FACILICOM SERVICES GROUP 2015 ABBREVIATED ANNUAL ... - Trigion · security sector and primarily women in the cleaning sector. While we are aware of this, we also note that the total

1 FACILICOM SERVICES GROUP | 2015 ABBREVIATED ANNUAL REPORT

Facilicom. years of facilities management experience!

FACILICOM SERVICES GROUP2015 ABBREVIATED ANNUAL REPORT

Facilicom operates in the Netherlands, Belgium, France and the United Kingdom, where its provides soft and hard services, and manages, combines and integrates all facilities services. Since the beginning of 2014, Facilicom has also been active in the care sector, services and the social domain in the Netherlands. For the first time this year, Facilicom’s Annual Report is exclusively published in digital format. This abbreviated PDF version only contains the key areas. The links contained in the text make it possible to retrieve the underlying text in the online Annual Report, however.

COLOPHONFacilicom Services Group N.V. officially is 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.

TEXTFrank Bokern, Weergaloos met Woorden, Bussum

REALISATIONCorporate Communications Facilicom Services Group

WEBSITE DEVELOPMENTConnect Holland, Rotterdam

PHOTOGRAPHYBart Nijs Fotografie, Shutterstock

JAARVERSLAG2015.FACILICOM.NLThe digital annual report including interviews and client references

FACILITAIRONLINE.NLThis is Facilicom's main knowledge centre and includes blogs, case studies, references, stories and white papers.

FACILICOM.CO.UKThis website provides more information about Facilicom and all of its divisions.

STAY INFORMEDt @facilicomnll linkedin.com/company/facilicomf facebook.com/facilicomnl

Facilicom devotes the utmost care to the reliability and currency of the information on this website. Nevertheless, it is possible that the information provided contains inaccuracies and/or is incomplete. Facilicom cannot be held liable for apparent errors and typing or input errors.

KEY FIGURES > 3

REPORT OF THE BOARD OF DIRECTORS > 5

CLIENT ORIENTATION > 10

INNOVATION > 12

CLIENT & MARKET > 14

WELCOME TO FACILICOM

TECHNOLOGY > 16

VISIBILITY > 18

CSR ANNUAL REPORT > 20

FINANCIAL ANNUAL REPORT > 28

http://www.facilicom.co.uk/home


KEY FIGURES

AMOUNTS X EUR 1,000 2011 as a % of turnover

2012 as a % of turnover

2013 as a % of

turnover2014 as a % of

turnover2015 as a % of

turnover

OPERATING INCOME 1,093,698 100% 1,039,576 100% 1,018,305 100% 1,029,863 100% 1,150,204 100%

Operating expenses exclusive of amortisation of intangible assets 1,055,617 96.5% 1,019,888 98.1% 988,855 97.1% 999,752 97.1% 1,136,419 98.8%

EBITA 38,081 3.5% 19,688 1.9% 29,450 2.9% 30,111 2.9% 13,785 1.2%

Amortisation of intangible assets 1,302

Impairment of goodwill 2,474

EBIT 38,081 3.5% 19,688 1.9% 29,450 2.9% 30,111 2.9% 10,009 0.9%

Financial result 1,011 984 1,419 1,478 387

RESULT BEFORE TAX 39,092 3.6% 20,672 2.0% 30,869 3.0% 31,589 3.1% 10,396 0.9%

Taxation 9,388 5,834 8,885 8,805 4,985

Result from participating interests 415 587 1,004 1,002 493

Share of third parties -1,111 -776 -769 -391 2,452

NET PROFIT 29,008 2.7% 14,649 1.4% 22,219 2.2% 23,395 2.3% 8,356 0.7%

Average number of employees 31,343 30,343 29,029 28,045 28,651

Balance sheet total 441,901 458,601 457,679 480,172 521,336

Group equity 200,400 204,385 218,418 222,006 228,067

Shareholders' equity and subordinated loans 206,740 218,324 230,747 233,852 239,179

Operating capital 96,833 102,793 110,949 98,703 77,008

Current ratio 1.4 1.4 1.5 1.4 1.3

Solvency as a % 45 45 48 46 44


Cleaning Maintenance

401.452 million

1.150.204.000

Building andTechnical Maintenance

138.888 million

Surveillance andSecurity Services

365.690 million

Catering Management

49.302 million

Staff/Welfare Services

90.413 million

Facility management

104.459 million

2015 FACILICOM TURNOVER BY DIVISION IN EUROS 2015 FACILICOM TURNOVER BY COUNTRY IN EUROS

United Kingdom

54.511 million

Netherlands

859.529 million

1.150.204.000

Belgium

173.938 million

France

62.226 million

2011 2012 2013 2014 2015 2011 2012 2013 2014 2015

BEDRIJFSOPBRENGSTEN FACILICOM X € 1.000 BEDRIJFSRESULTAAT FACILICOM X € 1.000

1.000.000

1.040.000

1.080.000

1.120.000

1.160.000

1.200.000

10.000

15.000

20.000

25.000

30.000

35.000

40.000

FACILICOM OPERATING INCOME X EUR 1,000 FACILICOM EBITA X EUR 1,000


Facilicom posted a record turnover in 2015. The care division Incluzio experienced the strongest growth, but still incurred start-up losses. Profit declined in part due to incidental losses related to construction and contracting projects, and the bankruptcy of V&D. The Board of Directors is taking measures to maintain turnover growth and increase profit.

In 2015, for the first time in a long time, the Group’s turnover once again experienced significant growth to a record turnover of EUR 1,150 million (+ 11.7 percent). This growth was fairly evenly distributed across the various activities. The care division Incluzio experienced the strongest growth; however this recently established business unit still incurred start-up losses. Because there were incidental losses in construction and contracting projects, and because the bankruptcy of the V&D retail chain had a major impact, the EBITA declined by 54 percent to EUR 13.8 million. Although shareholders’ equity grew by 3%, we are not satisfied with this result. This Report of the Board of Directors describes the measures that have been taken to maintain positive turnover growth and increase profit.

Market Development and Market StrategyThe volume of the facilities markets generally continues to shrink. This has since become the norm. Yet, this also provides new opportunities, because at the same time facilities services are expected to meet higher standards in terms of flexibility, hospitality and experience. Facilicom is anticipating these trends in various ways.

The client orientation programme that has been rolled out throughout the entire Group has anchored client orientation more firmly in our genes. The client satisfaction scores have increased considerably. Furthermore, clients are experiencing a genuine change in our management. This means that retention increases, which is crucial to our market position.

2015 REPORT OF THE BOARD OF DIRECTORS

The Group Management Board, from left to right: Martine Geurts – Vice-chairman Govern-ing Board and Vice-chairman Facilicom Services Group, Geert van de Laar - Group Director Netherlands Facilities Services Companies, Hans Gennissen – Chairman Governing Board and CEO Facilicom Services Group and Jan Lensveld - CFO Facilicom Services Group.


