PowerPoint Presentation

[Virtual Presenter] Hello and welcome to our Internal Business Presentation for the month of August 2025. Today, we will be sharing an overview of the Senior Leadership Team's progress and presenting our Board Report. This is a significant opportunity for us to review our accomplishments and address any obstacles we may be encountering. We value your time and focus as we strive towards our shared objectives. Without delay, let's begin our presentation. Thank you for being here with us..

[Audio] During the second slide of our August 2025 Senior Leadership Team Board Report, we discussed the outcomes of the monthly board meeting and provided updates on our business development and marketing efforts. The Business Development & Marketing team, led by David Fisher, presented on the progress of new proposals such as the Jockey Club CCS Framework, the Crown Commercials ESPO Framework, and the Eastern Shires Purchasing Organisation. Unfortunately, one bid is still pending document issue. Moving on to tenders, we currently have several in progress, including live bids for Adult Skills Funding boot camps. We are pleased to announce that we have been awarded funding for the boot camps and have already signed contracts for £250k. We have also recently submitted a tender, but have not yet submitted any new ones this month. Additionally, we have not applied for any unsuccessful tenders, but we have successfully won both permanent and temporary contracts, demonstrating our strong performance in securing business. This concludes our updates for this slide. Please stay tuned for more updates in the rest of our board report..

[Audio] David Fisher will be discussing Change Management in slide 3 of our presentation. This section will focus on the development of the company's central repository, known as the CMS. The CMS will serve as the main source of company information and MS Forms will be used as a linking tool to automatically upload all relevant documents. This will enable statistical analysis using Power BI and our long-term goal is to incorporate an AI Assistant for managers to access information directly from the system. Stage 1 of this project is expected to be completed by the end of September and we are also updating assignment instructions and risk assessments to align with compliance standards. A review of the onboarding process will also take place. While the Troxy and Space NK pieces are still in progress due to other business commitments, we anticipate completing AI and induction videos by early October. Our new collaboration with HR will focus on employee well-being, social behaviors, and support by rewriting job descriptions and implementing support programs for topics such as sexual harassment and work-life balance. Completed contract works and job descriptions will be sent for review and individual meetings will be conducted to ensure everyone is on board with the changes. Our next topic, the ACS rollout, will emphasize the daily effort needed to excel in the ACS arena rather than just preparing for audits. This will promote team excellence and collaboration. The review of ACS compliance has already begun and David Fisher will be meeting with the Operations Team to discuss this. Due to the HR and Skills bootcamp, there has been a slight delay, but this process will commence soon. Slide 3 has now concluded and we will now move on to slide 4..

[Audio] This is the Monthly Board Meeting for August 2025, where updates and developments within our Senior Leadership Team and HR department will be discussed. Slide number 4 shows the 50% decrease in LTS investigations and no change in disciplinary appeals, indicating a stable work environment. There has been a significant 500% increase in new starters, with 38 employees joining our team at Space NK Birmingham and Rosewood Holborn sites, showcasing our company's growth. However, there has also been a rise in employees leaving the company due to our fast-paced onboarding process and effort to find the best fit for each location. In conclusion, August has been a busy month with both positive and challenging developments, and we will continue to strive towards a strong and united team that aligns with our company values and goals. Thank you for your attention. This concludes the HR summary for August. We welcome any feedback and suggestions..

[Audio] In August 2025, our HR department experienced a rise in the number of employee files requiring vetting. This was due to an increase in interviews and new site deployment needs. However, despite the higher volume, we are proud to announce a decrease in the average time it takes to vet each employee profile. This improvement can be attributed to our new onboarding template, which has streamlined the process and allowed for quicker deployment of staff to different sites. In regards to our reward and recognition segment, we are pleased to announce Kingsley Emeka as our employee of the month for August 2025. Kingsley has shown great versatility and dedication in his work across multiple sites. He is a valuable member of our team. Looking at the data from the past three months, we can see a significant increase in the number of files we screened in August (182), with a notable decrease in the average time it took (42 days). In comparison to July, we had a 91.58% increase in new files being screened and a 50% decrease in the average time taken. We are also proud to report that there were no TUPE transfers or redundancies during this period, showcasing the success of our screening and vetting process in ensuring the right employees for our team. Thank you for joining us for this update on our screening and vetting process. This concludes slide number 5 of our Senior Leadership Team Board Report for August 2025. Stay tuned for more updates on our progress..

