isabelle: ‘When I

arrived I noticed that we as a department were not sufficiently

visible. That is why we have started an internal newsletter, and

now communicate with each other more clearly about what we

do. My feeling is that this approach works, since colleagues are

now more likely to call us.’ Eric confirms: ‘We’ll certainly be

making more use of Isabelle’s department. To each their specialist

field!’

Ample freedom to put forward ideas

‘Trigion gives us abundant opportunities’




Good outlook continues in 2009

28 per cent organic growth for Prorest

It was a turbulent and highly exceptional start to the year: with immediate effect from 1 January 2008 Prorest took

over 25 restaurants, 23 of them at ABN AMRO. At the end of the year the catering company turned out to have

grown by no less than 28.7 per cent. And although profits fell slightly, they remained healthy too. 2009 could prove

to be a good year, despite the recession.



It was of course tremendous news when Prorest was awarded the

contract for 23 ABN AMRO restaurants. General manager Dick

Bennink: ‘The thing is, you have to live up to the promise. We

succeeded in doing that, despite having only six weeks to take over

all the locations.’ He would like to shine the spotlight on all the

people working behind the scenes at the catering division. ‘The

contract with ABN AMRO accounts for just under half of our total

growth in turnover in 2008. In January and the rest of the year we

took over or started up lots of other locations without making a song

and a dance about it. And it all went very smoothly.’ But the

considerable pressure of work did have some repercussions:

sickness absence rose slightly in 2008 and Prorest had to hire more

temps. ‘Also, we have invested substantially, in areas including the

fitting out of the restaurants.’ That exerts downward pressure on the

profits, which otherwise remain healthy.

Anti-cyclic investment

In other areas too, Prorest has continued to make advances in 2008.

The company continued to develop its own catering concept Natural

& Delicious, and prepare it for its definitive launch in 2009. Also, the

foundation was built for IKB certification, under which Prorest will be

able to supply fresh sandwiches and salads under the Ik Kies

Bewust (‘I make a Considered Choice’) logo from 2009 onwards.

Despite the economic downturn, the division also decided to invest

in an e-learning programme in order to induct new employees faster

and better.

In addition to that, a workshop for existing employees was set up in

2008 in order to train them in hospitality, customer focus and

aspects such as formulating a counter plan. Dick Bennink: ‘It is of

course always worth motivating your people and keeping them keen.

But we are also investing more in training and education with a view

to give our restaurant guests an even better service. That is

underlined by our theme for 2009: Professionals with Passion. This

can be regarded as a form of anti-cyclic investment. By raising the

quality of the service at this stage, we’ll have a head start over our

competitors when the economy picks up again.

Staying alert

Prorest does of course have concerns about the recession.

‘There is a danger that spending in the restaurants will decline. There

could also be less demand for extra activities, such as working

lunches and parties. And people might become less interested in

healthy, sustainable and biological products.

That would be a pity: that is something the branch advocates and in

which Prorest has invested a lot of time, money and energy in recent

years.’ Corporate catering is also still having to contend with high

raw product prices.

Despite all that, Dick Bennink is positive about the outlook for 2009.

‘We have got off to a flying start by taking over catering company

Mondial, which gave us another 100 employees and 45 restaurants

at a stroke. We will also be entering into some attractive contracts

with new clients this year. That’s good news, but we have to stay

alert to developments among clients – that is where we earn our

money. We will have to keep a close eye on the costs – for ourselves

and also for our clients.’

‘We have got off to a flying start by taking over catering

company Mondial, which gave us another 100 employees

and 45 restaurants at a stroke.

Dick (D.G.) Bennink, general manager




Growth

As a result of Prorest’s growth in turnover

the number of employees grew steadily

in 2008. The implementation of the 23

ABN AMRO locations and the integration

of some sixty new employees went

smoothly. The company responded to its

growth by adding an extra management

level of district coordinators to the

organisational structure. The district

coordinators are responsible for a number

of locations in the district and report

directly to the district manager. It proved

possible to recruit most of the district

coordinators internally. These employees

have been given a great opportunity to

develop their careers, and Prorest has

been able to retain their valuable

knowledge and experience.

Food workshops

A start was made in 2008 with rolling out

the workshop ‘Professionals with

Passion’. The workshop is intended for all

Prorest employees and sets out to create

passion for the profession on the basis of

themes such as hospitality, customer

focus, counter layout and food trends.

With these workshops Prorest is

responding to catering developments and

meeting the demand among employees

for more professional training courses.

District parties

In 2008 all districts were given a budget to

organise a staff party. Employee

committees organised the events, which

made them for and by the employees.

An effective and enjoyable way of getting

to know each other better.

Sickness absence

Sickness absence at Prorest during the

reporting year totalled 4.96 per cent. There

was an increase in both short and long-

term sickness absence. The policy is

aimed at providing sick employees with

support and reintegrating them in the work

process as soon as possible. Sickness

absence prevention is at least as

important. In 2008 a large number of

preventative measures were taken to

reduce the sickness absence level.

Social report of the catering division

Perfect timing for MasterclassThe first Prorest Masterclass was completed in 2007. Although no promotion guarantees were

given in advance, the five catering managers who took part at the beginning of 2008 have all

taken up a different, more senior position at the company. The timing was perfect: the sharp

growth in Prorest suddenly created ample opportunities to promote professionals. Those taking

part in the Masterclass were taught presentation techniques, situational management, labour

law, financial management, strategy and entrepreneurship. The results were so good that there

are plans to develop a new Prorest Masterclass.

Catering sector highlights 2008

Number of employees600

500

400

300

200

100

0

2003 2004 2005 2006 2007


9

8

7

6

5

4

3

2

1

0

2003 2004 2005 2006 2007

Prorest on Veneca boardIn 2008 Prorest’s general manager Dick Bennink was elected to the board of Vereniging

Nederlandse Cateringorganisaties (Association of Dutch Catering Organisations), Veneca. The

catering companies that are members of this trade association together represent 97 per cent

of the outsourcing market in contract catering. Veneca plays an important role in monitoring the

quality and professionalism of the sector as a whole and promotes biological products and

healthy food in company restaurants. Those are aims that Prorest has already been advocating

for years.

Thalys stocksNot many people know that Prorest has

been stocking all Thalys trains since

1996. From the Centre d’Avitaillement

Voitures to the shunting yard in

Amsterdam’s Watergraafsmeer, a

regimented team of Prorest employees

makes sure that the restaurants of these

trains to Paris-Nord are stocked with

sufficient drinks, fresh snacks and meals.

Prorest is commissioned for this – purely

logistical – task by NS HiSpeed.



They are pleased to finally meet each other. If it’s up to Ilse

Boosten (left) and Jane Mansoer, their meeting for the annual

report will definitely be followed up. ‘At least we know who

each other are now.’

Ilse has worked for Prorest since January 2008. She is catering

manager at ABN Amro Eindhoven and cluster pool manager.

‘That means that I do the planning for a number of other locations

in the region and occasionally help out. Prorest took over the ABN

Amro contract at the end of 2007, and that included us. That has

turned out all for the best, I really enjoy my job. The lines of

communication are much shorter than I was used to, and at least

I get answers to my questions. Jane takes care of that.’ ‘Yes,

that’s my role!

At Facilicom I’m responsible for Prorest’s financial administration.

I coordinate the department. I know Ilse, but only by name. That

means that she’s properly attending to the administrative

settlement, since I only need to contact the catering managers

when something goes wrong.’ Jane’s tasks also include

processing the vouchers, cash register statements and report

forms that the catering managers send to the department each

week. ‘We check that the suppliers’ invoices are right, that the

cash register statements add up, and so on. I’ve got a good head

for figures: that comes from experience. I’ve been here for

nineteen years, which says something about how much I like it.

It’s certainly important that there’s a nice group of people working

at financial administration. When I started as a general staff

member I was on my own, but now it’s a big department. My

colleagues have all grown with the department, and new arrivals

stay with us. Since I ended up being the person with the most

experience, I had already held a coordinating role for some time

before being officially appointed to the position.

Ilse is cut out for catering. ‘The hectic atmosphere, coming up

with new concepts, the guests you make happy with something

nice every day. I’m pretty open and direct, which makes it easy

for me to talk to people. It’s true that I’m more visible than Jane.’

‘I’m quite happy working behind the scenes,’ responds Jane.

‘All that contact isn’t really for me. I’m someone who prefers to

take stock before deciding what to do.’

Ilse: ‘I take care of the contact with customers, and you make

sure that all goes well internally.’ Jane has a feeling that she’ll

complete forty years of service at Facilicom. ‘I feel appreciated.

The fact that I eventually made it to coordinator means that the

company recognises what I do.’ Ilse sees it the same way. ‘It’s

about the recognition. If only for all those interviews I’m asked to

take part in…’

What Ilse enters in the cash register goes to Jane

‘We’re two completely different types, which is exactly right for the jobs we do’




Temporary employment agency struggles with recession

Staffing services end year with a profit, despite everything

The Staffing Services division ended 2008 at a profit, but the year will none the less go down as being

disappointing. Axxicom Airport Caddy and Facility P&O Services, Recruitment and Selection achieved good results,

but the temporary employment agency struggled with the recession and suffered a slight loss. Axxicom has made

a lot of contacts in the healthcare market and expected to expand in this sector in 2009.



There is a recession, and that is making life difficult for all temporary

employment agencies, including Axxicom Personeelsdiensten.

Turnover and profits fell, and the temporary employment agency

suffered a loss. Divisional director Simone Schraepler: ‘For an

agency the size of Axxicom it is difficult to anticipate such

developments accurately and in time. In recent years our successes

have been found mainly in large projects. If we lose those, we have a

problem because the composition of the customer portfolio is too

narrow.’ That makes it necessary to constantly weigh up the costs

and benefits. ‘We consider each location individually to decide

whether we need to reduce costs or, conversely, hold onto

manpower to seize the opportunities that do arise.’ Facility P&O

Services, Recruitment and Selection managed to retain the level of

its turnover. ‘Without the understaffing situation, the result would

probably have been even better. Viewed in that light, the division

deserves a pat on the back for ultimately ending the year at a profit.’