The unique integrated services position that Facilicom occupies, with all specialisms in-house, was further expanded in 2015 with the merger of Facilicom Facility Solutions and Breijer Bouw & Installatie into a single integrated company: Facilicom Solutions. In 2016, this merger will be further implemented and clients will profit from the benefits offered by an integrated organisation: seamless service delivery focused on the client organisation instead of the supplier’s own internal structure. This method of working is also increasingly taking shape in Belgium.

Naturally, we also continue to develop our single service companies in order to maintain our lead over the competition. Gom and Trigion have adopted a branch structure rather than a regional structure for their organisation in the Netherlands, and consequently better match clients’ needs. The catering division, Prorest, now works with client teams instead of district managers. Furthermore, Facilicom invests in niches, such as event management and traffic controllers (Safety Group), and energy management (acquisition of Ploos Energieverlening). In Belgium, technical services companies (HEC and Coworx), as well as reception services companies (Manpower Receptiediensten) were acquired.

In the Netherlands, Facilicom is heavily investing in the care sector with Incluzio. The core competencies in facilities services we developed over the past fifty years are proving to be a good match for the needs of the care sector. In 2015, the care division realised a consolidated turnover of EUR 78 million. In 2015, a majority share was acquired in RadarIncluzio and in Cordaan Thuisdiensten. Incluzio has become a market leader in ‘remote care’ by adding two acquired care control centres to the already existing De ZorgCentrale.nl business unit. The much higher volume makes it possible to develop considerably more new techniques. Incluzio has managed to gain a strong foothold in

the care and support sector with large contracts in cities such as Utrecht and Rotterdam and in the Kop van Noord-Holland (northern part of the province of North Holland). Due to contracts of this nature, the care division is becoming a significant part of Facilicom.

We are continuing to invest in our SAP system. In the current year, the Belgian companies and Facilicom Solutions are scheduled for implementation. Elsewhere in this Annual Report, we report on further investments in 2015 in client orientation and innovation, describe the key client & market-related achievements, report on other investments in technology and show what we did during the year under review in terms of sharing knowledge and thus creating greater visibility.

Personnel DevelopmentsIn the personnel domain, the sustainable employability of our employees continues to be a key theme. A major study in 2015 has provided us with greater insight into this subject and has provided us with instruments that enable us to help employees take greater control over their own career.

In 2015, the number of permanent employees rose by just 2 percent, while the turnover rose by 11.7 percent. To anticipate the contraction of the facilities markets and insourcing requires a flexible layer. Nevertheless, long-term employment continues to be an important objective, in part to retain workmanship and to create commitment.

Facilicom achieved its objectives in the area of social return in 2015, in part because our services are well-suited to effectively meet such objectives. However, realising social return is somewhat of a contentious issue due to the redundancy created by market contraction. Nevertheless, we managed to create a good balance in


http://dezorgcentrale.nl/home


this domain in 2015. This is covered in greater detail in the CSR Annual Report.

A key point of attention continues to be that the workforce at all levels should be a true reflection of society. At the staff level we often observe a distribution by occupation: primarily men in the security sector and primarily women in the cleaning sector. While we are aware of this, we also note that the total number of women across all of Facilicom was some 60 percent in 2015. At the managerial staff level, the male-female ratio currently is almost 50/50. This ratio has not yet been attained at the executive level and we do not expect to see a change in this over the short-term.

Financial ResultsAt the beginning of 2015, we expected to maintain turnover and return at approximately the same level as in 2014. These expectations were substantially exceeded in terms of turnover. A growth of 11.7 percent resulting in a consolidated turnover volume of EUR 1,150 million is an outstanding result. EUR 47 million of this growth is accounted for by Incluzio. However, the turnover from facilities services also grew; in part due to acquisitions. Cleaning activities in the United Kingdom grew significantly as well. The reduction in turnover at Trigion due to the termination of the airport security contract was largely offset by a higher volume at COA (asylum seekers' centres) and the inclusion of the Safety Group in the scope of the consolidation. In addition, as a member of a consortium, we were awarded PPP contracts for the Breda Court House and for the ‘De Knoop’ government office building in Utrecht. These contracts secure turnover for the long-term, which is essential in terms of continuity.

The financial result for the year 2015 was downright disappointing. The profit before taxation, interest and amortisation of intangible

assets (EBITA) declined by 54 percent to EUR 13.8 million. This was largely due to the considerable incidental losses of large construction and contracting projects at Breijer and due to the higher than expected start-up losses at Incluzio. The key facilities services activities in the Benelux stayed up to par in terms of profitability.

Various measures were taken to prevent losses of this nature in the future. Pursuant to the disappointing results, the decision to phase out the construction and contracting activities is being accelerated. Within the new company, Facilicom Solutions, we will primarily focus on service and maintenance in the technical area. For Incluzio, the focus in 2016 will primarily be on better managing the business-oriented organisation. In addition, the activities that were loss-making at Tapwacht in 2015 have been fully restructured.

Up until 2015, Facilicom charged the goodwill paid on acquisitions directly to shareholders’ equity. Anticipating changes to regulations, this policy was adjusted and effective from 2015, goodwill paid is capitalised and charged to the result. In 2015, this negatively affected profit by EUR 3.8 million.

The last event that negatively affected profit was the bankruptcy of V&D. This had a significant impact on Facilicom, because this retail chain had contracts with Facilicom for cleaning, shop surveillance and fire safety.

As a result of all of the above factors, the total net profit after taxation dropped to EUR 8.4 million (-64 percent). This is disappointing and is below the standard we have set as an objective for ourselves. At 44 percent, solvency remained high in comparison to similar companies. The Financial Annual Report contains the complete Annual Accounts.



OutlookFacilicom changed its corporate structure in 2015. A Governing Board was created that, as a one tier board comprises executive and non-executive directors. The executive directors form the Group Management Board Team and manage the company. By joining the Governing Board as family shareholders, it becomes possible to keep the company in family hands, even if the Group Management Board Team were to no longer include any family members. In 2016, the next step in this process will be implemented. Geert van de Laar will then take over the CEO role from Hans Gennissen, who will continue to be the non-executive chairman of the Governing Board.

We do not expect any major changes in the market outlook for facilities services in the Netherlands. The strategy will therefore continue virtually unchanged. Client orientation will continue to be a high priority as a means for further improving the company’s competitive position, and especially its retention rate. In addition, special attention will be devoted to the poorly performing business units on the basis of specific measures, as described above.

Our market position for our care activities is becoming increasingly stronger. The need for organising care more effectively, so that the increasing demand for care can be met with shrinking budgets, means that there is a need for the particular approach provided by Incluzio. We therefore expect to further grow this care division in 2016. Start-up losses will continue to be incurred this year. However, effective from 2017, Incluzio is expected to become profitable.

The facilities services companies in Belgium will continue to evolve and are expected to experience minor growth. The turnover volume in France has declined. However, we expect to achieve better results with the remaining order book. Facilicom UK & Ireland are expected to continue to grow at a considerable pace on the basis of already

known new contracts. Facilicom remains interested in acquisitions that enable us to reinforce our portfolio.