[Audio] This report will discuss the progress of the Online Staff Knowledge Hub for the month of August 2025. Slide number 6 shows a total of 299 registered users, with 5 completing all courses, 166 in progress, and 133 not started. Compared to September, there was a slight decrease of 0.3344% in registered users. However, users who started some courses increased by 20% and those who haven't started any decreased by 0.75%. The results for the Online Staff Knowledge Hub in August show that 11.86% have passed courses, 10.75% are in progress, 0.56% have failed, and 76.83% have not started. In September, there was an overall increase of 1.18% in users who passed, a decrease of 0.24% in those in progress, and 0.07% in those who failed. Notably, there was a significant 0.88% decrease in those who have not started any courses. These results demonstrate a positive trend in usage and completion of the Online Staff Knowledge Hub. By continuing to support and encourage staff to utilize this resource, we can expect even greater improvements in the future. Please refer to the accompanying tables for a more detailed breakdown of the data. We look forward to seeing continued progress in our training and development initiatives. Keep up the great work, team..

[Audio] As we continue our presentation, we will now focus on the monthly board meeting for August 2025. The report from our senior leadership team and the Learning and Development department will be discussed on slide number 7. The June statistics for Amelia - Learning and Development will be highlighted. The first table on this slide displays the training course, date of training, attendance record, and pass rate for Level 2 Spectator Safety. The training course was held on 27th May 2025, with a strong attendance record of 96.55% and an impressive pass rate of 59.26%. Next, the list of completed and planned trainings will be shown. One training course is scheduled for July with 20 registered participants. The next table shows that 16 learners have completed their workbooks for the Level 2 Spectator Safety training. This reflects the dedication of our employees to improve their skills and knowledge. A table also highlights the number of learners assessed for the training, with updates to be provided at the next board meeting. Lastly, the payment table breaks down the payment process for the training courses, with the majority of payments completed. This concludes our overview of the June statistics for Amelia - Learning and Development. We will continue to monitor and evaluate our progress in providing valuable training and development opportunities for our employees..

[Audio] This is our senior leadership team's board report for August 2025. We will be discussing our recent training initiatives and the progress made in our learning and development efforts. Slide number 8 will focus on the completion and assessment of the Spectator Safety training, as well as payment for the courses. The table on the slide shows that 20 spots were available for the Level 2 Spectator Safety course on August 11, 2025. With 17 attendees, we are proud to have a high turnout for the training, demonstrating our team's commitment and enthusiasm to improve their skills and knowledge in ensuring spectator safety. Our learners have completed their workbooks with 100% completion rate, indicating our dedication to continuous learning and development. All learners have also been assessed, underlining the effectiveness of our training and our commitment to equipping our team with the skills to handle any situation. Payments for the August training, funded by Maximus, can be seen in the final table on the slide. We appreciate their support and investment in our team's growth and development. We are proud of the progress we have made and will continue to strive for excellence in our learning and development initiatives. Thank you for your continued support. This concludes our update on the completed Spectator Safety training..

[Audio] Slide 9 out of 27: Amelia Learning & Development program is excited to share the future initiatives with the audience. As we approach August 2025, apprenticeships for office staff will be launched, including Security Manager (Level 3), HR Support (Level 3), and Business Administrator (Level 2). These programs will provide valuable learning and practical experience for our employees. Additionally, tailored apprenticeship pathways for security operatives in retail, hospitality, and events will not only strengthen our workforce but also offer career growth opportunities. We have also secured funding for Skills Bootcamps to upskill our current staff for priority roles and strengthen our internal talent pipeline. As Operations Managers, we kindly ask you to compile a list of interested and eligible individuals for each apprenticeship route to facilitate enrolments and create a suitable schedule for our employees. Let's move on to the next slide to learn more about our progress and plans for the future..