The JobShop, intended as a recruitment channel for Facilicom

companies, was used mainly by Trigion in 2008. ‘But we hope to

extend it to other divisions in 2009.’

Airport Caddy

Axxicom Airport Caddy underwent a relaunch at Schiphol, where the

new contract came into effect. The fifth year of this division got off to

a hectic start. ‘Fortunately, we managed to bring the year to a

successful conclusion.’ That was helped by the fact that following

the Belgium airport Zaventem, the French airport Charles de Gaulle

had a large part of its PRM transport carried out by Axxicom Airport

Caddy in July 2008. ‘These activities come under Facilicom’s

international divisions, but Axxicom Airport Caddy Nederland is of

course involved in the start-up of these services abroad.’

Healthcare sector

In the years to come Facilicom is planning to provide more services

in the healthcare sector. Axxicom has an important role to play in

that regard. The company is holding talks with outpatient centres

with a view to partnerships for activities under the Social Support

Act (WMO). These activities are expected to grow during the course

of 2009. The joint venture with Aveant has shown Axxicom that it is

not easy to implement the procedures Facilicom operates as a

service provider in a healthcare setting. ‘The organisation and

processes have to be changed, and people have to take a different

approach. That is calling for a lot of management focus. In the first

half of the year the joint venture faced serious shortages on the

labour market in Utrecht, and substantial investments were made in

the procedures and setting up the back office. That has resulted in

an efficient organisation that will be able to supply competitive

services in the context of the WMO in 2009 and in the years to

come. In 2009 Axxicom will also be continuing to intensively seek

partners in the healthcare that combine the best of both

organisations: knowledge, experience and a healthcare network

with the commercial approach of Facilicom.

‘In the years to come Facilicom is planning to provide more

services in the healthcare sector. Axxicom has an important

role to play in that regard’

Simone (S.H.) Schraepler, general manager



Training for specialist cleanersThere is a serious shortage of specialist cleaners for fire and

soot damage and facade maintenance. Axxicom in Heerenveen

is responding to that with a training course for specialist

cleaning. Axxicom Staffing Services is working on this with

various cleaning companies in the region. The trainees are given

two annual contracts and a paid secondary vocational education

(MBO) course for specialist cleaning. Following a selection

process by Axxicom, thirteen young people started the training

course. That will sharply reduce the shortage of specialist

cleaners in the North.


New opportunities

Although the first signs of decline in the

market for temporary employment were

seen in 2008, the focus was also placed

on new opportunities during the year.

Axxicom CareSupport was brought into

being, and the residential care market was

actively cultivated.

In 2008 JobShop and Facility P&O

Services, Recruitment and Selection

started operating Connexys, a new system

to support recruitment. That makes it

possible to closely manage the list of

applicants and fill vacancies faster and

more successfully.

Changes to the economy traditionally

become apparent in the temporary

employment sector first, and 2008 was no

exception. Despite that, Axxicom

managed to anticipate the changing

conditions in such a way as to minimise

the adverse impact. In 2008 Axxicom

Staffing Services entered into partnership

with several specialist cleaning services

for learning and working projects.

Airport Caddy

Axxicom celebrated its fifth anniversary in

2008. That was worth a celebration, and

rolling out the contract with Schiphol

provided added lustre. The quality of the

service remains as important as ever, and

2008 proved successful in that area, too:

very few complaints were received,

especially considering that the division

escorted some 200,000 passengers. That

would not have been possible without the

right training base and a clear description

of the processes. The training programme

has been completely revised and now

covers the necessary training requirement.

Quality

All Axxicom companies were given a

follow-up visit in 2008 and underwent an

external quality review. The entire quality

management system was checked for the

correct introduction and application of ISO

certification at Axxicom Staffing Services,

Axxicom Airport Caddy and Aveant

Thuishulp.

The follow-up visits were successful: all

Axxicom companies have demonstrated

that they meet the requirements of ISO

9001:2000 certification.

Social report of staffing services

Transporting Paralympics competitorsWith so many years of experience behind it, Axxicom Airport Caddy

is of course highly proficient at transporting people with limited

mobility. But on Thursday 18 September 2008 the personnel at

Schiphol had a very special task. That was the day that they

transported the people who

had just competed in the

Paralympics in China. No

fewer than 150 Paralympics

competitors were escorted at

the same time to their arrival

or transfer areas. That called

for careful preparation.

The equipment needed for

each competitor was ascertained in advance. A vital element was

the plan drawn up by Axxicom laying down the order in which the

passengers had to embark in Beijing, and which equipment had

to be loaded and unloaded first. The operation on Thursday

18 September went without a hitch.

Staffing services highlights 2008


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What Masja Bos (right) and Murthel Kensmil like most is the

variety. Project manager Masja looks for that internally, the

partnership with colleagues and Facilicom’s divisions. And

Murthel in all the contact she has each day as a passenger

assistant.

Murthel joined Axxicom Airport Caddy at the end of July 2008.

‘I’d worked at Schiphol before and was hoping to return. That’s

why I responded straight away when I saw this vacancy. There’s

something magical about Schiphol. No two days are the same.

You meet nice and special people here. Most of them are people

who are going on holiday, but there are also times when people

who are travelling alone or who have a mobility restriction get into

a complete panic. They are often older people. Not long ago I

came across a lady who was in floods of tears and wanted to get

a taxi straight back to England! She was feeling completely at a

loss. I started by trying to calm her down and asked if there was

anyone I could contact for her.

She calmed down straight away: all she needed was a bit of

attention. That is a good example of what my working day is like.

I’m given a mobile phone when I arrive every day, which is used

to give me my assignments. Once I’ve finished an assignment, or

if it takes longer than expected, I report that to the scheduling

department.

The jobs range from wheelchair transport to escorting deaf people

or children who are travelling alone.’ Masja listens attentively. She

knows what Murthel means: she oversaw the roll out of Airport

Caddy at Schiphol for Axxicom.

‘That was from 2004 to 2007. It’s good to be back! I was

responsible for the general recruitment matters for Facilicom.

These days I manage the four recruiters who do the recruitment

and selection work for Trigion and Axxicom at the Jobshop office

in Utrecht. I also work with my colleagues on joint PR activities,

such as taking part in trade fairs or joint advertisements. I’m also

involved with labour market communication in partnership with

the Corporate Communication department. Oh, and I’m also the

project manager for Connexys, the recruitment software package.

That makes her smile. ‘It’s a lot, isn’t it? And I only work 3.5 days

a week. I suppose I must be good at delegating!’ Murthel

concludes. ‘I’m in the right place for the time being.

There’s so much variety in the work and Schiphol is so dynamic

that it would be hard to get bored. And I like the fact that our

efforts help people with limited mobility to travel and take

holidays.’ Masja: ‘The same goes for me, too. I’ve been involved

in quite a few start-ups, leaving once everything was on the right

track. I’ve built something up in all sorts of places. Take this

location: at Schiphol we started with thirty people, but now two

hundred are working here!’

Building something that matters

‘We are building something that matters’




Supply market becomes demand market

Breijer remains stable in market downturn

With the renovation of the Raad van State buildings and the start of the construction of the tax office in

Doetinchem, Breijer has managed to land on its feet. These major contracts have made it possible for the

construction and installation company to maintain its turnover levels. There was a fall in revenues, but in a

contracting market that is virtually inevitable.



At the beginning of 2008 all seemed well. But that can change

quickly, especially in the building industry where companies are very

vulnerable to economic change. ‘During the course of 2008 the

supply market was transformed into a demand market, explains

divisional director Tokunbo Westeijn. ‘There was a fall in the number

of orders, clients were hesitant about outsourcing or were simply

unable to put the financing in place. Where just two or three

companies were tendering for contracts at the beginning of the year,

that had risen to seven or eight at the end. That exerts downward

pressure on prices, which will certainly make its effects felt in 2009.’

Renovation and maintenance contracts are also becoming thinner on

the ground. ‘Contractors are looking for work and have started

moving into the areas where Breijer already has a strong presence.’

Strong parent, good image

Despite that, Breijer is doing relatively well. The company is

financially healthy, and still had a well-filled order portfolio at the

beginning of 2009. Tokunbo Weststeijn considers himself lucky that

his company is a division of Facilicom. ‘We have a strong parent

company with a broad range of services. Many construction

companies are facing serious financial difficulties, and that makes

clients hesitant. As a result they look for additional reassurances,

such as a strong parent company.’ Breijer’s strong footing in the

maintenance area has proved very valuable too. ‘A lot of our

turnover is accounted for by maintenance, especially contract

maintenance, and that creates stability. We have a solid foundation

there, and what’s more the demand for this type of long-term

contract is on the up.’ Another strong point is that Breijer has all

disciplines under one roof. ‘The trend towards integral outsourcing is

continuing and we gain a significant competitive edge from the fact

that we are one of the few companies able to carry out the

architectural, electrical and mechanical engineering work ourselves.

That is something that the market recognises. ‘We have a good

image. We are regarded as a professional company that delivers

quality and occupies a leading position. High profile contracts such

as the renovation of the Raad van State and the building of the tax

office in Doetinchem are sure to make that image even better.

Good performance

Many Breijer companies are performing well, despite the uncertainty

created by the economic situation. ‘Brijer Loodgieters (plumbing),

Breijer Schilders (painting) and Breijer Elektrotechniek (electrical

engineering), to name just a few, are achieving good turnover and

profits. Breijer Ventilatietechniek (ventilation technology) is rapidly

expanding, not least because it occupies a leading position in its

sector and has responded well to the interior climate control

problems in residential housing. In 2009 the company will be

following up this success by extending its operational area further

towards the east of the country.’ The new company Breijer

Brandveiligheid (fire safety), in which all specialist fields in that area

are brought together, is benefiting from the government’s increasingly

strict fire prevention requirements. That gives the company the

opportunity to broaden its base. Trigion Beveiligingstechniek (security

technology), which in view of the nature of its work is placed under

Breijer Construction and Installation, is benefiting from the

partnership with other companies and divisions of Trigion, and Breijer

is also managing to make good use of the growing number of

opportunities in the market.