RiskThe company is prepared to take risks in a general sense. The notes to the Annual Accounts contain the general risk management framework. This includes the risk management’s operating, financial, and especially the social/public aspects. We have developed a strict risk management framework as described in the aforementioned section. Risk management has been embedded in all layers of the organisation. Dashboards have been set up for this purpose and are used to manage operating, financial and public/social performance indicators. We are aware of the fact that in spite of a solid risk management framework, the company may still be confronted with deviations from expectations. These deviations are exhibited in the roll-out of new business units and business activities, such as care and welfare, in which Facilicom exploits its know-how, but is confronted with start-up losses. We are prepared to accept these losses since we have faith in the organisation we created in support of these business activities. This is specifically monitored internally. The roll-out of new business activities always occurs under the supervision of division management and the responsibility of the Group Management Board Team (GMBT). The Care and Welfare division is a conscious choice on the part of Facilicom and serves as a focus for growth. In addition to a certain financial risk framework for start-up costs, this is also an important agenda item in an operational sense to which other, more social and softer measurable key performance indicators apply. We are convinced that we can manage this process on the basis of our principle of having the right people in the right place. An experienced and expert team is available to be able to guarantee this.



In its services, Facilicom has always focused on providing full services. This is also true for the PPP contracts it has signed. Facilicom operates a number of PPP contracts as a single party. Although we are convinced of the strength of this approach, we were nevertheless confronted with considerable contract losses in 2015. These losses negatively affected the operating result by almost EUR 10 million in 2015. We consequently no longer consider the risk profile of such contracts justified for the long-term. We will therefore only enter into contracts of this scope in joint ventures to enable us to better spread and manage the risk.

Facilicom has traditionally financed its business operations with its own shareholders’ equity. In 2015, we were for the first time confronted with contract terms that prescribe a specific form of external independent financing. This affects our balance sheet positions, since we have provided a blocked deposit in the amount of EUR 11.9 million against this. This also changes the dynamic in relation to our shareholders to whom we must render account. We have solidly embedded this in our treasury policy.

The change in accounting policy for the capitalisation of goodwill implemented in 2015 entails a new management framework. Where previously the goodwill paid was directly charged to shareholders’ equity, the amortisation, as well as the financing burden associated with company acquisitions must now be accounted for as part of our business operations. In a risk management context, we view this as a positive development since these costs now actually burden the divisions that have taken certain investment decisions and they must visibly ‘recover’ the cost of these decisions in their operations. In addition, we will regularly re-evaluate the invested amounts to determine whether they are still progressing in accordance with expectations or are subject to impairment. As a result of this, an impairment in the amount of EUR 2.5 million was effected in 2015.

Facilicom pursues an active collection policy and in recent years was highly successful in managing collection risks. Collection performance indicators and the aging analysis of accounts receivable are important elements in the regular reporting of results. At the end of the financial year, we were confronted with the bankruptcy of a major client, V&D. Aside from the financial impact of the debts that have to be written off, a bankruptcy of this nature at the same time has a major social impact due to the jobs that disappear. Fortunately, we succeeded in relocating a substantial number of employees, although from a macroeconomic perspective a large number of jobs were lost.

ConclusionWe expect 2016 to be a challenging year. There is a great deal of movement. The largest business units, Trigion and Gom Netherlands, are in transition towards a client-oriented structure; Facilicom Solutions, as a recently merged company, is still evolving; and Incluzio is increasingly maturing. Some difficult construction and contracting projects entail major risks. Facilicom is in a dynamic phase that is generating a great deal of energy, but that is also making it difficult to obtain good insight into what this means in terms of the financial results.

However, we are confident that the measures we have taken will bear fruit and that the 2016 results will show an increase both in terms of turnover and return.

Schiedam, the Netherlands, 13 April 2016

The Group Management Board



CLIENT ORIENTATION

Facilicom aims to be the most client-oriented facilities services provider in the Netherlands. In 2014, Facilicom started to implement this ambition and continued to vigorously pursue this direction in 2015. The hostmanship training programme also received full attention. An interesting spin-off is that the expertise gained by Facilicom in hostmanship, client satisfaction and client orientation are increasingly offered to clients.

Client orientation and the aim for client satisfaction must become a natural attribute, said Facilicom’s CEO Hans Gennissen at the kick-off for 2015. This is why the focus in 2015 was on client orientation, just like it was the year before. Consequently, there was a follow-up to the development initiative created by Facilicom’s own Management Development department to increase client orientation during the year under review. As many as 400 senior management members are participating in this programme and a tailored training programme is developed for each participant. A similar project has since been started up at Facilicom Belgium. In 2015, Facilicom launched an in-house developed dashboard that not only displays the current financial parameters, but employee and client satisfaction as well: by division, by region or district, and even by client. Under the guidance of an external firm, 350 plans were devised to make the organisation more efficient and more client-oriented. In December, the detailing and implementation of the first 200 plans was started.

Hostmanship in Actual PracticeIn the meantime, the programme designed to train employees in hostmanship is continuing. In 2015, often hundreds of employees participated in the hostmanship programme workshops in virtually all divisions, including those abroad. Naturally, what is most gratifying is to see all of these efforts in the area of hostmanship, client satisfaction and client orientation reappear in actual practice. Some examples. Facilitaironline.nl noted that Catering Manager, Dolf Kavelaar, is exceptionally successful in creating customer loyalty with hostmanship among his guests in ABN AMRO’s restaurant in the heart of Rotterdam. At Rotterdam The Hague Airport, Gom stands out on the basis of its hospitality. In an Ealing, Hammersmith and West London College testimonial, Facilicom UK & Ireland was praised for keeping pace ‘in an ever changing environment’. Breijer Contract Maintenance scores well in making its activities lean. Facilitaironline.nl furthermore posted a description of four great examples of co-makership: by UWV and Prorest; Careyn and Gom ZorgSupport; Yarden and Trigion Brand en Beveiligingstechniek; and VIVAT and Trigion.

Sharing Knowledge of Client SatisfactionThe key focus on hostmanship, client satisfaction and client orientation means that Facilicom employees are developing a great deal of expertise in these areas. And this knowledge in turn can be

Vigorous Follow-up onClient Orientation Programme


very useful to clients working on these same themes. This is why the acquired expertise is increasingly offered to clients. For example, Tapwacht is now training client bar staff in quality, hostmanship and experience. Furthermore, the company has become the main sponsor of the national beer tapping championships (NK Biertappen) in the Netherlands. In the autumn, for the second time Gom organised a ‘Hospitality Expedition’ during which 20 clients exchanged knowledge and experience about this theme. Experiences are also shared in other ways. For example through means of the white paper ‘Hostmanship: de kunst van het borgen’ (Hostmanship as a Natural Quality). Furthermore, in the autumn Facilicom Solutions published a white paper on its four-step plan towards client satisfaction. The publication was issued by the new Client Satisfaction Advisory Group presented in the autumn. The Advisory Group furthermore developed a GRC Model – a General Regular Client Satisfaction Model – for clients.