[Audio] This is slide number 10 of our August 2025 Senior Leadership Team Board Report, which focuses on the sales performance for the month of August. In August, our company earned £5,244 in profit and completed a total of 12 appointments, including securing a new client, Kings Oak, over the phone. We also lost out on some quotes and tenders, but were able to secure a non-disclosure agreement with Abbey Road/Universal Music Group. Our sales team had a busy month with meetings and collaborations, including ones with Blackmore Global, Kontour Productions, Heritage Future, One Events/1 Marylebone, Magic Sound Entertainment, and Urban Parking. Additionally, we quoted for Figo Restaurant but did not secure the opportunity. Our team continues to provide services for regular clients such as Truman Brewery, Charlton FC, Borough Hall, and Dulwich Hamlet FC. We also secured a new contract with Cmpm/Caledonian Park for two jobs. In addition, we had the opportunity to work on some exciting new projects such as Smitten Weddings, White Egg, and Bromsgrove Rugby Club, all as first-time clients. We also provided services for Kings Oak, an old customer, on four jobs. Despite losing out on some tenders and quotes, we are optimistic about our continuous growth and expansion as we strive to maintain strong relationships and provide quality services to our clients. Thank you for watching this slide and we look forward to continuing our success and growth in the coming months..

[Audio] Slide 11 of the senior leadership team board report for August 2025 contains information on our operations in the retail sector. The first site, Space NK – Birmingham - Bullring, had a KPI score of 5 with no lost hours or incidents, but there was 1 complaint about our operatives' conduct. Moving on to Space NK – Cardiff – St Davids Shopping Centre, there was a KPI score of 4 with no lost hours or incidents. Our client had a request for a call regarding one of our operatives, but the situation was resolved. The next site, Space NK – Leicester – High Cross Shopping Centre, had a KPI score of 5 with no lost hours or incidents and our client was satisfied with our services. However, at Space NK – Manchester – Arndale Shopping Centre, there was a KPI score of 4 with 2 incidents, which were both handled by our team member Naveed. Lastly, at Space NK – Liverpool – Unit 27, there was a KPI score of 4 with 6 incidents. We had to replace one operative and there were 5 thefts reported, with 3 being recovered. This concludes our overview of our operations in the retail sector for August 2025. Stay tuned for the remaining 16 slides in our senior leadership team board report..

[Audio] This is the senior leadership team's board report for August 2025. We are currently on slide 12 out of 27, where we will be discussing the performance of various sites for the month. The table shows data on the Site Name, KPI Score, Site Visits, Lost Hours, Incidents, and Contracts at Risk. Let's take a closer look at the numbers. Starting with Space NK - London - Duke Of York, there was a KPI score of 5 and no incidents reported, but one instance of theft which was promptly resolved. On a positive note, the client is happy with our services. Moving on to Space NK - London - Covent Garden, there was a KPI score of 4 and a total of 14 thefts reported, of which 9 were successfully recovered. Unfortunately, there was a complaint about a staff member, but we have taken necessary steps to replace them. Next, at Space NK - London - Kings Cross, there was a KPI score of 4 and no incidents reported, but a staff-related complaint was promptly addressed and resolved. Also, at Space NK - London - Kensington, there was a KPI score of 5 and no incidents or lost hours reported. We also received positive feedback about staff member Joel. Lastly, at Space NK - London - Canary Wharf, there was a KPI score of 4 and 5 thefts reported, all of which were recovered. We also received good feedback about Joel. Overall, it has been a successful month with high KPI scores and minimal incidents. However, we need to keep an eye on staff-related issues and thefts in certain locations. Our overall goal of providing excellent services to our clients is on track. Let's move on to slide 13 for further updates..

[Audio] This presentation will cover slide 13 focused on the August 2025 Senior Leadership Team Board Report. We will be discussing the performance and concerns of our retail division during this time. Our Space NK stores in London have all received a perfect KPI score of 5 out of 5. This is a great achievement and a reflection of the hard work and dedication of our teams. Like any business, there have been some issues, but we have been able to handle them effectively. The Duke of York store had one reported theft, but we were able to recover the stolen item and identify a potential second person involved, showcasing the effectiveness of our store security measures. The Covent Garden store had 14 reported thefts, but we were able to recover 9 of the items. This highlights the importance of having a dedicated team in our stores. At Kings Cross, a customer complaint about a staff member was promptly addressed by replacing the staff member, demonstrating our commitment to excellent customer service. The Kensington store has had no reported incidents and is running smoothly, showcasing our team's ability to handle potential problems. At the Canary Wharf store, we received positive feedback about our team member Joel and his exceptional customer service, along with 5 reported thefts, all of which were recovered, reaffirming the effectiveness of our store security measures. The Oxford Street store had 2 reports of lateness from staff, which were resolved through a phone call with the store manager on 22/8/2025. Additionally, 4 reported thefts occurred, with 3 of them being recovered. Our regular team and the implementation of a team lead have been crucial in ensuring the smooth operations and handling of any incidents in our London Space NK stores. This exemplifies the high standards and dedication of our retail division..

