Presentation - Responsive Maintenance Town Hall. Draft 040826

Responsive Repairs Town Hall August 2026

Agenda 1.Welcome: Introduction from Neil 2.Our Clients 3.Spotlight: Major Works Team 4.Fieldway: Strengthens Axis CLC 5.Operational Insights: Financials and performance 6.People: Colleague satisfaction and engagement 7.Health & Safety: 2026 data breakdown 8.Business Improvement: Initiatives we’re engaging in

2

Who We Work With

3

August 2026

Spotlight: Major Works Team

Major Works Division Overview: Division within London & SE Responsive Maintenance since 2018

Primarily engaged in specialist remediation of External Wall Systems since 2018 £77m Cladding Remediation Works completed in various Design & Build Contracts in last 5years Division typically seeks, bids, secures and delivers opportunities procured by two-stage tender procedures £16.8m in secured ongoing works set in 2026-27 budget

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Ongoing Works Client: Crampton Street RTM Site: O Central, Crampton Street, London SE17 Value: £21.2m Works: Remedial Re-Cladding & Associated Ancillary Works to 9Storey Residential & Commercial Block Completion: Due February 2027 Client: Peabody Trust Site: Various; • • • • • •

Ada Lewis & Bearstead Court, Whitechapel: £2.9m Nichols Court, Hackney: £7.6m Exmoor Street, Ladbroke Grove: £8.2m Navigation Road, Bromley-by-Bow: £10.2m Caledonian Point, Greenwich: £0.9m Lewisham Way, Lewisham: £1.6m

Works: Remedial Re-Cladding & Associated Ancillary Works to Residential Blocks Completion Due: Various Dates

Completed: Thurrock Towers, Thurrock

Client: Thurrock Borough Council Contract Value: £26.9m Cladding remediation to six fully occupied high rise tower blocks Works include: • design and renewal of the external wall insulation system • renewal of flat roof coverings and roof safety systems • new aluminium powder coated double glazed windows • installation of automatic opening ventilation systems to all enclosed communal spaces

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Fieldway Aquisition Strengthens Axis CLC Fire safety and compliance specialist Fieldway has officially joined Axis CLC.

“Bringing Fieldway into Axis CLC strengthens our fire safety offering and supports our vision to become the trusted partner of choice for maintenance and compliance.”

Why it Matters / Why Are We Telling You

Tony Carden, Managing Director, Fieldway

“This is an exciting opportunity to build on Fieldway's reputation while becoming part of a larger business with shared values."

Richard Morris, CEO

The acquisition creates new opportunities for growth and strengthens our:

• • • • •

Fire safety expertise (Active and Passive fire, plus FRA) Nationwide service delivery

Public sector client relationships Unlocks new framework access New accreditations not previously help

Actions Needed From You

• • •

Welcome our new Fieldway colleagues.

Talk up the benefits of our merger with clients Think laterally about where we can collaborate across the group – savings to be made, duplication to be removed

Responsive Maintenance — Top-level Measures

Reporting July 2026

Weekly view of operational performance

Demand vs WIP Total Demand July

Overdue + Jeopardy June:

Overdue Orders

24,319

Target: < 20% WIP

24,370 Total WIP Target: < 15 days of demand (15,893)

Oldest: 10/05/21 PEABODY

Target: < 15 days

Prev. wk.:

22,968

+90 Days Orders Target: zero

Prev. wk.: 21.7

Orders with No Future App.t Subs: 5655 PAYE: 3670

Null / blank: 4344 Escalated: 298

Prev. wk.: 2,171 [9.5%]

June:

July

23,609

Orders Open with 3+ visits

1,914 [8.3%]

Responsive Maintenance · Director: Lee McAllister · Top-level measures reported weekly

June :

First Time Fix July · Target: 80%

84.2%

Prev. wk.: 13,255 [57.7%]

June:

July

91.9%

Target: < 2 days of demand (2,438)

July

728

Orders Awaiting Commercial check

18,806

In target Out of target

At risk Measured

June:

Voids Completed July

628

602 Prev. wk.: 3,872 [16.4%]

4,654 [19.1%] Prev. wk.: 1,863 [8.1%]

June:

611

Resident Satisfaction

Orders Awaiting QC

Key:

Voids Received

92.3%

13,967 [60.5%]

Total Repairs Completed

Voids

82.7%

2,154 [9.3%]

20.7

24,371

Prev. wk.: 12,087 [52.6%]

12,419 [53.8%]

23,105 Days of Demand in WIP

Completed orders

Prev. wk.:

Voids WIP

657

Overdue: 436

620

Prev. wk.:

18,206

Winter Ready Plan 15 days of demand

Prev: -7,108

-6,337

Operational Insights · July 2026

1

FY27 Year - Budget REVENUE

£143m

OVERHEADS

chan

vs £123m prior year

CONTR IBUTION

£28.4m vs £25.0m prior year

£22.6m

Budget

Prior Year

Variance

Revenue

143.1

123.3

19.8

Contribution

22.6

19.4

2.2

Contribution margin, %

15.8%

14.8%

1.0 pts

Divisional Overheads

3.6

3.0

(0.6)

Divisional EBITDA

19.0

16.4

2.6

EBITDA margin, %

13.2%

13.3%

(0.1) pts

* Prior Year EBITDA adjusted excluding central OH

Focus this year on GP less Direct OH 1.0% improvement YoY

vs £19.4m prior year

EBITDA V PRIOR YEAR

GROSS PROFIT

£47.4m

FY27 Budget vs FY26 Actual

Metrics

15.8% Contribution

£19m vs £16m prior year

vs £41.4m prior year

GROSS MARGIN

33.1%

vs 33.1% prior year

April 2026 Preliminary Results GROSS PROFIT

SALES

£9.8m PROFIT

£830k

OVERHEADS

£3m

£2.2m

Metric

Actual

%

Budget

%

Variance

Sales

9,798

/

8,914

/

884

Gross Profit

3,042

31.05

2,622

29.41

420

Overheads

2,212

22.58

2,235

25.07

23

Profit

830

8.47

387

4.34

413

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May 2026 Preliminary Results GROSS PROFIT

SALES

£8.7m PROFIT

£0.9m

OVERHEADS

£3.0m

£2.1m

Metric

Actual

%

Budget

%

Variance

Sales

8,742

/

9,838

/

(1,097)

Gross Profit

3,024

34.6

3,030

26.9

(6)

Overheads

2,147

24.6

2,251

19.7

104

Profit

877

10.0

779

7.9

98

13

June 2026 Preliminary Results GROSS PROFIT

SALES

£10.1m PROFIT

£1.3m

OVERHEADS

£3.4m

£2.1m

Metric

Actual

%

Budget

%

Variance

Sales

10,107

/

10,765

/

(658)

Gross Profit

3,445

34.1

3,395

31.5

50

Overheads

2,127

21.1

2,328

21.6

201

Profit

1,318

13.0

1,067

9.9

251

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Quarter 1 Results (Apr-Jun 2026) REVENUE

£28.6m

OVERHEADS

chan

CONTR IBUTION

£6.4m vs budget £6.8m

vs budget £29.5m

£3.8m vs budget £3.1m

EBITDA V BUDGET

Actual

Budget

Variance

Revenue

28.6

29.5

(0.9)

Contribution

3.8

3.1

0.7

Contribution margin, %

33.2%

30.6%

2.6 pts

Divisional Overheads

0.7

0.9

0.2

Divisional EBITDA

3.1

2.2

0.9

EBITDA margin, %

13.3%

10.7%

2.6 pts

vs budget 10.7%

Delivered an additional £0.7m GROSS PROFIT

£9.5m

Q1 2026 / 27

Metrics

13.3% Contribution

£3.1m vs £2.2m budget

vs budget £9.0m

GROSS MARGIN

33.2% vs budget 30.6%

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DSO: Performance Summary (June 2026) CURRENT DSO (DAYS)

107

WORKING CAPITAL TIED UP

£34m

MAY DSO

91

• Target DSO = 80 days • Focus Area: Currently £34m of working capital tied up, comprised mainly of Accrued Income and Debt, which increased from prior month.

• Cash Generation: Drive reduction in Accrued Income at contract level (9 contracts constitutes 75% of 60+ aged AI) with tangible actions to resolve invoice process issues.

• Invoice 100%+ of AI and aim for 90% AI within 90 days.

• Target Realignment: FY27 focus moves to Contract and Divisional Manager targets of 80 days.

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Employee Engagement Improvement Plan An 80-day plan to achieve quick wins (based on survey feedback) to address issues that are affecting the operative and group support function employee engagement.

