• Definitions
• Abbreviations

Summary of Key Report Findings

• An expanding market
• Despite broadening support, services remain biggest sector
• IT expanding the scope of facilities management
• Room for all in a diverse market
• Benchmarking and standards measurement
• Training, qualifications, professionalism
• Increased industry recognition at board level
• Strategic FM - the new way
• Partners not adversaries
• Regulation and legal issues
• PFI means significant growth in public sector
• Broadening of services
• TFM - not possible?

Legislation and Industry Issues

• Best value
• PPP
• PFI
• Housing Act
• Environmental issues
• Benchmarking - an EU standard
• TUPE

Market Size and Trends

• Figure 1: The UK facilities management market, 1998-2003

Market Segmentation

• Figure 2: Value of business services, by sector, 2000-03
• Figure 3: UK business services turnover, by sub-sector, 2000-03

Service Sector Overview

• Figure 4: Support services provided by catering contractors, by number, 2002
• Figure 5: Support services provided by catering contractors, by number, 1997-2002
• Figure 6: Number of meals served by contract caterers, per market segment, 1997-2003
• Telecommunications
• Telebusiness
• Figure 7: Breakdown of call centre market, by industry user, 2002
• Building operations and maintenance
• Transport
• Figure 8: Comparison of fleet, business and private new car registrations, 1998-2002
• Infrastructure management
• Environment management
• Figure 9: Attitudes towards pollution in the UK, 1997 and 2001
• Waste management
• Figure 10: Breakdown of estimated total annual waste, 1999 and 2001
• Energy management
• Figure 11: Carbon dioxide emissions, by end-user, 1990 and 2000
• Figure 12: Energy use, by sector, 1997-2001
• Figure 13: Energy use, by sector, 1990-2001
• Property management
• Management consultancy
• Figure 14: UK management consultancy fee income, by sector and service, 1999-2001
• Information technology

Client Sector Overview

• Business and industry
• Central Government
• Education
• Health
• Local government
• MOD

The Supply Structure

• Total Facilities Management
• Interservefm Ltd
• Figure 15: Interservefm financial performance, 2000-02
• Jarvis plc
• Figure 16: Jarvis plc financial performance, 2000-02
• MITIE Group plc
• Figure 17: MITIE Group plc financial performance, 2000-02
• Serco
• Figure 18: Serco financial performance, 2000-02
• Construction
• Amey plc
• Figure 19: Amey plc financial performance, 2000-02
• Carillion plc
• Figure 20: Carillion financial performance, 2000-02
• Mowlem Aqumen
• Figure 21: Mowlem Aqumen financial performance, 1999-2001
• Taylor Woodrow FM
• Figure 22: Taylor Woodrow plc, financial performance, 2000-02
• Engineering
• AMEC plc
• Figure 23: AMEC plc and AMEC Facilities Ltd, business lines by turnover, 2000-02
• Figure 24: AMEC financial performance, 2000-02
• EMCOR Drake & Scull Ltd
• Figure 25: EMCOR UK financial performance, 2000 and 2001
• WS Atkins
• Figure 26: WS Atkins financial performance, 2000-02
• Single-service providers
• Capita Group
• Figure 27: Capita financial performance, 2000-02
• Chestertons Workplace Management
• Figure 28: Chestertons financial performance, 2000-02
• Haden Building Management Ltd (Balfour Beatty plc)
• Figure 29: Balfour Beatty plc, financial performance, 2000-02
• ISS - International Service Systems
• Figure 30: ISS financial performance, 2000-02
• L S Trillium (Land Securities Ltd)
• Figure 31: Land Securities plc financial performance, 2000-02
• Rentokil Initial Group
• Figure 32: Contribution to Rentokil Initial turnover, by division, 2002
• Figure 33: Contribution to Rentokil Initial turnover, by region, 2002
• Figure 34: Rentokil Initial financial performance, 2000-02
• Sodexho Alliance
• Figure 35: Sodexho revenue breakdown, by region, 2002
• Figure 36: Sodexho financial performance, 2000-02

Inherent Industry Weaknesses

• Problems of definition
• Benchmarking
• Training and professionalism
• Poor perception still to be overcome
• Incoherent image
• Reflected bad press from PFI
• Poor relationships
• TFM not always best option
• Recession risk or reward?

Opportunities and Strengths

• IT offers a new cohesive opportunity
• Strategic approach
• Longer and larger contracts
• Political support
• Flexibility

The Future

• More consolidation delivering more TFM
• More strategic roles
• Greater professionalism
• Benchmark likely to be established
• Beacon PFI projects
• IT development towards more integrated approach

Forecast

• Stable growth to continue as market matures
• Figure 37: Forecast of the UK market for facilities management, 2003-07
• PFI proves valuable
• IT an increasingly profitable area
• Consolidation a future feature
• Factors incorporated

Appendix: Research methodology
Index of reports