Incentive acquires Weston Electrical Services

Incentive FM Group has successfully acquired Somerset-based electrical maintenance provider, Weston Electrical Services (WES) Ltd from its founders, Ian Rogers, John Rogers and Linda Rogers.


The UK FM merger and acquisition specialist Morphose brokered the deal, which completed today. Morphose have successfully advised on a fourth bolt-on acquisition for Incentive FM Group, with the purchase of the electrical maintenance business in Weston Super Mare. WES adds around £10m of turnover to Incentive Tec, the group’s M&E business, lead by Chris Windass.


Weston Electrical Services Ltd. is an electrical and mechanical contractor providing commercial, industrial and domestic services. This acquisition provides Incentive FM Group with improved coverage in the South West region, further improving their geographic offering.


Incentive FM Group’s trading companies provide services in the areas of; Facilities Management, M&E installation and Maintenance, Cleaning, Security and Consultancy. The business is located in London and has a run rate turnover in excess of £120m.


Commenting on the transaction Chris Windass, Director of IFM’s M&E division said:

“Morphose provided invaluable support to us throughout the deal. They quickly pulled together historical information and key metrics before working with management to develop financial forecasts. Our trust in their capabilities allowed us to proceed with confidence throughout the transaction.”

Morphose Managing Director Nick Atherton commented:

“It has been a pleasure working with Chairman Jeremy Waud and CEO Martin Reed as the business expands. We wish them every success in developing their business.”

Dave Wilson Honoured as IFMA Fellow 2016

Morphose non-executive director becomes third British member to be recognised by the prestigious
institute for FM professionals.


Dave Wilson has been named as an IFMA Fellow in the class of 2016. Established in 1992, to recognise members dedicated to IFMA and the facilities management (FM) profession, the fellows programme creates an elite core of respected leaders who act as advisers to and ambassadors of the association and the FM profession. Being named an IFMA Fellow is the highest honour the association can bestow on a member.


Maureen Ehrenburg, FRICS, CRE, and chair of the board for the IFMA said:

“With pioneering FM practices and more than 35 years of standard-setting expertise, Dave Wilson has advanced the strategic importance of FM across Europe. His global perspective joins diverse elements of academic thinking, emerging practice, knowledge sharing, and professional experience, Helping him make significant contributions to international FM standardization through his many roles. It is for these reasons that he has been recognized as an IFMA Fellow at World Workplace, 2016.”


Until Wilson’s acknowledgement, 103 professionals have received the distinction, of which only two have been British. The most recent British fellow was awarded over 10 years ago.


Wilson comments:

“To be acknowledged by IFMA – as one of only three British Fellows – is a source of great pride. To be selected by such an esteemed group of professionals – colleagues that I respect and admire in equal measure – is humbling. I’m looking forward to continuing to work closely with IFMA and all my colleagues in the future”.


Wilson has 25 years’ expertise in FM, working in the sector globally at board director level. He has worked on mergers, acquisitions, outsourcing and service improvement projects with internationally recognised corporate occupiers and service providers.  He also has significant experience in the FM and real estate markets across EMEA, Asia Pacific, the USA and the UK, and high level contacts through his involvement with global industry. Wilson was deputy chair of the BIFM and is also a former president of IFMA UK and IFMA Europe.


Teena Shouse, who nominated Wilson for the award, added:

“What truly distinguishes Dave’s contribution has been his commitment to collaborative working, the pursuit of the communal benefit without regard to personal gain or kudos, and his ability to pull together diverse strands of academic thinking, emerging practice, learning and personal experience for the wider benefit of the FM profession. He does not seek personal acclaim but responds positively to multiple requests for assistance from IFMA and others, and throws himself whole-heartedly into each team with which he works.”


The 2016 Class of Fellows will be recognized at IFMA’s Awards of Excellence held in conjunction with World Workplace in San Diego, USA October 5-7, 2016.

Morphose advises Incentive FM on key acquisition

International advisory and brokerage service Morphose has provided expert consultancy advice to FM service provider Incentive FM Group on its acquisition of ARL Support Services, a specialist window cleaning company. The acquisition will strengthen the group’s cleaning services offer.