[Audio] In our August 2025 Senior Leadership Team Board Report, we will be discussing the operations and progress of our company in the past quarter. On slide 14, we have a breakdown of the KPI scores and site visits for four sites within our organization. All sites received a score of 5, indicating satisfactory performance, and had 0 or 1 site visits with no reported incidents. Let's take a closer look at each site. Firstly, Eight - Moorgate - Members Club had 0 lost hours and 0 incidents, with a satisfied client and no issues to report. Next, Eight - Bank - Members Club also had 0 lost hours and 0 incidents, with a satisfied client and no issues to report. Moving on to Kindred - Hammersmith, there was 1 lost hour but no incidents, and the client was happy with our performance. Lastly, No. 4 and Building Centre both scored a 5 with 0 lost hours and 0 incidents, and our clients were pleased with our work. Overall, our operations in the past quarter ran smoothly and our clients were satisfied, reaffirming our commitment to delivering high-quality work and maintaining strong client relationships. We will continue to strive towards excellence and look forward to sharing our progress with you in the next board report. Thank you..

[Audio] Slide 15 of our internal business presentation for the Senior Leadership Team Board Report of August 2025 focuses on the operational performance of our stadiums for the past month. The Zob - Operations section shows the KPI scores for our various sites. Brentford FC had a KPI score of 5 with no lost hours or incidents and our client is happy with their performance, despite an oversupply of 3. Charlton Athletics FC also had a KPI score of 5 with no lost hours or incidents and our client is satisfied with their performance. At Dulwich Hamlet FC, there was one incident with flags that was quickly resolved by Anthony and our client is satisfied with our response. Wembley Stadium had a KPI score of 5 with no lost hours or incidents, but there was an oversupply of 2. In total, there was an oversupply of 11 across all sites. In the HR section, there was one complaint of harassment at Wembley Stadium, which has been addressed by HR. One staff member also left early for a family commitment, which has been addressed by HR. We are committed to excellence and satisfaction for our clients and employees in all aspects of our operations..

[Audio] In this slide, we will discuss the Monthly Board Meeting and its focus on Zob - Operations and their suggestions and upcoming plans for Phase 2 of the Post-Mobilisation Staffing Strategy. The main objective of this phase is to have 60% of our staff dedicated to each stadium to avoid any scheduling conflicts. To achieve this, we have created a conceptual implementation plan with the following points: a Dedicated Pool made up of 60% of our staff exclusively assigned to one stadium, and a Flexible Pool with 40% of our staff who may be deployed across multiple stadiums if needed. To ensure proper scheduling, we will use a centralised system that will flag staff with multiple stadium assignments and lock dedicated staff to one venue to prevent double-booking. Weekly reviews of rosters will be conducted to maintain the 60% dedicated pool threshold and prevent cross-venue assignments for dedicated staff, using colour-coded dashboards or Excel filters to track compliance. It is crucial to communicate clearly with our staff, providing them with their stadium assignments and whether they are part of the dedicated or flexible pool, as well as visibility into their schedule and expectations. Moving forward, we have exciting projects, including Space NK - Marlebone (London), Space NK - Ongoing VM work, and Space NK - Westbourne Grove. We are confident that our staffing strategy will successfully manage these projects and ensure dedicated and efficient staff. Please continue to slide number 17 for updates on our progress and upcoming plans for Phase 2..