‘The renovation of the Raad van State and the building

of the tax office in Doetinchem are sure to make our image

even better’

Tokunbo (G.T.) Weststeijn, general manager



Improvement in Employee SatisfactionSurveyAn employee satisfaction survey was held

at the end of 2007 among all personnel of

Breijer Construction and Installation. In

2008 the company started working on the

results. One of the points raised was

communication. The company responded

by modifying both the content and the

frequency of the staff journal. There are

more regular columns, on subjects

including quality and safety. Also, the

proposals of new employees have been

given a more prominent position. Another

employee satisfaction survey will be held

in 2009 to verify whether the

improvements have had the desired effect.

Training and developmentBreijer’s training and education effort used

to focus primarily on safety and product

knowledge. In 2008 a new direction was

taken. In the context of talent

management, the company now works

more on the basis of personal

development plans (PDPs) aimed at

development within a position and

promotion to a higher one. The responses

have been good. Employees are clearer

about what to expect and the points in

which they need to develop. A start has

also been made with the further develop -

ment of leadership skills among managers.

The first group of managers has completed

the situational management course, and

was very enthusiastic about it. The

stronger ties between the managers form

an added advantage.

Sickness absence managementIn 2008 Breijer took on a permanent

company doctor who operates

independently of a working conditions

service. The fact that the company doctor

holds surgeries at Breijer’s locations has

sharpened the focus on sickness absence.

Also, there is now more interaction

between managers, the Personnel

department, sick employees and the

company doctor. The policy is providing

successful: sickness absence has once

again decreased. From 5.5 per cent in

2006 and 5.4 in 2007, it fell to 4.8 per cent

in the year under review.

Personnel policyAs in 2007, the priority was to recruit and

retain good and motivated people. In this

time of shortages on the labour market,

that was not always easy. Despite that, we

succeeded in taking on more people than

in 2007. The same labour market shortage

also made it difficult to keep the back

door closed: it was very tempting for

employees to accept another job.

Fortunately, some of the employees came

back after a few months, some of them

after just a week. It seems that the grass

was not greener on the other side of the

fence after all.


Social report on construction and installation activities

Fire safetyDuring the year under review Breijer brought

together the fire safety specialists of Breijer

Brandpreventie (fire prevention) and Trigion

Beveiligingstechniek (security technology)

under a new name: Breijer Brandveiligheid

(fire safety). The new company has the

people, the knowledge and the means to

attend to all its clients’ fire prevention

requirements, leaving them to focus on their

core business. Breijer Brandveiligheid

formulates the package of requirements,

speaks to consultancies, the fire brigade,

insurance company and inspection offices,

supplies and installs all of the fire safety

equipment, arranges for the systems to be

expected upon delivery and certifies,

maintenances, tests and manages them.

Top level maintenanceBreijer was already carrying out some of the maintenance at Dutch Air Traffic Control (LVNL).

But LVNL wanted to place all of the maintenance with a single company, and put out a

European tender for seven applicants. Breijer Technisch Beheer (technical management) was

awarded the contract and is now carrying out the maintenance on the sanitation fittings and

all machinery and fire prevention and security installations at the Schiphol and Rotterdam

locations. The reliability and availability of the systems can be literally a matter of life and

death here, which is why Breijer works in conformity with NEN 2767, the latest and strictest

maintenance standard. LVNL is very satisfied with the quality of the service.

Construction and installation sector highlights 2008

Heavenly painting jobBreijer Contractonderhoud (contract maintenance) has signed a performance contract with the

Municipality of Wassenaar for all the architectural, electrical and mechanical engineering

maintenance for fifty buildings. As part of this contract the company was given a very special

assignment in 2008: the painting of an angel. The Victoriabeeld is in the garden of the palace

once owned by Prince Frederik, and which is now a town hall. The Princess Garden is a favourite

for wedding photos and the Victoriabeeld forms a fine backdrop. It therefore has to be kept in tip

top condition. This heavenly painting job was completed by employees of Breijer Schilders.


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One of them is hardly ever indoors, the other divides his work

between the office and the field. Ron Verger (chief engineer,

left) and Ton van Wijngaarden (project manager) of Breijer

Elektrotechniek tackle projects jointly in the project teams

formed for each new project.

Ron: ‘We joined Breijer at about the same time, about three years

back. Our first job was the Koninklijke Bibliotheek (Royal Library)

in The Hague.’ Ton: ‘A project team is set up for each assignment.

As well as me, a team comprises the chief engineer, an engineer

who designs the system and planning officer who draws up the

plans and monitors the stream of materials. In some cases we

spend six months or longer make preparations for a project. After

that the foremen are brought into the project. Once the work

actually starts, I concern myself mainly with financial control,

holding progress meetings with the principal and managing the

project team. Ron is responsible for implementation from the word

go, and is not generally in contact with the principal.’ Ron: ‘I

moved to Breijer because I like the challenge of contributing to a

company’s growth. I also enjoy directing what goes on in the field.

That’s the best part of my job.’ Ton responds: ‘I think the hardest

part of your job is getting the engineers to make the system in

such a way that the client, Breijer and you are satisfied, without

having any tools in your own hands. ‘And then there’s the time

factor. I have to make sure that everything gets done on time,’

adds Ron. ‘Otherwise there’s a problem.’

Ton’s challenge is to arrange responsibilities in the project team in

such a way that the project runs itself. ‘Of course if the project

team isn’t performing well I’ve got a lot of work on my hands, as I

bear final responsibility for the financial side. But fortunately I

work with a good team, which means that I can usually get home

for dinner every day, as it were. I direct the big picture, and leave

the details to the team. Ron is just the right person for details:

‘Perish the thought of being a project manager, give me the

engineering side any day. But there’s more to a successful

project: you have to get on with the people you work with. If my

engineers get it wrong, it’s impossible to bring the project to a

successful conclusion.’ Ton: ‘I represent Breijer in respect of the

client, but I always try to involve the client in the implementation

side for specific issues. That’s easier said than done: it shares the

responsibility and makes it possible to solve problems straight

away.’

Each project, large or small, presents a challenge

‘Working at Facilicom means being able to offer your clients a total package’





Major orders with Vopak, 3M and ESA ESTEC

Facilicom Facility Solutions gains outstanding results

Facilicom Facility Solutions once again achieved outstanding results in 2008. The company has invested substantially

in the organisation, which made it possible to achieve growth without any difficulties. The recession does not appear

to have thrown a spanner in the works: these uncertain times are speeding up the decisions of many companies to

outsource more tasks and to do so more smartly. The division believes that its turnover in multiservices and integrated

facility management could treble within a few years.



‘I expect the turnover in integrated facility management to

double within a few years. With this service we grew by about

50 per cent both last year and this’

Rogier (R.M.G.) Verbeek, general manager


The growth in the number of employees is telling: in barely two years

the staffing establishment of Facilicom Facility Solutions has more

than doubled to 70 employees in March 2009, and there are still a

number of vacancies. The division is growing so rapidly that it has

now filled new positions in the areas of procurement, IT

management and Personnel & Organisation. ‘We have now reached

maturity as an organisation, and plan to focus more sharply on those

areas,’ explains general manager Rogier Verbeek. ‘Our division is

highly successful. The market is developing entirely to our

advantage. There is a growing demand for multiservices and

integrated facility management. The recession does not seem to

have adversely affected that, on the contrary: it seems that

companies are seeing the benefits of outsourcing more and doing so

more smartly so that they are free to concentrate on their core

business.’

Major contracts

In 2008 Facilicom Facility Solutions once again secured many

orders, including major contracts with Vopak, 3M and ESA ESTEC.

‘This is the first time that these companies have placed so many

facilities under a single contract. It is notable that leading companies

such as these are embracing outsourcing, that’s something that the

market pays attention to.’ But the division is not pitching solely for

major contracts such as these. ‘Absolutely not. We stand out from

other providers by also having many small and medium

assignments. That spreads the risks more safely, we are able to offer

good national cover and we can invest more in developing tools. It is

also good for the internal organisation: employees can move on to

larger or more complex assignments. That reduces the staff turnover

to virtually nil; the work stays interesting for people. And that is of

course in the best interests of our division and Facilicom as a whole:

that way we retain knowledge and experience and continue to

extend our expertise.’

Continuing to build

The division is continuing to build. In 2008 a project manager was

appointed specifically to concentrate on the healthcare sector.

‘We see a lot of potential in healthcare. Institutions have to increase

their efficiency, and that is something we can help with as a supplier

of facility services.’ The division therefore looks to the future with

confidence. ‘I expect the turnover in integrated facility management

to double within a few years. With this service we grew by about 50

per cent both last year and this. If that trend continues, and I see no

sign of it tailing off, an estimated 15 per cent of the group turnover

will be accounted for by integrated services by 2012.



Personnel

The strong growth has led to the addition

of many new employees in the division,

ranging from staff assistants, facility

coordinators and sales staff to project

managers and consultants. A lot of

attention has been paid to inducting and

introducing these new employees within

the organisation. The division has

recruited its own recruiter in anticipation of

its continued growth. That has created a

firm link between the arrival of new

employees and the development of the

organisation.

Training Courses

All project managers and a number of

managers with an operational position

qualified for Prince2 in 2008. That

certification supports the quality of the

service and leads to a uniform, tried and

tested working method. Also, various

employees have successfully completed

training courses. The courses included

modules from Facilicom’s talent

management programme and highly

specific individual courses.

Knowledge management

In 2008 the Expertise Centre was fully up

and running. The NEN 2478-compliant

Facilicom knowledge database has been

extended with extremely valuable

information. The Expertise Teams have

continued to develop themselves and their

colleagues in their knowledge areas by

gaining knowledge and putting it into

practice. In 2008 we once again

successfully organised various internal

and external meetings in the context of

developing and sharing knowledge.

Quality

In 2008 the operational management of

Facilicom Facility Solutions was audited

according to the ISO 9001:2000 standard.