ARL Support Services has national contracts with major restaurant groups including Pizza Express and Zizzi as well as retail chains such as Matalan.


Morphose researched the market for key target organisations and presented a number of options to Incentive FM Group, and then supported the business through the acquisition. This is the third acquisition where Morphose has supported Incentive and follows the purchase of two M&E companies – Ace Engineering in Derby and Comserve in Kings Langley – over the past 12 months.


Nick Atherton Morphose MD said:

“We’re delighted to have supported Incentive FM Group in another key acquisition, Through ARL’s 30-strong mobile workforce, Incentive FM Group can now provide customers with a complete range of window cleaning services, from low to high level. It perfectly complements the specialist cleaning service offered by Incentive QAS.”

Savings of over £200k per annum

As a result of service quality audits we had carried out for our client, we were asked to benchmark their energy costs and give an initial appraisal of their options.

Our initial appraisal revealed that, from analysing their energy profiles, many of their buildings were not optimised, but critically that their energy-buying contract would automatically renew in four months if they did not take immediate action.

We carried out a more detailed review of their expenditure and obtained approval from their current provider to release meter data to us and our specialist team.

From this and the details we already had on their properties (plant/equipment/operational profile), our operational team worked closely with the energy specialist to identify areas to reduce energy consumption and create a new profile of energy usage.

This allowed us to model a revised buying profile and choose a different mix of long-term vs spot-price buying, so that the overall unit cost was minimised.

We then renegotiated the energy procurement contract and awarded this directly rather than via a broker, and at the same time put in place an independent monitoring and reporting service (which was more than paid for by the savings realised on reduced energy procurement costs alone).

With this in place we then optimised the buildings, with all of the investment being paid back within the first year of operation as many of the issues related to poor management and control of key plant infrastructure.

As a result, our client reduced their energy costs by over 25%, saving some £200,000 per annum.

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Short-term appointment of a senior executive to drive change

Our client is a medium-sized soft-services supplier who works in the South of England.

They had successfully grown over the years but reached a point where turnover was stagnant and profit had decreased. Whilst current contracts had been extended, no new accounts had been secured.

The owner felt the business lacked direction and he was at a loss, feeling he had nobody upon whom he could rely to help him and the business move forward. He therefore engaged us to help identify a set of actions and what the underlying issues were in his business.

We initially undertook a set of workshops following an assessment of his operations against what we considered ‘best in class’, and from this we worked with him to engage his management team.

This had mixed results, and we agreed with him that an interim executive should be appointed to work with him on a defined basis, so this person could get to know the day-to-day workings in detail and support our client.

Over the course of three months, our interim executive was able to directly address a number of issues that came to light and was on hand to support our client at his offices.

The end result was that our client made a number of personnel changes and had the confidence to take the business forward with a new plan and a fresh team to support him in the programme of change that had been agreed.

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A UK-wide contract extending the capability of our client

Our client was a regional cleaning services provider who had taken on a number of ‘back office’ support roles for a few clients who had asked them.

As part of a visit to a site they worked on, they found themselves being asked to tender for an Integrated Facilities Management (IFM) contract, which although they knew they could deliver, they did not have the experience of bidding for.

They approached us to be part of their team and to work alongside their CEO to put in place the overall service delivery solution.

We reviewed the tender documents and attended site visits so we could understand the requirements of the client and their needs at each site, and to appreciate the real value drivers that would make a positive impact.

From receipt of tender we agreed a programme of activity with our client, enabling our client to focus on the key areas where they excelled, with our own focus being on non-core areas that our client had not previously priced or set out in a tender submission.

We produced a pricing model that allowed us to review all key elements of the bid and review value for money in each, as well as assess how each package aligned with the solution we had agreed and set out.

Following submission of tender, we supported our client in producing the presentation, which we attended as their specialist to answer technical questions and clarify any points raised during the question and answer session.

As a result, our client has secured a long-term IFM service supply contract with a blue chip client.