[Audio] On slide number 17, we have a table displaying important data about our various sites. At Troxy, there have been no major issues or complaints so far in August. Our meetings and onsite presence have effectively addressed any concerns. The O2 Arena has had no lost hours or incidents, and any last minute requests have been successfully managed due to our advanced planning and client-oriented approach. Moving on to The Jolly Gardeners, we are pleased to report that there have been no issues and our contact, Jon, has confirmed the same in our recent conversation. Our proactive communication approach has proven effective. At the Truman Brewery, there were 10 lost hours due to 1 incident, but after resolving the issue with Jonathan over email and phone, everything is running smoothly and the client is satisfied with our services. For the Smitten Weddings event, a client complaint about our staff not being on site for 2 days was resolved after providing evidence that our staff member had parked their car in a different location. There have been 3 lost hours and 1 incident at The Clermont Charing Cross due to staff using ear pods and a license breach, but these issues have been addressed with the staff and client, and a successful event is planned for October. At White Egg, there have been no issues and the client has expressed their satisfaction with our services, even requesting our staff member Danny for an event next year. Our strong client relationships have been beneficial. This concludes our update on site data for August. We will continue to work diligently to ensure the smooth operation of all our sites and maintain our high standards of service..

[Audio] Today, we will be discussing site visits and key performance indicators for the Monthly Board Meeting. Starting with Sutton, there are currently no scheduled site visits or incidents to report. However, we did experience some challenges with uploading, but with Ivan's assistance, we were able to gain access and conduct a test run. Moving on to Rosewood Holborn and Rosewood Chancery Mayfair, there have been no incidents since the sites were taken over. However, we did have some issues with Alexandre, the site manager at Mayfair, and Ivan has been asked to speak with Tom before conducting a site visit. At Hammersmith Bid, there were no incidents and a successful one day event attended by Abayomi. The Kings Oak site has returned to our management and operations are running smoothly. At Borough Hall and Caledonian Park, there have been no incidents or client requests. However, at Charlton Football Club, there was one reported incident during the first day, with a subsequent email complaint regarding staff actions. We have given the contract for this site to Zob. This concludes our update on site visits and KPIs for this month's board meeting. On the next slide, we will discuss our contract at risk and any necessary actions to be taken. Thank you and see you on the next slide..

[Audio] As we continue to review the performance of our company, we would like to share with you some of the latest updates from our Senior Leadership Team. Today, we will be discussing slide number 19, which contains important data regarding our upcoming events and initiatives. We have secured new bookings for London Stadium in the month of October, providing a great opportunity for us to showcase our services and make a positive impact on potential clients. In addition, we will also be hosting a unique and exciting Poker tournament in London Stadium during this time. Our team has been actively working on implementing sustainable and environmentally friendly practices within our operations, aligning with our company values and showing our commitment towards creating a better future for our community. We appreciate any feedback we have received from our clients and continuously strive to improve our services. We are also addressing any gaps in KPI and client requirements due to the lack of support on operations staff from regular sites, and are implementing necessary measures to improve this. Additionally, we will be commencing a recruitment process for London Stadium to ensure we have capable and dedicated staff to meet the demands of our clients. We are committed to continuously improving our services and operations, and we look forward to working together towards our goals..

[Audio] Ladies and Gentlemen, in slide number 20 of our August 2025 Senior Leadership Team Board Report, we will be discussing the Monthly Operations Report. It highlights our team's performance and accomplishments from the past month. Overall, our team has experienced growth and achieved operational successes, including expanding our footprint with new branches at Space NK Truman Brewery and the O2. Our focus on providing exceptional customer service remains a top priority, and any issues are addressed promptly. Our ultimate goal is to maintain our reputation as a reliable and professional service provider. We were also proud to recognize one of our team members as the 'Steward of the Month' for their outstanding performance. This recognition reflects the overall quality of our workforce. At Wembley, we exceeded requested staffing numbers and assisted with a shortfall at the stadium, showcasing our team's flexibility. While we faced a few challenges, such as a small number of complaints and onboarding difficulties with new clients, we addressed and resolved them in a timely manner. Our dedication to continuous improvement and delivering exceptional service remains strong..

[Audio] The financial analysis of our company reveals the significant role played by the Directors in its success. They are responsible for making strategic decisions that impact the company's growth and profitability. Their financial expertise enables them to effectively manage and allocate resources, ensuring the financial stability of the company. Apart from their financial duties, the Directors also have operational responsibilities. This includes overseeing day-to-day operations, setting and achieving operational goals, and implementing efficient processes. Their continuous evaluation and improvement of these processes ensure the smooth and efficient operation of our company. Without the dedication and expertise of our Directors, our company would not have achieved its current success. Their guidance and leadership are crucial in driving our organization towards continued success. We look forward to working with our Senior Leadership Team and Board to achieve even greater success in the near future..