The certificate was not only renewed, but

was also extended with certification of the

operational management of the concepts

Facility Estate Management and

Multiservices. The operations in the areas

of project management, interim

management and consultancy will be

certified under this quality standard in

2009 as well. That will guarantee the

quality of the entire division’s operational

management.

Social report on consultancy and main contracting activities

Space travelWith more than 100 Facilicom employees and a number of subcontractors, Facilicom Facility

Solutions has been implementing all general services for ESA ESTEC in Noordwijk since 1

June 2008. 2,500 employees are thus contributing to Europe’s pursuit of its space travel

ambitions. Facilicom attends to the integrated implementation of cleaning services, reception

tasks, post room services, waste processing and the organisation of internal relocations.

Facilicom even provides the sports coordinators for the sport and recreation centre.

Facility management highlights 2008

The FFS 70Facilicom Facility Solutions is growing fast.

And the more contracts the division

secures, the more people it needs to fulfil

them. In 2007 the division was already

proud to report that its staffing

establishment had grown from 30 to 42, but

that has now risen to 70. That is reason

enough to continue extending the

organisation. Positions have been filled in

the areas of procurement, IT management

and Personnel & Organisation.


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Joris van Sluis (left) is site manager for Facilicom Facility

Solutions, Jeroen Leevendig holds the position of information

manager at the head office. Although they have completely

different duties, they are of one mind about the essence of

their work: ‘We give people less to worry about.’

Information manager Jeroen Leevendig also visits clients at times,

he explains. ‘I help with implementations for new clients, in some

cases by giving workshops. But I also spend a lot of time at the

office. As information manager I advise the divisions on how to

make the most of the IT facilities. I don’t deal with matters like a

new printer, but make sure that the right management information

is provided. I started this job with the idea that I would be able to

combine my studies in facility services with my work experience in

IT. Things have turned out differently in practice. I move more in a

field of tension between the short term, which is where Facilicom

is very strong, and IT, which has a somewhat longer time horizon.

That fast-changing setting suits me fine, and I also like the fact

that my job covers many IT roles. I set out to break the pattern of

the IT professional who concentrates solely on technology: I want

to stay close to the business.’ Joris van Sluis works at Facilicom

Facility Solutions and is site manager at ESA ESTEC in Noordwijk.

‘Facilicom has concluded a multiservice contract here. The

contract covers the cleaning of the building, telephony, the facility

helpdesk, reception, the post room, internal relocations,

procurement and audio-visual support. It is possible that catering

will be added to that in the second half of 2009. I’ve been working

there since the contract was signed, and have played a truly

pioneering role. ESA ESTEC is a unique client, with a dynamic

entirely of its own. Not that the rockets are kept in the yard, but

still, it’s an international setting. The Netherlands has gifted the

land to the EU. The forty hectares of territory accommodate 2,500

people of various nationalities. Highly qualified people and

specialists in their professions. That has an impact on your work.’

Joris: ‘Multiservice contracts form the spearhead of the company.

More and more are arriving, and it is becoming increasingly likely

for them to be executed entirely by our own companies. That

makes Facilicom unique.’ Jeroen: ‘And they are often large clients

with complex and multifaceted assignments. We recently started

work for a large cigarette manufacturer: in a single year we had

processed 7,500 reports for all sorts of facility service areas.

That’s quite something.’ Joris adds that he might seem more

visible than Jeroen, but that that isn‘t always an advantage. ‘After

all, we perform our ‘facility miracles’ behind the scenes. What

could be better than a client who suddenly realises that

everything is going well? That is what our work is all about.’

Jeroen: That’s what we mean when we say that we give our

clients less to worry about.’

Facilicom gives people less to worry about

‘There is nothing better than a client who suddenly realises that everything is going well’




Company line in buffet cabinets and cooled buffets

A good year for Tapwacht

Tapwacht celebrated its 25th anniversary with a party that made the

press when a Belgian professor mentioned in his speech that he

would rather drink his beer in the Netherlands because the tapping

equipment and pipelines are so well cleaned here. And that is largely

down to Tapwacht, which has completely dominated the market in

this area for a quarter of a century. There were plenty of other

reasons for Tapwacht to celebrate its 25th anniversary: the company

is doing very well. Company director André Gosens: ‘Turnover in the

cleaning of tapping equipment remained stable, but that should be

regarded as good news in a market that has been contracting for

years.

Also, we are continuing to look for additional work for Tapwacht

employees, such as servicing the Doqo, which people can use to

charge their mobile phones. That is proving especially attractive to

young people, and the importer is anticipating substantial growth.’

The Tapwacht personnel are ideally positioned to service these units.

‘They arrive with their vehicles and equipment at the right locations

anyway, usually in city centres.’

Successes of Tapwacht Techniek

Tapwacht Techniek is making an excellent job of compensating for

the foreseen decline in cleaning activities. ‘In 2008 we became the

permanent partner of Vrumona, a division of the Heineken group, for

the installation of post-mix systems. Those are the systems that

catering entrepreneurs use to make sodas at their locations, such as

Pepsi Cola, 7UP, Sisi and many other brands.’ The company’s own

line in buffet cabinets and refrigeration buffets, which Tapwacht

launched in the year under review, has proved to be immediately

successful. ‘Private entrepreneurs in the catering sector are very

interested in these products because they are competitive.’ They can

view the entire range online, as Tapwacht has set up a special

webshop for these products. ‘InBev, one of the Netherlands’ biggest

brewers, is now having some of its cafes equipped with Tapwacht’s

buffet furniture, which straight away gives us a great reference.’ By

appointing its own sales manager, something new for the Tapwacht

organisation, the company is hoping to further encourage the

purchase and installation of tapping equipment, buffet cabinets and

refrigerated buffets.

Tapwacht Service and Tapwacht Techniek can look back on a good year. Turnover in the cleaning of tapping

equipment remained stable in a contracting market, while Tapwacht Techniek opened up new inroads with

increasing success. In 2008 Vrumona and InBev chose Tapwacht as their permanent partner for the installation

of post-mix systems and the supply of buffet furniture.

‘One of the Netherlands’ biggest brewers is now having some

of its cafes equipped with Tapwacht’s buffet furniture, which

straight away gives us a great reference’

André (C.A.) Gosens, company director



Anniversary party

Tapwacht celebrated its 25th anniversary

with a party for its employees and their

partners and children at the Eftelinghotel.

When they arrived the spotlight was

turned on the eleven employees who have

been with Tapwacht since its inception.

After an overnight stay and a hearty

breakfast, the next item on the agenda

was a visit to the Efteling. The party was

greatly enjoyed by all.

Pay rise

The primary and secondary employment

conditions for Tapwacht personnel were

greatly improved on 1 January 2008. The

basic salary was increased, and the main

remuneration rate was raised too. That

resulted in an average overall pay rise of 8

per cent. Agreement was also reached on

a bonus scheme. Tapwacht staff and

technicians can also earn commissions for

introducing contracts for Tapwacht

Techniek.

Older employees

The maximum number of senior employee

days has been placed in proportion to the

number of days’ holiday for a younger

Tapwacht employee. In view of the

increasing number of older employees, the

Volkswagen Caddy was chosen in 2008 as

the standard vehicle for Tapwacht staff for

working conditions and safety reasons.

Quality

Various Tapwacht Service employees were

once again tested for their knowledge and

skills in 2008, and given refresher training

on return days. Two Tapwacht Techniek

employees followed the Practical Training

course in 2008, which provides new

employees with even better guidance

during their induction period. All

procedures at Tapwacht Service were

recalibrated, as a result of which the ISO

certification of this company division was

once again renewed.

Sickness absence

Sickness absence rose in 2008 to 5.46,

which places it above the 5% target. The

sickness absence policy has been

tightened up to lower the percentage in

2009 to the Facilicom target of 4 per cent.

Social report of the horeca services

Horeca services


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52 Facilicom Services Group | 2008 Annual Report

A safe evening out

Trigion’s Special Investigation Officers also help to keep the peace in

many entertainment districts

Guaranteed beer pulling quality

Tapwacht Service and Tapwacht Techniek see to it that more than 10,000 catering

facilities throughout the Netherlands can pull perfect beers every day


General and social annual report on international activities

International activities




New opportunities in 2009

All Belgian activities have grown

The cleaning business expanded by 8.3 per cent, not least because

the company succeeded in securing a contract in the healthcare

sector. Prorest achieved growth of 12.3 per cent. General manager

Alain Vandenbrande: ‘That can be attributed mainly to the increase in

the number of contracts in the regular company catering area.

Prorest Healthcare got into its stride and is looking forward to the

time at which major public health institutions finally start to outsource

all of their catering requirements.

Temporary employment agency Axxicom managed to add a number

of new external clients to its portfolio in 2008. But the recession is

also reducing the demand for flexible personnel in Belgium. ‘For that

reason, there is now a rule that other divisions of Facilicom Belgium

have to use our own temporary employment agency for temporary

staff. That way we keep turnover and profits in our own company.’

That led in 2008 to a doubling of the – albeit modest – turnover of

Axxicom.

More multiservices

Axxicom Airport Caddy did extremely well. ‘We’re doing our job at

Zaventem airport so well that people are queuing up to make use of

our services. In 2008 that resulted in growth of 49 per cent, but that

growth will not continue. Turnover and profits will be affected by the

airport’s decision to limit the services to passengers who actually

have limited mobility.

Facilicom Facility Solutions achieved substantial growth. This

company division is still obtaining a large proportion of its turnover

from managing facility projects, but the share of multiservices is on

the up. ‘We believe that the recession presents good opportunities

for us. Outsourcing several services together is more efficient: it’s as

simple as that. Added to that is the fact that we are different from

other consultants: we provide all the services under our own

management. That means that we make profit on profit, so that we

can offer clients a better rate.’

A constructive approach to clients

Prices in the cleaning sector are facing downward pressure. ‘The

market had already been difficult in Belgium for some time, and the

crisis has made that worse. There are fellow-companies working at

cost price in order to maintain their turnover levels. In 2009 it will be

a very difficult balancing act to maintain the margin whilst also

Turnover in Belgium rose in 2008 by 10.4 percent, with profits remaining virtually unchanged. All activities grew,

some substantially. The effects of the recession were barely perceivable in 2008, but that will change in 2009.