CLIENT ORIENTATION


INNOVATION

Innovation is crucially important in a rapidly changing world. Client-oriented working, co-creation and continued development within contracts mean that Facilicom is often involved in special innovations. This way service delivery is continuously improved, renewed and made more efficient. The crowning touch in 2015, was the consolidation of Facilicom Facility Solutions and Breijer, and consequently the merger of all soft and hard facilities into a single company.

Service delivery-related innovations are often less tangible. This does not apply to Breijer’s renovation of the Magrietflat (apartment buiding) in Rotterdam. The owner, Woonstad, wanted more outdoor space. Stereo Architects proposed a plan whereby the existing balconies as well as the galleries were replaced by larger concrete elements. Breijer flawlessly completed this project. This innovative approach produced a stunning result that promptly won a public award during the voting for the 2015 Rotterdam Architecture Award. During the 2015 Health Innovation Challenge, Incluzio, which, as Facilicom’s care arm, is an innovation in itself, won an award with its proposal to equip lamp posts with sensors designed to track or trace people with dementia.

Innovations in CateringGood facility services are an important added value. Prorest believes

that good food and drink can contribute enhanced physical, as well as mental energy to an organisation. The result of that type of thinking is an entirely new catering concept: JUUL, a hospitality type concept with room for additional attention to freshly prepared products. This concept also incorporates Prorest’s own label that it introduced for traditional products: ‘Chosen with Love’. It is also contemporary: Prorest has created a restaurant for Aramco Overseas Company with a kitchen that is entirely halal. Even more special is the restaurant that Facilicom and Prorest developed for the insurance company a.s.r.: Brasserie Plato. This is not just a hospitality type concept; it offers genuine hospitality because this sustainable restaurant is open to anyone.

Continued Development and Co-creationMany innovations are follow-on developments and often occur within a current contract. This is increasingly occurring in co-creation with the client. For example, today Gom France is the eyes and ears of the technical service provider Dalkia at the Cap Calais swimming pools. When the cleaners observe technical problems, they inform Dalkia thus enabling the company to make any repairs prior to the opening of the swimming pools. A highly innovative approach is used by the Veiligheidsregio (Security Region) Noord-Holland Noord, where Facilicom currently is the managing agent for their entire business operations. At the Willemswerf multi-tenant

From Innovation to Creative Disruption


commercial building, Facilicom is currently providing the services of a five star hotel; a good example of continued development. A similar concept was also introduced for the Airport Plaza multi-tenant building in Diegem, Belgium in 2015. For the insurance company VIVAT, Trigion is working in co-creation with competitors on providing integrated services. The same thing is happening at IT company EMC. Here, Facilicom is responsible for the facilities services in the Netherlands, Belgium, Luxembourg, Switzerland and Austria. Furthermore, Facilicom is the pioneer in the development of standardised services across the entire EMEA region.

Combined Soft and Hard Facilities ServicesThe world is changing exponentially and companies have but one option: to latch on to this radical innovation and to shake up their own operations, says Yuri van Geest of Singularity University in a much shared article on facilitaironline.nl. Facilicom was already engaged in a form of creative disruption. In 2015, Facilicom began working on the merger of Facilicom Facility Solutions and Breijer, which was completed in January 2016. The new Facilicom Solutions has all soft and hard facilities services in-house and is therefore able to provide total integrated services. This is an evolution and a revolution all in one. The company - actually entirely logically - brings accommodation and service together and thus provides the client with a one-stop shop. The new company explores the boundaries on a variety of fronts and is doing increasingly more with its own people, including, since just recently, landscape maintenance. The acquisition of Ploos Energieverlening furthermore enables Facilicom to make an even greater contribution to reducing energy consumption at clients, for example at the Rabobank.

INNOVATION


CLIENT & MARKET

It is possible for a company to grow even in shrinking markets. That is Facilicom’s view. Excellent service provision, efficient work methods and innovation ensure that a company stands out. Client orientation promotes retention. As such, Facilicom once again managed to acquire some good contracts in 2015. Hundreds of clients renewed their contracts. Furthermore, some special anniversaries were celebrated. Perhaps an advance towards a genuine millennium relationship.

Clients ask for integrated services and demand continuous improvement from the facilities service provider. This is really only possible when there is a long-term relationship. This is why the employees of Facilicom Solutions aim for a millennium relationship. It is a good ambition and Facilicom has progressed considerably with many clients in this respect. For example, Gom ZorgSupport and the care institution ’s Heeren Loo celebrated 35 years as partners in 2015. The relationship between the concert and convention centre De Doelen and Gom dates back 40 years; an anniversary that was celebrated with a nice article on facilitaironline.nl: ‘We Sell Good Fortune’. In 2015, Trigion reached a special milestone: the company has had an uninterrupted working relationship with BP for 50 years.

Contract Renewals and PPP ProjectsOf course contract renewal is essential for establishing long-term

relationships. This was the case for KLM Catering Services, which in 2015 indicated that it wanted to continue its relationship with Gom. The Employee Insurance Agency (UWV) renewed its integrated service contract for a period of one year. PPP contracts in principle are long-term. As this is consistent with Facilicom’s philosophy, the company often bids on these kinds of tenders. Facilicom was twice successful in this arena in 2015. As a partner in the RCreators consortium, Facilicom now participates in the realisation and operation of the De Knoop government office building in Utrecht, for which the PPP bar was once again raised a notch or two. As a partner in the InBalans consortium, Facilicom is involved in the construction and operation of the Breda Court Building, where service scored 9 out of 10. Another key achievement: in 2015, Facilicom started working on the B30 PPP project as a single party. This is the National Government’s new think tank.

Great New ContractsClient orientation must of course result in great new contracts as well. There were plenty of such contracts in the year under review. For example, Breijer acquired a large national maintenance contract from the Central Government Real Estate Agency (Rijksvast-goedbedrijf). Since 2015, Breijer has been working for the Rotterdam University of Applied Sciences, where, incidentally, Gom had already been excelling in providing hospitable service. Trigion won the

Working on a ‘Millennium Relationship’ with Clients


contract for securing all 23 sites of the Province of Zuid-Holland and is now also working at the first Dutch branch of the German DIY chain Bauhaus, a company with major ambitions in our country. The security company was furthermore selected as the security partner for the Rotterdam The Hague Airport, where Gom is already making an important contribution to a hospitable experience. Gom Hospitality is doing well in the leisure market: the company was selected on the basis of its specialisms to work for Diergaarde Blijdorp, a zoo in Rotterdam. Acquisitions and New ServicesFacilicom once again expanded its activities in 2015. In November, Trigion acquired most of the activities of Capricorn Security Services, and in December, Facilicom incorporated Ploos Energieverlening, a company that helps clients save energy in smart ways. In the meantime, Facilicom is working on the Port of Rotterdam. Here too, the company has a great deal to offer with its versatile and integrated services. Its first success was the acquisition of all facilities services of the Brand Energy & Infrastructure port service provider. At the Careyn care institute, Gom ZorgSupport has been working on tendering cleaning activities in co-creation with the client. Gom Belgium has expanded its services with a new task: Gom is now cleaning airplanes at the Brussels South Charleroi Airport.