More Transparency on Pay & Reward

Inconsistent Management Practice

Wages correction Confusion over bonus changes Perceived Salary disparities Holiday allowance

Different rules for different people Capability gaps in line managers Poor onboarding Limited progression clarity

Perception of Workload Being Too High & Some Teams Being Under Resourced Increasing workload Lack of tools/support IT support delays Being asked to do dual roles

Feeling Undervalued & Not Being Recognised for Contribution Hard work not acknowledged Long service not rewarded “Just expected to get on with it”

Better Communication on Change & Future Direction Perception of decisions reversed Lack of updates Change not explained or explained clearly Poor follow-through on initiatives launched but not landed

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More Transparency on Pay & Reward Wages correction Confusion over bonus changes Perceived Salary disparities Holiday allowance

Inconsistent Ma

Different rules Capability ga Poor Limited pr

Perception of Workload Being Too High & Some Team Being Under Resourced Increasing workload

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ELEVATE Tiers Planners / Scheduler

Senior Team Leader / Management Role

Commercial

Operatives

Senior Comm

CARE Team

CARE or Specialist Team Leader

Comm Manager

Multi-trader

Scheduler (Trained Scheduler)

Senior Analyst / Assistant Comm

Specialist

Analyst

Advance Apprentice

Admin / Apprentice

Apprentice (Foundation)

Admin Support / Trainee Scheduler Apprentice (Foundation)

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Pay & Reward

on changes parities ce

Inconsistent Management Practice Different rules for different people Capability gaps in line managers Poor onboarding Limited progression clarity

d Being Too High & Some Teams nder Resourced

easing workload

Feeling Und Recognis

Hard w Long s “Just exp

Better Communication on Chan

20 Perception of decision

ment Practice

rent people e managers ing n clarity

Feeling Undervalued & Not Being Recognised for Contribution Hard work not acknowledged Long service not rewarded “Just expected to get on with it”

etter Communication on Change & Future Direction Perception of decisions reversed Lack of updates

21

Wages correction Confusion over bonus changes Perceived Salary disparities Holiday allowance

Different rules for differe Capability gaps in line m Poor onboarding Limited progression c

Perception of Workload Being Too High & Some Teams Being Under Resourced

Bet

Increasing workload Lack of tools/support IT support delays Being asked to do dual roles

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Look out for the Copilot logo on your applications

AI Enablement Agnostic Strategy Training:

Using AI will make all our jobs quicker, more efficient and more valuable.

Our AI First programme sees our Copilot licence extended to everyone at Axis CLC to cover all Microsoft products including Excel, Word etc

• •

Team specific training is available through Microsoft Pilot Datacamp – an interactive online upskilling platform

Actions Needed From You

•

Please all embrace the limitless possibilities of AI in the workplace

•

Share any benefits and efficiencies with your immediate team

•

Consider collaborative functions or licences that will standardise production and output

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AI Enablement Agnostic Strategy Share how you’re using Ai ?

Using AI will make all our jobs quicker, Scan the QR code and share how are you using more efficient and smarter more valuable.

Ai to enable working, greater capacity,

Look out for the Copilot logo on your applications

Training:

• •

Team specific training is available through Microsoft Pilot Datacamp – an interactive online upskilling platform

turnaround output in your role.

Our AI Firstfaster programme seesand our better Copilot licence Weeveryone want to share learn Actions Needed From You extended to at Axisbest CLCpractice to coverexamples, all Microsoft products including Excel, Word etc innovative. • Please all embrace the limitless possibilities of AI in from you and celebrate and reward

• •

the workplace Share any benefits and efficiencies with your immediate team Consider collaborative functions or licences that will standardise production and output

25

AI Enablement: Intranet Assistant Start Today: Use AI Copilot on our Intranet to save you time finding details in documents, such as policies, guidelines and reports.

Just type in your question and if the answer is on the intranet, the ai assistant will find it and answer your question

Click on the ‘Need Help?’ button at the top of the homepage and the chat will open on the right

Ask the Helper a question

The Helper will then find the answer for you, searching through documents ONLY found on the intranet to make sure you are getting the most up-to-date and correct information

The Helper will also give you further information around the subject and give you a link to the source

rules for different people ty gaps in line managers Poor onboarding ed progression clarity

ams

Recognised for Contribution Hard work not acknowledged Long service not rewarded “Just expected to get on with it”

Better Communication on Change & Future Direction Perception of decisions reversed Lack of updates Change not explained or explained clearly Poor follow-through on initiatives launched but not landed

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Investors in People (IIP)

Why it Matters / Why Are We Telling You Achieving Gold will strengthen our reputation with clients, help attract and retain talent, and support future growth.

During August, every employee will receive a confidential

The Essentials & Why We Are Doing It We are applying for Investors in People (IIP) Gold Accreditation. IIP is a recognised benchmark for organisations that invest in their people. It measures our leadership, culture, development and employee experience.