Despite that, there are opportunities for Belgium.

‘We’re doing our job at Zaventem airport so well that people are

queuing up to make use of our services. In 2008 that resulted in

growth of 49 per cent’

Alain (A.V.) Vandenbrande, general manager Belgium



Training Courses

In the year under review the cleaning

company’s new employees were again

shown the ropes on the basis of the Gom

introduction instruction course. Seventy

employees were given the opportunity to

enhance their skills by following the

professional cleaning course. The

introductory programmes are used to

familiarise office workers with their tasks,

their department and the company.

The individual training requirements of all

current employees were established on

the basis of performance interviews. A

total of 190 of them received further

training. There was a wide variety of

courses, such as coaching management,

the ‘On the road to success’ course, cost

accounting and other individual courses

targeting professional areas. Employees

were also given the opportunity to follow

courses on languages, software packages,

marketing and sales, sales techniques and

labour law.

Recruitment and selection

Forty-four new office workers were

recruited in 2008. Because of the

continuing shortages on the labour

market, many recruitment channels had to

be used to achieve that. The close

partnership with public bodies was further

extended for the recruitment of

operational staff. Axxicom is being used

more and more for staff recruitment.

Social consultation

Elections for the employee representation

bodies were held in Belgium during 2008.

This was the first time for Prorest and

Facilicom Facility Solutions. All of the

newly elected bodies took up their duties

in June.

At Gom the elections for the Works

Council and the Committee for prevention

and protection were concluded with an

agreement on a collective bargaining

agreement for operational staff.

Social report for Belgium


2,500

2,000

1,500

1,000

500

0

2004 2005 2006 2007 2008


9

8

7

6

5

4

3

2

1

0

2004 2005 2006 2007 2008

International activities: Belgium

keeping the quality at the required level. The forecast made in

October 2008 is no longer realistic. ‘We will be more than satisfied if

we can consolidate the turnover and succeed in maintaining profits

at the required level. But that will not be easy. We have to be realistic

in these difficult times.’ Alain Vandenbrande wants to raise the

company’s profile. ‘We have to let the market know that we are a

total provider and specialists in facility services, and that we can take

a more constructive approach than most to achieving economies.

Savings might cost turnover for each client, but they could also yield

us new contracts.’



‘We succeeded in 2008 in introducing the tried-and-tested

Gom concept at all of the premises that we clean’

Walter (W.P.J.M.) Schellekens, general manager France

In 2008 Gom made sterling efforts to introduce the Gom method in

all areas. Walter Schellekens, general manager France: ‘We

succeeded in 2008 in introducing the tried-and-tested Gom concept

at all of the premises that we clean. It isn’t easy, but an intensive,

daily check from management to board level has demonstrated that

it is possible. That resulted in increased profits last year.’ At the

same time, a close look was taken at the indirect costs. ‘That led to

an increased result in 2008.

It’s true that these aren’t a match for the impressive percentages

achieved by our colleagues in the Netherlands, but we are proud to

have increased the result by 50 per cent.’

Security

It looked as though security would also have a good year, achieving

at least a break-even in 2008. ‘Unfortunately the credit crisis threw a

spanner in the works. The fact that we were entering a recession

had an immediate impact on our security branch in the final months

of the year.’ The good news is that the French division managed to

retain its biggest security client, Tour Main Montparnasse. ‘A healthy

relationship with this client made it possible even to raise our

turnover, and Gom Multiservices also gained. That gives us

confidence that we will meet the 2009 targets despite everything.’

Airport Caddy

In July 2008 Axxicom Airport Caddy started transporting passengers

with limited mobility in France too. The client is Charles de Gaulle

airport, which transported no fewer than 61 million passengers in

2008. ‘There were some problems with the start-up operation, not

least because we had to start in the middle of the busy summer

season. Unfortunately that led to a substantial start-up loss, which

had an adverse effect on the whole of the division. We have since

clearly identified the problems, and the management is working on

getting everything as it should be.’

Management trainees

The French division started a programme for management trainees

last year. ‘We believe that it is important to give management talent

a chance and to provide intensive guidance in France, too.

Gom methods also catch on in France

France makes progress slowly but surely

In France the cleaning operations account for more than 80 per cent of turnover. For that reason there is much to

gain by improving the efficiency of this activity in order to increase profits. Unfortunately, the security activities

were immediately affected by the recession in the last quarter of 2008, and the launch of Axxicom Airport Caddy

involved substantial start-up losses.



Social report for France

Management trainees

Last year a start was also made in France

with a trainee programme. This is a new

way of identifying and guiding young

talent within our organisation. The initial

cautious approach to employing young

people in the line organisation has been

transformed into a true success story. The

management appreciates the extra help

and has quickly discovered the benefits of

this programme.

People with disabilities

Facilicom France managed to pull off a

difficult feat in 2008: more than 6 per cent

of the company’s employees are now

people with a disability, which makes it

one of the few companies in France that is

meeting this statutory requirement. The

standard was met by also holding an

intensive campaign among current

employees asking them to reveal any

disabilities they had, naturally with

guarantees that there would be no

implications for their appointment.

Approaching these people correctly and

then providing them with support made

this campaign successful and even led to

the standard being exceeded.

Older employees

In 2008 agreement was reached with the

social partners to promote the

development of jobs and competencies.

This statutory framework includes specific

spearhead policies, such as the

appointment of older employees.

International activities: France

The success of the trainee programme is clear from the international

partnership it has led to. Trainees from the Netherlands and France

work together on projects across national borders. We are paying a

lot of attention to this group, and hope to add a second class of

young talent in 2009.’

Outlook

All in all, Walter Schellekens is fairly optimistic about 2009. ‘The

economic crisis will of course make it a difficult year. But we are

closely monitoring the situation at the three divisions and at

Facilicom France. And it’s possible that things won’t turn out too

badly for us, since we have already been forced to tighten our belts

in recent years.’


5,000

4,000

3,000

2,000

1,000

0

2004 2005 2006 2007 2008



Facilicom Cleaning Services faced a disproportionate number of re-

tenders in 2008. ‘Unfortunately, many of our contracts are put out to

tender in the same year,’ explains general manager Jan Hein Hemke.

The timing could not have been worse. ‘The credit crisis had a

severe impact in this area, not least because London is one of the

world’s financial centres. That resulted in our losing some contracts

and having to reduce our margins for others.’ As a result of this

situation, the cleaning company has had to cut its costs. ‘And that

has even led to compulsory redundancies, which is highly unusual

for Facilicom. Despite that, the company is looking ahead. ‘We are

still planning a strategic takeover in the north of the country in order

to improve our coverage.’ The company will also be positioning itself

differently in the labour market. ‘When recruiting new managers we’ll

be focusing more on true managerial abilities and less on experience

in the cleaning sector. That gives us the advantage that we will no

longer be drawing from the same pool as the other cleaning

companies. But it also means that we will have managers who are

better at directing and working with the employees and who can

empathise with clients at a different level.’

Biggest contract

The security branch did a lot better in 2008. ‘We managed to secure

the biggest security contract up to now, for Canary Wharf

Contractors. Canary Wharf is London’s main commercial district. The

whole area, which is in fact a city within a city, is owned by a single

investment company. Canary Wharf Contractors carries out virtually

all of the building work, including the office buildings, train stations,

shopping centres, sports facilities, restaurants, and so on. We are

now providing security for the many building sites.’ The security

company was awarded the contract for its ability to deploy people

flexibly. ‘This is a highly prestigious client, which gives us a superb

reference. It also means that we now have a prominent presence at

England’s biggest office location, so who knows what that could

lead to.’ And there is more good news: in the year under review the

company put the new control room into operation. ‘That is a great

help. Having this control room and being able to show clients what it

can do is helping us to secure new contracts.’ Last but not least, the

company put all of its employees in a new uniform last year.

‘We now have two different uniforms. One that is suitable for security

Major security contract for Canary Wharf

A year of ups and downs in England

The English cleaning company had a difficult year in 2008, whereas the security branch managed to achieve

healthy growth. A high point arrived when the security company managed to secure the contract to provide

security at building sites at Canary Wharf. That is a highly prestigious location, and represents Facilicom England’s

biggest security contract to date.

‘We are still planning a strategic takeover in the north of the

country in order to improve our coverage’

Jan Hein (J.H.) Hemke, general manager United Kingdom


59

Training

All new employees of the cleaning division

followed the ‘Facilicom Introduction

Instruction’ that was introduced in 2007.

Following on from that, a lot of work was

done on training employees in professional

cleaning (BICS levels 1 and 2). To lower

the threshold, most of the training sessions

were held at the cleaning locations, and

that proved successful: participation in the

training course rose sharply.

The security division now employs its own

trainer, which means that it is no longer

necessary to engage external companies

to train personnel for the necessary

qualifications. All of the first aid and risk

assessment courses are now given

internally, too. Since existing training

courses for security mangers are few and

far between and are not of the highest

quality, a start was made in 2008 with

developing these courses under our own

management. All of the security

company’s installation engineers have

completed a course that qualifies them to

work at building sites.

Employee satisfaction

Staff turnover at the security division was

higher than average in 2007. An analysis

revealed that employees did not feel

involved in the organisation. For that

reason a campaign was set up to

convince security personnel that they are

considered important and are appreciated.

Important steps were taken in the form of

have your say cards, an open forum

meeting every quarter at the locations,

and an organisational change that

facilitates more personal contact with the

security staff. Staff turnover fell in 2008

from 33 to 15 per cent, which is under the

market average.

Environment

Facilicom England has made a start with

having the entire company certified for

ISO 14001. This involves not only the

introduction of procedures and the

production of manuals, but also the

development of initiatives to reduce the

organisation’s impact on the environment.