[Audio] As we approach the end of August 2025, the Senior Leadership Team continues to make significant progress on the VR CT Project. Our colleague, Marc, will be providing a status update today. The project aims to revolutionize training by using virtual reality technology to create a more immersive and efficient experience for employees. This will not only improve our training programs, but also save time and resources in the long run. Let's take a look at the latest developments. Marc and his team have been working tirelessly to ensure smooth implementation of the VR CT Project. They have completed the design and testing phase and are now fine-tuning the technology for optimal performance. One notable achievement is the development of a customized VR platform tailored to our company's needs and objectives. This will ensure a seamless and effective integration of the technology into our current training methods. We are happy to report that we are well within our projected targets for budget and timeline. Thanks to careful planning and efficient execution, we are confident in meeting the deadline and staying within budget. While there have been some challenges, we are consistently reviewing and addressing them to ensure the success of the VR CT Project. The Senior Leadership Team would like to express our gratitude to Marc and his team for their hard work and dedication. We are excited about the potential this technology holds for our company and look forward to its implementation in the near future. Please feel free to ask any questions or provide feedback at the end of the presentation. Now, we will pass the floor to Marc for a more detailed update..

[image]. Monthly Board Meeting. Marc. [image] 2024 Dec 2025 Jan Feb Mar Apr Jun Jul Au Sep Oct Nov Dec 2026 Jan Feb Identify research expert Agree research contract Identify potential advisory panel members Establish Advisory Panel Set up advisory board meetings Develop research paper Identify potential VR development partners Create a clear terms Of reference for training scenarios Create a draft schedule of works for VR solution Development and agree training scenario storyboards Sign off contracts of VR work Sign off all elements of VR training to be delivered Development of the VR security and safety training scenarios for testing Completion of CIT and SIT Completion of UAT Complete transfer Of VR training from the developer to the project owner.

[Audio] Our senior leadership team will be presenting a comprehensive report on the progress of our VR CT project to the board as we approach August 2025. As with any project, we must monitor and address the inherent risks. These risks will become more apparent once we sign contracts with our Ultra Reality partners. We will actively review and reassess these risks as we move forward and take necessary measures to mitigate them. It is important to consider the deliverables and deadlines of sub-contractors as they will impact the project's timeline and success. Our team is dedicated to ensuring the success of this project and remains committed to addressing any potential risks. We will continue to update the board on the progress of our VR CT project and look forward to presenting the remaining slides. Thank you..

[Audio] Slide number 25 brings our attention to the current activities and decisions required for the VR CT Project. The first item on the agenda is to review the storyboard, ensuring that it includes all necessary activities for developing environments. This is crucial for achieving our project goals. We will also be discussing the consideration of Haptic devices that are best suited for use with VR headsets, which will greatly enhance the user experience and improve the project's effectiveness. Our team has been working on developing a 'Lessons Learned' video, focusing on the Manchester Arena, to ensure smooth and successful implementation in the future. We will also be discussing the testing plan and script development, a crucial step in ensuring the effectiveness and success of the project. Additionally, we have been working on a commercialization plan for post-production, which will ensure the sustainability and potential growth of our project. Lastly, we have been sourcing potential recording locations, a significant step in the production process, and are committed to finding the best locations to ensure the highest quality of our project. In conclusion, these are the current activities and decisions required for the VR CT Project. We look forward to receiving feedback and decisions from the board as we move forward..

[Audio] The Senior Leadership Team Board Report for August 2025 will be the focus of today's training video. Our discussion will start on slide number 26, where we will review the data collected over the past three months. In the first table, no reviews were received for the months of June and July. However, in August, there was a significant increase in positive feedback with 2 five-star reviews and 1 two-star review. Moving on to the second table, we see a similar trend with no reviews in June and July, but a concerning pattern of no reviews in August. This may require further attention and analysis. The third table also follows a similar pattern with no reviews in the months of June, July, and August. This may indicate areas in need of improvement that could be impacting our overall performance. It is crucial to take into account the feedback and reviews provided, as they are a direct reflection of our work and efforts. Moving forward, let's work towards improvement in all aspects to ensure the success of our team and organization. Thank you for your attention, and let's proceed to the final slide of our presentation..

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