Continued Progress in Care and SupportThe Incluzio care division, Facilicom’s second pillar, worked hard at reinforcing its position in 2015. Axxicom was able to get down to work in Amstelveen and Aalsmeer, as well as in Maassluis, Schiedam and Vlaardingen. ZorgCentrale.nl acquired good new contracts for Humanitas and for the Respect Zorggroep in 2015. At the beginning of the year, Incluzio announced that it had acquired a majority interest in Cordaan Thuisdiensten. Cordaan is the market leader in Amsterdam and has a Social Support Act (Wmo) contract with this

capital city. To further reinforce its position, Incluzio also acquired a majority interest in its partner Radar Sociaal Ondernemen.

CLIENT & MARKET


TECHNOLOGY

Facilicom embraces new technologies because they often make it possible to drastically improve service provision. The migration to SAP, that the company has been working on for some time, is significantly helpful in this respect. This not only applies to the behind-the-scenes processes. The new ICT also makes it far easier to create client portals and to use apps to enter into direct contact with clients and end-users.

In 2013, in the Netherlands, Gom migrated to SAP. Trigion followed suit a year later. The next major company to be at bat during the reporting year was Gom Belgium. The majority of the divisions in the Netherlands and abroad are now working with the new system. This is bearing fruit. Information only needs to be entered once, the probability of error has been significantly reduced, new data is always current and immediately accessible to everyone, and what is going on at a client is always clear to everyone. This enables Facilicom to much better and faster anticipate the client’s wishes. This is crucial in support of combining services and achieving total integrated service delivery. Behind the scenes, Facilicom is therefore working hard to create an ‘integral client picture’.

Direct Contact with End-usersThe new ICT also makes direct communication much easier. For example, in 2015, Gom ZorgSupport introduced the SaveR tool. This

tool enables care institutions to quickly calculate whether outsourcing cleaning is a sensible choice. A business case in the press release shows that the gain in efficiency can reach as much as 30 percent. At Facilicom Solutions, the new landscape maintenance discipline uses a tablet to prepare maintenance reports on-site together with photos of the completed work. Incluzio together with family doctor practices and its neighbourhood teams in Utrecht Overvecht has developed a residents’ portal for all basic medical and social care. Gom ZorgSupport was furthermore nominated for the Golden Service Award Innovation for the app that the company developed together with the Westfriesgasthuis, a general hospital, and BeagleBoxx, a health care support service. The app enables patients to coordinate cleaning themselves. It is an entirely new way of establishing direct contact with end-users. Furthermore, it is an important tool to promote the experience of employees and guests and to increase client satisfaction.

Far-reaching Innovation due to TechnologyTechnological solutions also create a bridge with the consumer market. For example, Trigion is involved in the development of KPN SmartLife, a series of Connected Home Services. Trigion’s alarm service centre (‘AlarmServiceCentrale’), plays an important role in KPN SmartLife Veilig (Secure): in addition to providing a control room in the background, the company made an important contribution to

Using Technology to Improve Service


the system’s development. In part on the basis of the same technology, Trigion introduced its own system to the market focused on security and comfort: Comfortability. Furthermore, Trigion is a partner of the National SOS Alarm App. This app is extremely handy for anyone in an emergency situation because the app automatically passes on the caller’s exact location. The security company is moreover involved in a far-reaching innovation: the security robot SAM. This mobile robot, a development of its partner Robot Security Systems, promptly received an innovation award. Something entirely different, but just as innovative is the use of 3D computer technology for construction and maintenance, known as the Building Information Management or BIM Model. Breijer has been investing in this for years and this resulted in a challenging assignment in 2015. However, sometimes Facilicom will also deploy older technology to facilitate the work. Often this includes spectacular technology, such as the cherry picker used by Gom Belgium to clean the windows of a prominent client building, the European Parliament: this piece of equipment reaches 90 metres high.

TECHNOLOGY


VISIBILITY

Communication increasingly is knowledge sharing. For years, Facilicom has been fully focused on content marketing, or the communication of content. It is doing everything it can to stimulate a dialogue as an extension of this storytelling. In 2015, new tools were once again developed for this purpose. However, communication and knowledge sharing occur over a wide range of platforms and locations. For example, during knowledge sessions, within the sector as well as within the education sector.

Facilicom shares knowledge in various ways. For instance, via the Facilitair! client magazine and the affiliated facilitaironline.nl website. A tremendous volume of content has since been posted on this site that is often current for a long time. Each month, the newsletter introduced in 2015 establishes links between new trends and the older articles. This way existing content again becomes accessible and valuable. During the year under review, for Facilicom a new way of storytelling was introduced on the website: the comic strip. The first to appear was a beautiful comic strip about the Joure-Zuid Community School, a PPP Project. In 2015, Trigion started publishing its own monthly newsletter, Veilig (Safe), specifically focused on security-related developments. A special event was the one-time publication of the magazine ‘Stralen’ (Shine), in which Gom gave meaning to its new slogan: ‘Gom lets your organisation shine’. The

digital publications are frequently shared and thus create a great deal of visibility. However, sometimes Facilicom itself makes the news. This was the case during the hostage-taking incident that took place during the NOS Journaal, a TV news journal, at the beginning of 2015. It was a Trigion security officer who prevented a more serious situation from arising and who became a hero in the process. Trigion was proud, and the security officer and his colleague were decorated by the Carnegie Hero Fund.

Dialogue with ProfessionalsGom ZorgSupport operates in a highly dynamic sector in which outsourcing frequently is still relatively new. The company is therefore very active in sharing knowledge and establishing a dialogue. For example, with its research into hygiene in care institutions. Or with the creation of the Infection Prevention Knowledge Centre. Gom Hospitality also contributed to this during the year under review with a knowledge session for professionals in this sector. More or less as an extension of these activities, Facilitair! published an article about healthy buildings: an in-depth study published by the World Green Building Council shows that such buildings work better. As a people company, Facilicom is deeply involved in developments on the job market and this knowledge is also shared. For example, with the round table meeting with four key

Communication of content and knowledge sharing


VISIBILITY

stakeholders in the article ‘Guaranteed Jobs: a Cheerful Adventure’. Or with the interview with Prof Ton Wilthagen who characterised the Flexwet (Flexibility and Security Act), which was to be introduced in July 2015, as ‘wishful thinking and illusionary politics’. In 2015, Facilicom furthermore became the main sponsor of Facility Management Netherlands (FMN), one of whose key objectives is knowledge sharing. In addition, Facilicom is a prominent member of the Professionals in PPP Platform. This platform includes approximately thirty major parties in this field who aim to learn from each other and who aim to improve cooperation. This too was disseminated in a lengthy article with many online extras: ‘Earning Profit with PPP Structures’.