The first important step in that direction is

that all mobile security officers of

Facilicom England switched in 2007 and

2008 to hybrid vehicles.

personnel operating at industrial locations, and another that presents

a more appropriate image in the service sector, for instance. The

corporate identity remains the same, but the uniform is now a better

fit for the various activities, and that has gone down well with

employees and clients alike.’

2008 Annual Report | Facilicom Services Group


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1,600

1,400

1,200

1, 000

800

600

400

200

0

2004 2005 2006 2007 2008

Social report for England

International activities: United Kingdom



Every building clean

Gom’s cleaners clean all buildings: offices, industrial

companies, shopping centres, hospitals, institutions,

schools, colleges and universities

Everything maintained to perfection

Breijer not only maintains buildings and systems, but also gardens,

grounds and infrastructure



Financial report




Consolidated balance sheet (before profit appropriation)

x EUR 1,000 31 December 2008 31 December 2007

Assets

Fixed assetsIntangible fixed assets – –

Tangible fixed assets 81,104 71,526

Financial fixed assets 3,991 2,208

85,095 73,734

Current assetsStocks 4,316 3,792

Trade receivables 178,564 167,260

Other receivables, prepayments and accrued income 15,008 8,197

Liquid assets 70,163 74,300

268,051 253,549

353,146 327,283




Liabilities

Group equity 153,134 131,156

ProvisionsPensions 1,732 391

Taxation 1,913 1,957

Miscellaneous 421 513

4,066 2,861

Long-term liabilities – 15,000

Current liabilitiesRepayment obligations – 2,000

Debts to suppliers 38,187 35,559

Debts in respect of taxes

and social security premiums 65,717 56,710

Other creditors, accruals and deferred income 92,042 83,997

195,946 178,266

353,146 327,283



Consolidated profit and loss account

x EUR 1,000 2008 2007

Operating income 1,000,986 890,458

Operating expensesCosts of materials 75,254 80,356

Outsourced work and other external costs 153,219 128,248

Staff costs 658,528 578,469

Depreciation of tangible fixed assets 13,825 7,312

Other operating expenses 53,746 47,189

954,572 841,574

Operating result 46,414 48,884

Financial income and expensesInterest income and similar income 2,359 1,931

Interest charges and similar charges 182 920

2,177 1,011

Result from ordinary activities before taxation 48,591 49,895

Taxation 13,102 12,665

35,489 37,230

Result from participating interests 376 367

Profit after taxation 35,865 37,597

Share of third-parties -1,227 -1,429

Net profit 34,638 36,168



Consolidated cash flow statement

x EUR 1,000 2008 2007

Cash flow from operational activities:Operating result 46,414 48,884

Depreciation of fixed assets 13,857 11,121

60,271 60,005

Changes in operating capital:

Trade receivables -9,244 -10,220

Stocks -524 4,357

Other receivables, prepayments and accrued income -5,726 6,488

Current liabilities 13,312 9,702

-2,182 10,327

58,089 70,332

Financial results and taxes

Interest income and similar income 2,359 1,931

Interest charges and similar charges -182 -920

Dividends received 373 419

Profits tax -13,102 -12,665

Movement in provisions 1,205 -2,305

-9,347 -13,540

Cash flow from operational activities 48,742 56,792

Cash flow from investmentsAcquisitions of group companies -11,025 -1,032

Investments in financial fixed assets -1,780 324

Investments in tangible fixed assets -23,130 -21,729

Divestments of tangible fixed assets 1,584 1,870

-34,351 -20,567

14,391 36,225

Cash flow from financing activitiesPaid dividend -2,500 -3,600

Loan repayment -15,000 -4,236

-17,500 -7,836

Net cash flow -3,109 28,389

Liquid assets received upon

Acquisition of group companies 40 –

Price and conversion differences -1,068 -765

Movement in cash at bank and in hand -4,137 27,624



Accounting principles

The annual accounts are prepared on the basis of historical costs in

accordance with the Dutch Civil Code, Book 2, Title 9.

Consolidation principles

The consolidation includes the financial data of Facilicom Services

Group N.V. and those participating interests in which it directly or

indirectly holds more than 50% of the share capital and of which it

has effective control.

The consolidation is based on the accounting principles of the

parent company for balance sheet valuation and the determination

of the result.

The results of acquired companies are included in the consolidated

profit and loss account from the time that they become part of the

group. The main deliveries of goods and services provided between

group companies have been eliminated from both the turnover and

the other figures in the profit and loss account. Pursuant to the

Annual Reporting Guidelines, related parties of which Facilicom

Services Group has predominant control are also included. The

company Facilicom Bedrijfsgebouwen B.V. is legally not directly

affiliated with the group. Facilicom Services Group can however

exert predominant control and has issued a loan to finance the

tangible fixed assets rented by the group. The company’s operating

activities chiefly entail the letting of property to the group.

Foreign currency

Assets and liabilities in foreign currency are converted at exchange

rates on the balance sheet date. The profit and loss accounts of

subsidiaries that do not use the euro as their currency are

converted at exchange rates on the balance sheet date. Exchange

rate differences are charged or credited to other reserves.

Principles for the valuation of assets and liabilities

Intangible fixed assets

Goodwill represents the difference between the acquisition price

and the net asset value of the acquired subsidiary or participation at

the time of acquisition. The fee paid in connection with asset and

liability transactions that cannot be attributed to individual assets is

also classified as goodwill. Goodwill purchased is charged in full to

shareholders’ equity.

Tangible fixed assets

Tangible fixed assets are stated at historical cost, less straight-line

depreciation calculated on this basis.

Financial fixed assets

Participating interests are stated at cost or net asset value. This is

calculated on the basis of accounting policies that apply to the

whole group.

In the absence of statement to the contrary, receivables are stated

at face value or the nominal tax rate, less provisions for bad debt

where appropriate.

Stocks

The stocks of materials and goods for resale are stated at the lower

of cost and market value. The valuation of stocks takes account of

a risk of obsolescence. Positive results on work in progress

commissioned by third parties are regarded as having been realised

pro rata to the current activity position; expected losses are

immediately taken into account in the profit and loss account as an

expense item.

Receivables

Receivables are stated at face value, less provisions for

obsolescence where appropriate.

Liquid assets

Liquid assets are stated at face value. Unless stated to the contrary,

these assets are readily available.

Provisions

The provision for pensions is based on actuarial calculations.

The provision for taxes pertains to tax liabilities arising in the future

due to differences between the valuation of certain assets and

liabilities for commercial and tax purposes. These liabilities are

calculated on the basis of the tax rate at the balance sheet date.

The other provisions are formed for risks relating to business operations.

Debts

The long and short-term liabilities are stared at face value.

Accounting principles for the determinationof the result

Operating income

The operating income included in the profit and loss account is the

income originating from goods and services supplied to third-parties

less any discounts granted to customers. Invoiced turnover on

current projects is taken into account as turnover to the extent that

it can be regarded as realised taking into consideration the current

activity position.

Depreciation charges tangible fixed assets

The depreciation charges on tangible fixed assets stated in the

profit and loss account are calculated on the basis of a fixed

percentage of the cost price.

Financial income and expenses

Interest income and interest expenses relate to the interest received

from or paid to third parties.

Notes to the annual accounts



Taxes on the operating result

Corporation tax is calculated on the commercial result before tax,

subject to tax allowances and non-deductible costs for tax

purposes. The difference between the tax on the result according to

the profit and loss account and the tax on the taxable result is

debited or credited to the appropriate provision for taxes.

Cash flow statement

The cash flow statement is prepared using the indirect method for

which the operating result according to the profit and loss account

forms a basis for restating the changes in liquid assets. The financial

implications of group company acquisitions are reflected in the item

acquisitions of group companies.

Staff remuneration

Pension scheme

Most of the pensions of the group’s employees in the Netherlands

and abroad are administered by industry-sector pension funds.

Implementation agreements have been made at central level with

the industry pension funds in which the employer cannot be

compelled to make good any deficits other than possibly by way of

higher premiums in the future. At the time of drawing up the annual

accounts, the information concerning the funding ratio and the

recovery plans, which should have been submitted to De

Nederlandsche Bank by 1 April 2009, had not been received from a

number of funds.

The funding ratio for the industry pension fund for the Cleaning,

Security, Catering and Temporary Employment sectors has turned

out not to be entirely in line with the criteria set by De

Nederlandsche Bank. The formation of recovery plans does not

have a direct impact on the employer’s contribution. For companies

not subject to a sectoral scheme, the pension is implemented by a

life insurance company based on a Collective Defined Contribution

scheme, in which during the contractual period with Nationale

Nederlanden the group cannot be required to make good any

deficits.

All of the abovementioned schemes qualify as defined contribution

schemes in which the pension contributions paid are included in the

profit and loss account as a charge.

Special anniversary policy

With reference to the social annual report, Facilicom pursues a

special anniversary policy to single out employees with a long term

of service to their name by celebrating the occasion and awarding a

bonus to show appreciation.

The amounts involved do not substantially affect the presentation of

the annual accounts and therefore the annual accounts do not

contain a provision for this. The special anniversary costs are

charged to the profit and loss account in the year of expenditure.

Related parties

In addition to its shareholding, Facilicom Services Group has a

business relationship with most of its participating interests.

This also applies to these companies in relation to each other, as

services and/or products are purchased from the companies in

question. These business relationships are always based on

(contractual) arrangements for which commercial conditions have

been agreed.

The company Facilicom Bedrijfsgebouwen B.V. owns much of the

real estate in use in the Netherlands on behalf of Facilicom Services

Group and leases this property to the group. The leases are

concluded under commercial terms and conditions. The policy of

the company is also determined by the Management Board of

Facilicom Services Group. Therefore, the company has been

included in the consolidation base.

The business activities of Aveant Thuishulp B.V. are strongly related

to the shareholders, where Facilicom carries out the management

and is responsible for the execution, while Stichting Aveant is the

only purchaser of the services provided to the Municipality of

Utrecht. In 2008 the services accounted for EUR 6.7 million.

The pricing is formed on market terms.