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Improved service delivery and reduction of business risk

Due to internal changes, our client no longer had an in-house team with the Facility Management (FM) expertise to oversee the suppliers that had been appointed, or to drive the transformation that was required in the FM service needed.

The organisation was also undergoing a significant cultural change and had to adapt to a new competitive position, as well as attract new staff and drive through a new way of working across diverse teams.

We undertook the management as an ‘interim’ Facilities Director for our client, reporting into the Head of Property and Procurement. Our remit included all properties, from the HQ and supporting buildings in Central London through to data centres and processing centres in the North of England.

We provided front-line operational management, a full contract review and analysis of key risks facing our client.

As a result of our first stage of support, we identified key gaps in the services being provided by the incumbent supplier as well as Health & Safety compliance failures and technical issues that represented a risk to business operations.

In addition to carrying out a full audit on the premises and agreeing a change programme, we also undertook the direct responsibility for day-to-day management of the properties and all FM delivery staff.

This allowed us to establish an identity amongst the FM staff, put in place a performance management system to improve service delivery and manage out the risks we had identified.

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Tender submitted on time and contract awarded

Our client is a successful Integrated Facility Management (IFM) provider who has a number of blue-chip clients in London and operates in a range of contexts throughout the UK including legal, banking and stadium grounds.

As a result of pre-qualifying on a number of tenders and changes in the programmes, our client was faced with a number of tenders to prepare at the same time, which would have meant declining to participate in a number of bids.

We were asked to support their core team and take on a bid leadership and bid-writing role so they could reallocate their staff to focus on bid pricing and completing the commercial reviews required.

Our role involved getting up to speed with the key win issues, identifying the gaps and requirements to gain internal approvals and setting out a plan to meet the bid submission timetable.

We quickly integrated with the in-house team and after agreeing the overall solution and a process to manage any changes, as well as confirming the specific pricing needs, we used their bid library and adapted their methodology to meet the requirements of the tender we were assigned to.

Using our operational knowledge, we completed the tender requirements and also produced an innovative offer that was well received by both our own client and the group who had issued the tender.

This resulted in our client securing a national UK portfolio with a blue-chip customer that has since grown internationally.

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Access to same product at significantly reduced cost

Part of our client’s business is to provide installation and maintenance of fire and intruder systems.

Although servicing and support is a major part of their business, like a number of maintenance groups the purchasing of product still accounts for a significant proportion of overall sales and therefore directly impacts the bottom line.

In a highly competitive market, we identified with our client that one route to enhance profit was to look at innovative buying for ‘non-complex’ product items that represented low risk in terms of alternative sourcing routes.

After an initial ‘at risk’ assessment and reaching agreement on how to proceed, our team of experts were provided with a full breakdown of the categories of spend, product details and buying profile of our client.

From this we undertook further analysis and market testing of product sourcing, not only in the UK but also in key overseas regions where we knew the quality of manufacturing existed to maintain compliance with UK and international standards.

As a result, we identified net savings in the region of 20–30% across a number of product lines after all costs of transportation and administration were accounted for.

This has enabled our client to immediately make significant improvements to their bottom-line results and to become more competitive in securing future growth.

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Successful off-market bolt-on acquisition

Our client is a UK national provider of Integrated Facilities Management (IFM) with a number of private and public sector clients, including ‘prestige’ properties and large complexes.

Having grown the business successfully from a soft-services background, our client appointed us to help them expand into technical services to complement their own operations in this sector, which they were growing organically.

Working closely with them we identified a number of potential businesses that could have enabled them to expand.

We carried out 1-1 meetings with key management from the shortlist of targets we had agreed, and from this we drew up a list of five potential companies to acquire.

The number-one choice was a medium-sized business that was owner-managed and located within 45 minutes of our client’s head office, thereby enabling the management to easily transfer.

After an initial meeting, our client agreed this was the best option for them and quickly proceeded to complete a purchase.

This both enabled immediate cost savings (office space, back office overheads) and successful integration of the technical services management team, who were vitally important to our client and their future plans.

The acquisition has also given our client an excellent platform from which to build their maintenance arm, as well as cross-selling opportunities for their other service lines.

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