Stimulating Future TalentEducation is and naturally will remain a key knowledge sharing platform. This is where future talent receives its education. As a leading party in the facilities services market, Facilicom feels that it has a major responsibility for stimulating and facilitating good education and establishing cross-connections with actual practice. Naturally, one of the benefits of this is that the company enters into contact with talent at an early stage. For example, Gom is involved in an inspiring initiative at Albeda College: Youngflex - a company in which promising students occupy management positions for a year. Incidentally, Albeda is a loyal Facilicom client. With this partnership, Facilicom and Gom aim to provide added value to the business of this Regional Training Centre (ROC). Since recently, Facilicom Solutions has been supporting Facilitas, the study society for Facility Management Students at The Hague University of Applied Sciences. The contribution enabled students to attend the Euro FM Convention in Glasgow. A special initiative was undertaken by Incluzio, which created social work placements in its neighbourhood team organisation ‘Sociaal’ in Utrecht for as many as forty university of applied sciences (HBO) students. With this initiative, Incluzio and the

neighbourhood team organisation aim to bring young people with new zeal and fresh ideas into contact with actual practice. The sector within which Incluzio operates is rapidly changing and the education sector has to keep pace with this change. This work placement programme is intended to create a bridge between this sector and the education sector.


2015 CSR ANNUAL REPORT

REPORTING PEOPLE PLANET PROFIT

€€€


Each year, since the 2008 reporting year, Facilicom has reported on the goals achieved in the area of CSR. The reporting is in accordance with the guidelines of the Global Reporting Initiative (GRI 4). Facilicom also endorses the principles of the United Nations Global Compact initiative. These principles have been translated into Facilicom's company code and procurement code, among others. Facilicom’s CSR Report describes the performance of divisions in terms of specific objectives, but also provides an overview of other initiatives that were started up.

Corporate Social Responsibility (CSR) is inextricably linked to Facilicom’s culture. The care for people, the environment and profitability form part of a policy that is focused on the company's continuity, employee employability and the services provided to clients. Since its foundation in 1966, Facilicom has been an independent company, i.e. independent from external equity providers.

There is no external pressure on generating profits over the short term; policy is focused on the long term. Facilicom uses the following CSR definition: 'The development and pursuit of policy within the context of People, Planet and Profit, focused on sustainability and on contributing to social welfare over the long term, while providing due consideration to relevant stake-holders.' To give CSR a permanent place within the organisation, an integral management model has been implemented at the holding level that is consistent with the existing certified ISO 9001 Manage-ment System. Facilicom’s Group Management Board at regular inter-vals assesses the suitability, adequacy and effectiveness of the general CSR management system. All divisions that are certified in accordance with the criteria of CSR Performance Ladder Levels 3 and 4 are represented here. Each year, since the 2008 reporting year, Facilicom has reported on the goals achieved in the area of CSR and uses specific objectives to measure its performance.

2015 CSR ANNUAL REPORT - REPORTING

http://facilicom.nl/over-facilicom/jaarverslag


As a people company, corporate social responsibility is second nature to Facilicom. Employees are our most important capital. The company therefore does everything it can to promote the welfare and well-being of its employees. It is Facilicom's conviction that corporate social responsibility has the potential for committing people to the organisation and cementing interpersonal relationships.

Facilicom’s CSR Report is prepared in accordance with the guidelines of the Global Reporting Initiative (GRI 4) and is extensively covered in the online annual report.

Personnel PolicyAt the end of the financial year, Facilicom had 27,150 employees on staff and 90 nationalities working together in harmony. The personnel policy is focused on creating a workforce that is a reflection of society. When it comes to job openings, employees always have priority, in part to stimulate job rotation within the company. Facilicom's objective is to achieve sustainable employability of our staff, whereby the company and employees bear joint responsibility. Long-term employment is viewed as the best way to retain valuable knowledge and experience, and to guarantee continuity with our clients. Mobility is stimulated for this purpose. Facilicom’s objective is

to have five percent of the workforce made up of people with poor job prospects on the job market. In addition, it increasingly realises social return on behalf of clients.

Absence due to Illness and Work ExperienceThe absence due to illness rate stabilised in 2015. Long-term absence declined, but there were more people who were absent for more than six weeks. The introduction of an absence coordinator, allows the Occupational Health and Safety Service to entirely focus on employees on long-term sick leave. The reintegration of employees into their own or other work is a priority. For most companies, Facilicom is self-insured for the Return to Work (Partially Disabled Persons) Regulations (WGA). The company’s own case managers actively focus on reintegration initiatives and regularly manage to achieve an acceptable fitness for work rate. In 2015, the average WGA duration at Facilicom was 2.7 years, while the national average is 7 years. Employees’ well-being is ascertained on the basis of a work experience survey. This survey is also important because Facilicom is convinced that having satisfied and committed employees leads to satisfied clients, and taken together, this in turn leads to good returns. Each district manager can view the findings of the work experience survey in his/her dashboard, making it possible for the manager to effectively respond. Naturally, Facilicom also closely focuses on health and safety. Facilicom uses the Injury

2015 CSR ANNUAL REPORT - PEOPLE


Frequency (IF) index to measure incidents and accidents. An online table records the IF factors of the various divisions in relation to their sector norm. Attention is focused on employee well-being in various ways, including by means of BRAVO (a Dutch acronym that stands for more exercise, quit smoking, moderate alcohol use, healthy nutrition and sufficient relaxation) meetings.

Training, Education, HostmanshipFacilicom attaches a great deal of importance to training and education. In 2014 and 2015, all five hundred senior managers completed a development programme designed to help transform the organisation from a process-oriented to a client-oriented organisation. In 2015, twenty-one management trainees were employed by Facilicom: young talent with the opportunity to evolve into future leaders within Facilicom. In 2015, Gom signed a partnership agreement that contributes to the Nationaal Programma Rotterdam-Zuid (NPRZ), a programme to improve living and working prospects in South Rotterdam. The company also signed the Language Agreement of the Ministry of Social Affairs and Employment. Basic training at Gom is now provided through means of digital videos and animations. In 2015, Trigion Academy provided specialised training and education to a total of 6,129 employees. Facilicom Solutions in 2015 used an e-learning module as an introduction for new employees. Five Utrecht neighbourhood teams completed a training course teaching them to work in accordance with the 4D Model. The safety training requirements for each position within Breijer were reviewed. In addition, the hostmanship programme initiated in 2011 is ongoing throughout all of Facilicom.