Auditor’s fees

In accordance with article 2:382a of the Dutch Civil Code, the

independent footing of the audit organisations involved in the audit

of the annual accounts is demonstrated. Of the amounts charged,

the audit of the annual accounts and other auditing tasks

accounted for 74% and 9% respective, taxation 8% and other

services not related to audit services 9%.



Notes to the consolidated balance sheet

Intangible fixed assets (x EUR 1,000) 2008 2007

GoodwillBalance at the beginning of the financial year – –

Acquisitions 10,256 1,032

Charge against group equity -10,256 -1,032

Balance at the end of the financial year – –

The group’s policy is to charge the goodwill purchased in the year of acquisition to group equity.

Tangible fixed assets (x EUR 1,000)

Company Machinery Other

land and and fixed Assets

buildings equipment assets in hand Total

Beginning of the financial yearPurchase value 45,668 17,549 57,952 – 121,169

Cumulative depreciation -10,705 -12,453 -26,485 – -49,643

Book value 34,963 5,096 31,467 – 71,526

Changes in the book valueInvestments 345 2,527 17,499 2,759 23,130

Withdrawal group companies 1,580 167 142 – 1,889

Disinvestments – -127 -1,457 – -1,584

Depreciation -1,244 -2,128 -10,485 – -13,857

Balance of changes 681 439 5,699 2,759 9,578

End of financial yearPurchase value 47,593 19,924 72,324 2,759 142,600

Cumulative depreciation -11,949 -14,389 -35,158 – -61,496

Book value 35,644 5,535 37,166 2,759 81,104

Depreciation percentages 0.0% - 20% 10% - 33% 10% - 33% 0%

Intangible fixed assets (x EUR 1,000) Other participating interests Other receivables Total

Balance at the beginning of the financial year 404 1,804 2,208

Share in result 376 – 376

Dividends received -373 – -373

Movements -28 1,808 1,780

Balance at the end of the financial year 379 3,612 3,991

The other receives include a sum of EUR 2,069 in deferred tax claims, valued at the nominal tax rate.

The claim will be realised in a period of 5-10 years.



Stocks (x EUR 1,000) Year-end Year-end previous

financial year financial year

Materials and goods for resale 4,316 3,792

Work in progress for third-parties – –

4,316 3,792

The balance of Work in progress of EUR -2 million is included under Short-term debts.

The balance of Work in progress included an amount of EUR 6.8 million (year-end previous financial year EUR 6.9 million)

for work in respect of which the invoiced instalments are greater than the costs allocated to them.

Trade receivables (x EUR 1,000) Year-end Year-end previous


Balance at the end of the financial year 183,955 171,436

Provision for bad debts -5,391 -4,176

178,564 167,260

All trade receivables become due and payable within one year.

Other receivables, prepayments and accrued income (x EUR 1,000) Year-end Year-end previous


Other receivables 9,296 3,061

Prepayments and accrued income 5,712 5,136

15,008 8,197

Other receivables, prepayments and accrued income become due and payable within one year.

Liquid assets (x EUR 1,000) Year-end Year-end previous


Cash, bank and giro account balances 70,163 74,300

The above includes escrow accounts pursuant to the Sequential Liability Act up to an amount of EUR 1.6 million

(year-end 2007: EUR 2.9 million), These cannot be withdrawn on demand. In addition to our claims against the institutions,

the maximum credit available is EUR 43.7 million.



Trade receivables (x EUR 1,000) 2008 2007

Balance at the beginning of the financial year 131,156 98,970

Goodwill purchased -10,256 -1,032

Conversion differences foreign participating interests -1,068 -765

Total direct changes in equity -11,324 -1,797

Transfer from net profit in accordance with proposed appropriation of profit 32,538 36,168

Total result 21,214 34,371

Dividends paid -400 -3,600

Change in minority interests 1,164 1,415


The minority interests of EUR 10.1 million (year-end 2007 EUR 8.9 million) are included in group equity. The exchange rate differences

reserve amounted to EUR -1.8 million at the end of the financial year.

Provisions for pensions (x EUR 1,000) 2008 2007

Balance at the beginning of the financial year 391 715

Transfer obligation Stichting Pensioenfonds Facilicom 2,049 –

Movements -708 -324

Balance at the end of the financial year 1,732 391

This is a transition and allowance scheme for an early pension scheme in which a group of employees receive an allowance on the

retirement date in order to reach a pension of 80% of their salary. The allowance is discontinued if the employees the company prior

to their retirement. The scheme was placed with Stichting Pensioenfonds Facilicom. Since the Stichting has been liquidated,

implementation has returned to the employer.

Provision for taxes (x EUR 1,000) 2008 2007

The provision for taxes pertains to differences between accounting principles

for commercial and tax purposes.


Change due to difference between result for commercial and tax purposes -44 -1,889


The provision for taxes is calculated on the basis of the tax rate on the balance sheet date and is long-term in nature.



Other provisions (x EUR 1,000) 2008 2007

Balance at the beginning of the financial year 513 605

Movements -92 -92

Balance at the end of the financial year 421 513

All provisions are of a long-term nature.

Long-term debts (x EUR 1,000) 2008 2007


Loan taken out – –

Repayment -15,000 -4,236

Balance at the end of the financial year – 15,000

The loan was repaid in 2008. The annual interest was 3.26%.

Other liabilities, prepayments and accrued income (x EUR 1,000) Year-end Year-end previous


Debts 15,278 17,428

Work in progress for third-parties 2,000 2,674

Accruals and deferred income 74,764 63,895

92,042 83,997

Off-balance sheet financial obligations

Long-term obligations have been entered into in connection with tenancy and leasing. The resulting annual obligations amounted at

year-end 2008 to approximately EUR 7.4 million (year-end 2006, approximately EUR 6.4 million).

Bank guarantees were issued for third parties up to an amount of EUR 19.5 million year-end 2008 (year-end 2007 EUR 15.3 million)

as well as for the occupational disability (WAO/WGA) risk exposure of various operating company an unlimited guarantee.

At the end of 2008, replacement and other investment commitments were entered into for approximately EUR 20.0 million (year-end

2007 EUR 21.0 million), including an investment commitment in connection with a PPP contract that had been awarded to us.



Operating income (x EUR 1,000) 2008 2007

Net turnover 997,468 893,585

Movement in work in progress 3,518 -3,127

1,000,986 890,458

Operating income can be broken down into the following areas of activity:

Cleaning maintenance/horeca services 400,852 381,518

Building and technical maintenance 165,242 166,688

Surveillance and security services 328,541 262,582

Catering management 37,757 30,705

Trading activities 2,027 1,871

Staffing services 23,406 21,539

Main contracting/Consultancy 43,161 25,555

1,000,986 890,458

Net turnover was generated in the following countries:

The Netherlands 786,559 684,819

Belgium 84,023 76,115

France 108,191 99,365

United Kingdom 22,213 30,159

1,000,986 890,458

Notes to the consolidated profit and loss account



Personnel costs (x EUR 1,000) 2008 2007

Wages and salaries 512,966 455,913

Social security charges 89,610 81,318

Pension contributions 28,731 21,357

Other personnel costs 27,221 19,881

658,528 578,469

Fees paid to the Management Board amounted to EUR 0.7 million in the year under review.

The average number of people employed by the group companies on a permanent

basis totalled 30,135 in 2008 (2007: 28,208), which can be broken down as follows:

Cleaning maintenance/horeca services 19,676 19,045

Building and technical maintenance 751 738

Surveillance and security services 7,425 6,563

Catering management 605 501

Staffing services 520 363

Trading activities 15 12

Management and administration 1,143 986

30,135 28,208

Depreciation of tangible fixed assets (x EUR 1,000) 2008 2007

Depreciation of tangible fixed assets 13,857 11,121

Income from sale of tangible fixed assets -32 -3,809

13,825 7,312



Company balance sheet (before profit appropriation)


Assets

Fixed assetsFinancial fixed assets 34,620 37,091

Current assetsClaims on group companies 106,196 84,768

Other receivables, prepayments and accrued income 3,679 1

Liquid assets 707 3,157

110,582 87,926

145,202 125,017




Liabilities

Shareholders’ equityIssued share capital 59 59

Share premium reserve 29,529 29,529

Other reserves 80,958 56,514

Undistributed earnings 32,538 36,168

143,084 122,270

Current liabilitiesDebts in respect of taxes (tax on profits) – 2,729

Other creditors, accruals and deferred income 2,118 18

2,118 2,747

145,202 125,017



Company profit and loss account

x EUR 1,000 2008 2007

Share in the participating interests 32,353 33,950

Result of Facilicom Services Group N.V. 2,285 2,218

Net profit 34,638 36,168

As the financial data of Facilicom Services Group N.V.

is included in the consolidated annual accounts,

the company profit and loss account has been

summarised pursuant to Book 2, Section 402 of

the Dutch Civil Code.



Notes to the company balance sheet

Financial fixed assets (x EUR 1,000) 2008 2007

Participating interests in group companiesBalance at the beginning of the financial year 37,091 11,190


Share in result 32,353 33,950

Dividends received -23,500 -6,500


Other movements – 248


Year-end Year-end previous


Issued share capitalAuthorised share capital 91 91

Capital not paid and not issued 32 32

Issued share capital 59 59

The issued share capital comprises 1,250 ordinary shares

and 50 priority shares, each with a face value of EUR 45.

2008 2007

Other reservesBalance at the beginning of the financial year 56,514 32,279



Profit appropriation previous financial year 36,168 29,632

Paid dividend -400 -3,600


Off-balance sheet financial obligationsReference is made to the notes to the consolidated balance sheet for the long-term obligations.