Extra Support for EmployeesThe Social Fund makes it possible to provide extra support to employees: the fund provides financial support to employees in need. In 2015, the Social Fund distributed EUR 142,036.77, spread across 3,309 unique claims or invoices. Another extra is the Facilicom Ombudsman, a position occupied by a lawyer from the Legal Affairs department. People who run into debt-related problems can contact the NIM-BMW’s debt counselling service. The Facilicom Benefit Programme offers employees attractive discounts on insurance, products, subscriptions and outings.

2015 CSR ANNUAL REPORT - PEOPLE


Facilicom's key environmental impact by far manifests itself in terms of the consumption of purchased cleaning materials and the in-house consumption of energy, the transport of products, CO

2

emissions and waste. The impact of Facilicom's activities is monitored in various ways. For example, the CO

2 footprint (Scope 1

and 2), the consumption of materials and the waste streams are tracked. Specific objectives have been established for all performance indicators. In addition, a number of companies is looking beyond Scope 1 and 2.

Facilicom’s CSR Report is prepared in accordance with the guidelines of the Global Reporting Initiative (GRI 4) and is extensively covered in the online annual report.

CO2 Footprint

To calculate its CO2 footprint, Facilicom reviews the energy

consumed by its buildings and car fleet. The company's aim is to reduce its footprint year over year, and it is successful in doing so. The objective in 2015 was to achieve a 5 percent reduction; the actual percentage achieved was 8 percent. In 2015, Gom started up various initiatives to reduce its footprint, for example, by reducing the number of plastic bags and the volume of plastic in each bag, as well as overhauling the old material carts. Trigion each year compensates the CO

2 emission of the approximately 150 cars used by Mobile

Surveillance. In 2015, 1,903.72 tonnes of CO2were compensated.

Breijer supports the sustainable initiatives of other companies, including the initiative of ANWB (Royal Dutch Touring Club) Zakelijke Markt (Business Market). In 2015, this involved a total of 0.45 tonnes of CO

2 emissions. Facilicom UK & Ireland continues to work on CO

2

neutral cleaning on this basis of its C2Zero concept and hopes to be fully CO

2 neutral by the end of 2016. A similar initiative is underway in

Belgium.

Accommodation, Mobility, EnergyFacilicom is working on efficient accommodation. Facilicom’s head office has the EPA A++ label. The number of branches throughout the country has been reduced in recent years. To reduce commuting traffic and CO

2 emissions and to facilitate a better personal work-life

balance, employees at head office are given the opportunity of working 20 percent of the hours specified in their employment contract at home. Facilicom has implemented the New Way of Working at several regional branches. Mobility is a focus of attention as well: all divisions try to have their people as much as possible work close to their place of residence. Cycling to work is encouraged, in part by making it possible to acquire a company bicycle with the attendant tax benefit. The car fleet is also under review. Employees are provided with sample calculations and a mobility allowance to encourage them to opt for more efficient cars

2015 CSR ANNUAL REPORT - PLANET


with lower CO2 emissions. And of course energy consumption.

Facilicom has exclusively acquired sustainable energy since 2007. Some companies are generating renewable energy, including at their own sites. The air conditioning and heating system can be adjusted for each room in most buildings, thus avoiding the unnecessary use of energy when no one is present.

Procurement Code and ProcurementFacilicom introduced the Facilicom Sustainable Procurement (FSP) Code in 2013. Currently the contracts that comply with the FSP provisions collectively represent a procurement value of over EUR 93 million, a 50 percent increase over last year. Gom challenges its suppliers to innovate and to promote sustainability with the Facilicom All Together Award. Gom Netherlands once again put ‘The Green Ambition’ high on its agenda in 2015. This has manifested itself in the further harmonisation of the products used. Breijer joined the FSC Bouw & Hout Covenant, an agreement that aims for 100 percent procurement of sustainable wood. Due to digitisation, paper consumption has drastically declined at Facilicom in recent years. The target was not achieved in 2015, although the use of stationery and envelopes declined significantly In 2015, Prorest put a great deal of effort into reducing food wastage. Furthermore, the catering company cooperated in research conducted by health insurers and VU University Amsterdam into promoting people’s health.

Waste and RecyclingWaste is collected and processed separately throughout Facilicom, including at the many locations where the divisions are active. For 2015, the objective was to achieve a 10 percent reduction in the waste stream. The actual percentage achieved was 9 percent. Trigion and Prorest now recycle worn out work clothing instead of having it destroyed. In this context, use is made of social return via Incluzio. In cooperation with its waste management company, Breijer has set up its waste streams even more efficiently. The volume of construction and demolition waste generated by this construction and contracting company was 18 percent less compared to 2014.

2015 CSR ANNUAL REPORT - PLANET


A healthy return is a prerequisite to continue to be able to invest and to guarantee the continuity of the company and employment. However, the P for Profit means more than this. It not only represents Facilicom's aim to achieve healthy financial results year after year, but also its intent to contribute to prosperity and to play a positive role in society.

Facilicom’s CSR Report is prepared in accordance with the guidelines of the Global Reporting Initiative (GRI 4) and is extensively covered in the online annual report. The 2015 key financial figures are contained in the Financial Annual Report.

Complaints Committee and Confidential CounsellorsFacilicom each year renders account of the activities of the Complaints Committee and the Confidential Counsellors. The Complaints Committee did not receive any complaints in 2015. In 2015, the company's eight confidential counsellors received a total of 78 reported incidents, of which 17 were properly addressed to the confidential counsellors. This represents a slight increase compared to 2014. Bullying is the reason for more than half of the reported incidents. The confidential counsellors also assist in resolving the other incidents reported. This works well precisely because the confidential counsellors are employees of the organisation.

Integrity, Client Orientation, TransparencyTo safeguard integrity, Facilicom employs a Company Code with clear integrity guidelines. The Company Code is a translation of the principles of the United Nations Global Compact initiative. If integrity principles are violated, the companies immediately take structural measures designed to avoid the recurrence of similar incidents. A whistle-blower scheme makes it possible for employees to report abuse without running the risk of being adversely affected themselves. Gom, Trigion and Prorest signed the Responsible Market Conduct Code. Facilicom UK & Ireland is a frontrunner in the United Kingdom in striving for proper remuneration, equal treatment and increased attention to the well-being of cleaning staff.

Facilicom aims to be the most client-oriented facilities services provider and consequently invests in client orientation. For example, more and more divisions use account managers or client teams. ICT is also involved in this development and facilitates increased client-oriented ways of working. To continuously encourage client orientation among senior managers, a new dashboard has been developed in-house that now also includes client satisfaction. Transparency is also receiving a great deal of attention. In 2015, Facilicom rose from position 85 to position 55 in the Transparency Benchmark. For 2016, the objective remains to be among the top 50.

2015 CSR ANNUAL REPORT - PROFIT

http://jaarverslag2015.facilicom.nl/financieel-jaarverslag


Dialogue with StakeholdersTo develop an overview of the CSR expectations of stakeholders, various stakeholders were approached on the basis of a digital survey. The process described in the CSR Performance Ladder was followed in this respect. The results form input into the policy that drives daily business operations. One topic stood head and shoulders above everything else in 2015: social return. The stakeholders expect Facilicom to make significant efforts in this area. This includes assuming chain responsibility. Furthermore, Facilicom has a permanent Sounding Board Group comprising approximately twenty key business relations with which the company fairly regularly exchanges ideas on current facilities services themes. In 2015, there was a single session on the topic of far-reaching integration of soft and hard services.

Knowledge Sharing, Creating Sustainable AccommodationFacilicom has always been an advocate of knowledge sharing and therefore shares its knowledge in the area of facilities services, outsourcing, management, and matters such as the takeover of staff over a range of platforms. Content marketing is an important instrument in this respect. In addition, many Facilicom companies organise knowledge sessions or knowledge centres within their respective sectors. A current selection is presented under Visibility. An overview of the sector organisations, interest groups and organisations to which Facilicom contributes is contained in the Memberships PDF document. Facilicom has an internal knowledge centre for employees that in 2015 dealt with ‘Lean and Continuous Improvement’ and ‘Food Trends’. Furthermore, to promote client orientation and efficiency, a great deal of time and knowledge has been invested since mid-2015 in creating a ‘FaciWiki’. Making accommodations sustainable is another theme to which various Facilicom companies are contributing a great deal. For example through means of active membership in the Dutch Green Building Council, an in-house BREEAM specialist and earning the ISO 14001 certificate by the construction company.

Charitable CausesIn 2015, companies and employees once again contributed to a large number of charitable causes, such as the Dutch Cancer Society, Made Blue, The Laurentius Dinner, Groot Hart, NL Doet, Alpe d’HuZes, the Pameijer Run, the Bergentocht - a national event in support of brain cancer, and the Damloop by Night running event.

2015 CSR ANNUAL REPORT - PROFIT


Facilicom’s turnover rose significantly, from EUR 1.03 billion in 2014 to EUR 1.15 billion in 2015. It is a new turnover record. The Group’s net profit declined in part due to incidental losses related to construction and contracting projects, and the bankruptcy of the retail chain V&D, a major client.

This summary includes the consolidated balance sheet, the consolidated profit and loss account and the consolidated cash flow statement. The Financial Annual Report contains the complete figures.

2015 FINANCIAL ANNUAL REPORT

2015 FINANCIAL ANNUAL REPORT >




CONSOLIDATED BALANCE SHEET (BEFORE PROFIT APPROPRIATION)

(X EUR 1,000) 31 December 2015 31 December 2014

ASSETS

FIXED ASSETSIntangible fixed assets 5,620 –Tangible fixed assets 115,918 111,822

Financial fixed assets 53,153 23,327

174,691 135,149

CURRENT ASSETSStocks 3,624 4,790Trade receivables 232,737 198,831Other receivables, prepayments and accrued income 17,813 12,675Liquid assets 92,471 128,727

346,645 345,023

521,336 480,172

LIABILITIES

GROUP EQUITY 228,067 222,006

PROVISIONSEmployee benefits 8,102 8,228Taxation 3,010 3,618

11,112 11,846

LONG-TERM LIABILITIES 12,520 –

CURRENT LIABILITIESAmounts owed to credit institutions 235 1,675Debts to suppliers 65,186 46,434Tax liabilities and social security premiums 60,807 59,897Debts in respect of pensions 5,845 2,614Other debts, accruals and deferred income 137,564 135,700

269,637 246,320

521,336 480,172


CONSOLIDATED PROFIT AND LOSS ACCOUNT

(X EUR 1,000) 2015 2014

OPERATING INCOME 1,150,204 1,029,863

OPERATING EXPENSESCosts of (auxiliary) materials 62,865 64,694Outsourced work and other external costs 190,015 144,801Staff costs 779,018 713,699Amortisation of intangible assets 1,302 –Depreciation of tangible fixed assets 22,145 18,671Impairment 2,474 –Other operating expenses 82,376 57,887

1,140,195 999,752

OPERATING RESULT 10,009 30,111

FINANCIAL INCOME AND EXPENSESInterest income and similar income 1,031 1,561Interest charges and similar charges 644 83

387 1,478

RESULT FROM ORDINARY ACTIVITIES BEFORE TAXATION 10,396 31,589Taxation 4,985 8,805

5,411 22,784Results from participating interests 493 1,002

PROFIT AFTER TAXATION 5,904 23,786

Share of third parties 2,452 -391

NET PROFIT 8,356 23,395


CONSOLIDATED CASH FLOW STATEMENT

(X EUR 1,000) 2015 2014

CASH FLOW FROM OPERATING ACTIVITIESOperating result 10,009 30,111Depreciation of fixed assets 26,172 19,358

36,181 49,469Changes in operating capital:Trade receivables -23,511 -13,575Stocks 2,710 1,147Other receivables, prepayments and accrued income 4,437 2,913Current liabilities 19,864 -2,625

3,500 -12,140

39,681 37,329Financial results and taxesInterest income and similar income 155 1,206Interest charges and similar charges -644 -83Dividends received 100 100Profits tax -7,571 -7,435Change in provisions -734 -483

-8,694 -6,695

30,987 30,634

CASH FLOW FROM INVESTMENT ACTIVITIESAcquisitions of group companies -20,807 -4,205Investments in financial assets -42,237 -7,019Investments in tangible fixed assets -22,548 -23,391Disinvestments of tangible fixed assets 2,422 1,594

-83,170 -33,021

-52,183 -2,387

CASH FLOW FROM FINANCING ACTIVITIESPaid dividend -500 -1,053Draw down of loan 12,109 –

11,609 -1,053

NET CLASH FLOW -40,574 -3,440Liquid assets gained in acquisition of group companies 3,695 –Exchange rate and conversion differences 623 522

CHANGE IN LIQUID ASSETS -36,256 -2,918

Head OfficeKarel Doormanweg 43115 JD Schiedam, the NetherlandsPO Box 1443100 AC SchiedamTel.: 0031 (0)10 298 11 11Fax: 0031 (0)10 298 11 01

Head Office BelgiumAvenue BuildingNoorderplaats 7 bus 12000 Antwerp, BelgiumTel.: 0032 (0)3 224 38 00Fax: 0032 (0)3 226 56 34

www.facilicom.com

Head Office France2-4 rue Marco Polo94373 Sucy en Brie, France Tel.: 0033 (0)1 49 82 85 00 Fax: 0033 (0)1 49 82 85 90

Head Office United KingdomSargasso Level 2Five Arches Business CentreMaidstone RoadSidcupKent DA14 5AE, United KingdomTel.: 0044 (0)20 83 08 50 50Fax: 0044 (0)20 83 02 58 49

Divisions of the Facilicom Services Group

Facilicom SolutionsTrigion BeveiligingGom SchoonhoudenProrest Catering

Incluzio

Documents

FACILICOM SERVICES GROUP 2015 ABBREVIATED ANNUAL ... - Trigion · security sector and primarily women in the cleaning sector. While we are aware of this, we also note that the total