Facilicom Bedrijfsdiensten

Cleaning

Gom Schoonhouden B.V. Schiedam 100%

Coppejans Verenigde Bedrijven B.V. Tilburg 100%

Krimpens Schoonmaakbedrijf B.V. Krimpen a/d IJssel 100%

Schoonmaakbedrijf L. van Leeuwen Gouda B.V. Gouda 100%

VSP Schoonmaak B.V. Harderwijk 100%

Atris Groep B.V. Nieuwegein 100%

Atris Haaglanden B.V. Rhoon 100%

Basita Schoonmaakdiensten B.V. Rhoon 100%

Robbers Schoonmaakdiensten B.V. Nieuwegein 100%

Ditshuizen Schoonmaakdiensten B.V. Zevenaar 100%

Aveant Thuishulp B.V. Utrecht 51%

Security

Trigion Beveiliging B.V. Schiedam 100%

Trigion Services B.V. Schiedam 100%

Trigion AlarmCentrale B.V. Schiedam 100%

Trigion Recherche Consultancy en Training B.V. Schiedam 100%

HBD Total Security B.V. Schiedam 100%

Cateren

Prorest Catering B.V. Schiedam 100%

Personnel services

Axxicom Personeelsdiensten B.V. Schiedam 100%

Axxicom Zorgsupport B.V. Schiedam 100%

Axxicom Airport Caddy B.V. Schiedam 100%

Facility P&O Services, Werving en Selectie B.V. Schiedam 100%

Axxicom Thuishulp B.V. Schiedam 100%

Horeca services

Tapwacht Service B.V. Schiedam 100%

Tapwacht Techniek B.V. Schiedam 100%

Main contracting

Facilicom Facility Solutions B.V. Schiedam 100%

Facilicom PPS Doetinchem OG. B.V. Schiedam 100%

Facilicom PPS Doetinchem Exploitatie B.V. Schiedam 100%

Other information

List of equity investments

Group companies at year-end 2008 Registered office Holding



Trade

Gom Distributie- en Dienstencentrum B.V. Schiedam 100%

Management and Administration

Facilicom Bedrijfsdiensten B.V. Schiedam 100%

Facilicom Wagenpark B.V. Schiedam 100%

Breijer Bouw en Installatie

Construction

Breijer Bouw B.V. Rotterdam 100%

Breijer Schilders B.V. Rotterdam 100%

Breijer Glas B.V. Rotterdam 100%

Breijer Elektrotechniek B.V. Rotterdam 100%

Breijer Ventilatietechniek B.V. Rotterdam 100%

Breijer Loodgieters B.V. Rotterdam 100%

Breijer Contractonderhoud B.V. Rotterdam 100%

Breijer Betonconservering B.V. Rotterdam 100%

E3D Ingenieurs B.V. Rotterdam 100%

Breijer Bouw Huizen B.V. Huizen 100%

Installation

Breijer Installatietechniek B.V. Woerden 100%

Breijer Brandpreventie B.V. Woerden 100%

Van der Velde Firepro B.V. Woerden 100%

Breijer Technisch Beheer B.V. Woerden 100%

Van Heeswijk Elektrotechniek B.V. Schijndel 100%

Materieel Beheer J. van Heeswijk B.V. Schijndel 100%

Breijer Koeltechniek B.V. Tilburg 100%

Trigion Beveiligingstechniek B.V. Schiedam 100%


Breijer Bouw & Installatie B.V. Rotterdam 100%

Breijer Holding B.V. Rotterdam 100%

Schaap & Woudsma Beheer B.V. Huizen 100%

Van der Velde Groep B.V. Woerden 100%




International

Belgium

Facilicom Services Group Belgium N.V. Antwerp 100%

Gom N.V. Antwerp 100%

Prorest Catering N.V. Antwerp 100%

Facilicom Facility Solutions N.V. Antwerp 100%

GDS BVBA Antwerp 100%

Axxicom N.V. Antwerp 100%

France

Facilicom Services Group S.A. Paris 100%

Facilicom S.A.S. Paris 100%

Gom Propreté S.A.S. Paris 100%

Prened Accueil S.N.C. Paris 100%

Prened Securité S.A.S. Paris 100%

Axxicom S.A. Paris 100%

United Kingdom

Facilicom UK Ltd. London 100%

Facilicom Cleaning Services Ltd. London 100%

Complete Property Security Ltd. London 100%


Facilicom Beheer B.V. Schiedam 100%

Facilicom International B.V. Schiedam 100%




Other participating interests at year-end 2008

H.O.D. Nederland B.V. Utrecht 50%

H.O.D. Presentie B.V. Utrecht 50%

WOM Vastgoed B.V. Rotterdam 10%

Schoonzorg B.V. Amsterdam 49%

Related parties

Facilicom Bedrijfsgebouwen B.V. Schiedam 0%

A declaration of joint and several liability, referred to in Section 403 in Part 9 of Book 2 of the Dutch Civil Code, has been filed for all

Dutch group companies with the office of the Trade Register of the companies in question.

The above list only includes the active companies; a comprehensive list is available for inspection at the Chamber of Commerce.

Profit appropriation

The management board has proposed the incorporation of the net profit of EUR 34,637,635 as follows:

Dividend payment EUR 2,100,000

Addition to the other reserves EUR 32,537,635

Provision regarding the appropriation of profit in Article 23 of the Articles of Association:

The profit stated in the adopted annual accounts is entirely at the disposal of the General Meeting of Shareholders.

Special right under the Articles of Association pertaining to control

The foundation Stichting Administratiekantoor Facilicom Bedrijfstdiensten Beheer held 50 priority shares at the end of the financial

year. Drs J.G. Geurts constitutes the board.

A number of special rights under the Articles of Association are vested in the holders of the priority shares. The meeting of the priority

shareholders is entitled to set the remuneration and other terms of employment of the Management Board and is also entitled to

approve board resolutions, to be set out in a specifically defined resolution.

The issue and repurchase of shares requires the approval of the meeting of the priority shareholders, which accordingly has a

pre-emptive right for the acquisition of such shares.




To: The Management Board and Shareholders of Facilicom Services Group N.V.

Auditor’s report

Statement regarding the annual accounts

We have audited the annual accounts 2008 (included in the report on pages 62 to 81) of Facilicom Services Group N.V. in Schiedam

comprising the consolidated and company balance sheet as at 31 December 2008 and the consolidated and company profit and loss

account for 2008 with the explanatory notes.

Responsibilities of the Management Board

The Management Board of the company is responsible for the preparation of the annual accounts, which provide a fair and true pre-

sentation of the capital and the result, as well as for the preparation of the annual report both in accordance with Title 9, Book 2 of the

Dutch Civil Code. This responsibility includes, inter alia: the development, implementation and maintenance of an internal control sys-

tem that is relevant for the preparation and fair presentation in the annual accounts of the capital and result in such a manner that

these are free of material misstatements due to fraud or errors, choosing and applying acceptable accounting principles for financial

reporting and making estimates that can be considered reasonable under the given conditions.

Responsibilities of the auditor

Our responsibility is to give an opinion on the annual accounts based on our audit. We have performed our audit in accordance with

Dutch law. Consequently, we are obliged to comply with the applicable codes of conduct and we are obliged to plan and execute our

audit in such a manner that a reasonable degree of certainty can be obtained that the annual accounts are free of material misstate-

ments.

An audit comprises performing activities in order to obtain audit information on the amounts and the explanatory notes in the annual

accounts. The choice of the activities depends on the professional opinion of the accountant, including his assessment of the risks of

material misstatements due to fraud and errors. In this assessment, the auditor takes into account the relevant internal control system

for the preparation of the annual accounts and the fair presentation of the capital and result, in order to make a responsible assess-

ment of the audit activities that will be adequate under the given conditions but do not have the objective to give an opinion on the

effectiveness of the internal control system of the company. The audit also comprises an assessment of the acceptability of the app-

lied accounting principles for financial reporting and an assessment of the reasonableness of the estimates that the Management

Board of the company has made, as well as an assessment of the general representation of the annual accounts.

We are of the opinion that the audit information that we have obtained is sufficient and suitable as a basis for our opinion.

Opinion

In our opinion, the annual accounts give a true and fair presentation of the size and composition of the capital of Facilicom Services

Group N.V. as at 31 December 2008 and of the result for the year 5,100.32 cm accordance with Title 9, Book 2, of the Dutch Civil

Code.

Statement regarding other statutory regulations and/or regulations of regulatory bodies.

By virtue of the statutory obligation pursuant to Section 2:393, subsection 5, under e. of the Dutch Civil Code, we report that the

annual report, insofar as we are able to assess this, is consistent with the annual accounts as stipulated in Section 2:391, subsection

4 of the Dutch Civil Code.

Alphen a/d Rijn, 30 April 2009

Grant Thornton Accountants en Adviseurs B.V.

M. Baks RA J. Verkade AA RV

(external auditor)


Text: Frank Bokern, Weergaloos met Woorden, Bussum. Interviews: Yvette van Dael, Tekst & Uitleg, RotterdamDesign and production: John Roobol, Facilicom | Photography: Henk Jan Kamerbeek, Wim Bos | Printing: PlantijnCasparie Capelle a/d IJssel

For the healthy appetite

Thanks to Prorest, those travelling with Thalys can enjoy drinks

and fresh snacks and meals throughout the entire journey

Safe public transport

Trigion is providing security at more and more public transport

locations with its security personnel and advanced technologies


Head OfficeKarel Doormanweg 4

NL-3115 JD Schiedam

P.O. Box 144

NL-3100 AC Schiedam

tel.: 0031 (0)10 298 11 11

fax: 0031 (0)10 298 11 01

Head Office BelgiumIJzerlaan 11, 2060 Antwerp

tel.: 0032 (0)3 224 38 00

fax: 0032 (0)3 226 56 34

Head Office France2-4 rue Marco Polo

94373 Sucy en Brie

tel.: 0033 (0)1 49 82 85 00

fax: 0033 (0)1 49 82 85 90

Head Office UKSargasso Level 2

Five Arches Business Centre

Maidstone Road

Sidcup

Kent DA14 5AE

UK

tel.: 0044 (0)20 83 08 50 50

fax: 0044 (0)20 83 02 58 49

www.facilicom.com

Facilicom companies

Facilicom Facility Solutions

Trigion Beveiliging

Gom Schoonhouden

Prorest Catering

Axxicom Personeelsdiensten

Breijer Bouw en Installatie

Tapwacht Service en Techniek

2008 annual report - facilicom · facilicom acquires hbd total security 16 trigion recruits 900...

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