IIP survey. Selected colleagues will also be invited to take part in focus groups.

Actions Needed From You

• • •

Please help us achieve this important accreditation Take time to complete the survey Remember, the survey is confidential so be open and honest. Your voice directly guides the adjustments

we make.

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Investors in People (IIP)

Your voice matters!

As our anonymous staff survey approaches, we'd like to celebrate some of the progress we've made over the past 12 months. These achievements reflect our People First approach and support our application for Investors in People Gold accreditation.

Launch of the new intranet: a central hub for the entire group

£100k investment in training and introduction of the Elevate programme

Introduction of regular division meetings and forums

New appraisals platform, supporting SMART learning

Regular CEO updates keeping you in loop

Regular People First email newsletters

Highlights from 2025/26

Building Futures Programme: improving how we operate as one Unified Long Service Recognition across the group

Improved career pathway progressions

Monthly Managers Cascades

Safety First and “Life Saving Rules” campaigns

Innovations in IT such as the Operational Insight App and OpenSpace Technology

Unified benefits offering including Private GP and EAP

3,557 hours of volunteering completed by our people in 2025

Staff survey with “You Said, We Did” action points Launch of the Value Champions Awards

The expansion of Axis CLC World – our group newsletter

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Value Champion Awards Calling for Nominations As you know, Axis CLC has six core values that reflect who we are across the group.

To celebrate colleagues who exemplify our values in action, we have our very own Axis CLC Value Champion Awards.

The closing date for 2026 entries is Wednesday 26 August

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Value Champion Awards Calling for Nominations As you know, Axis CLC has six core values that reflect who we are across the group.

To celebrate colleagues who exemplify our values in action, we have our very own Axis CLC Value Champion Awards.

The closing date for 2026 entries is Wednesday 26 August

Nominate a Value Champion today!

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Value Champion Awards Nomination Examples Here are three examples from the nominations submitted so far for inspiration!

“He ALWAYS steps in to help anyone and is always and promoting working as a team.”

Nominated: Lorik Selmani

“She played a key role in successfully setting up the new payroll system.”

Nominated: Julie Pinkney

Customers

Expertise

“For great interaction with clients and residents.”

Nominated: Danny Ferris

Teamwork

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Value Champion Awards Reminder of Our Values

Health & Safety 2026 Data TOTAL NEAR MISSES

68

TOTAL INCIDENTS

49

RIDDOR Reports RIDDOR reports are averaging 1 per month. These are statutory reports that need to go to the HSE when specific severity conditions are met. This attracts the HSE's attention and drives them to follow up issues. Especially in a business that has been recently prosecuted for failing to adequately manage H&S.

TOTAL LOST DAYS

TOTAL RIDDOR

64

9 33

34

Head

Safety First Injury Sites

How to prevent: PPE enforcement and use of Bump caps

12.6%

How to prevent: Tool-box talks and manual handling training

21.3%

A Look at the Stats Understanding where injuries occur helps us focus our efforts where they matter most.

This body map highlights the most common injury locations from the last 12 months, shows the latest trends, and provides simple prevention measures that can help keep everyone safe.

Back

Legs How to prevent: Better use of Risk Assessment and safety awareness

17.3%

Hands How to prevent: Use of Traffi Gloves which are being rolled out

33.9%

Training

Health & Safety Inspections

Mandatory RAMS Training provided for Site Supervisors, Site Managers and Contract Managers. This needs to be completed as a matter of urgency.

Since the introduction of Evotix, managers, supervisors, the Safety Team and Directors have completed 943 inspections. These inspections have provided valuable insight into the most common issues being identified across our business unit.

The main incidents, accidents and recurring findings being recorded are: : Asbestos Disturbance/ Non Notification

8

20

Road Traffic Incidents

4

Fall from Height (including near misses)

Trip Hazards

Operative Injuries (Manual Handling)

19

7

Hand Injuries (Cuts to Hand)

12

Aggressive Behaviour (Verbal Abuse Towards Operatives)

4

How does R&M compare?

R&M is currently the "hot spot" for H&S issues in Axis CLC. Additional H&S resources are being hired to support the managemen t team, and a project has commenced to standardise the approach to H&S management in R&M to make it easier for all managers to meet their safety objectives.

35

Business Improvement Initiatives

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Responsive Maintenance – Operational Efficiency Programme The Programme – 12 Initiatives across Responsive Maintenance delivered by x4 BI Leads, x1 Systems Lead

Initiative

What Is It?

Start

Finish

Smarter Scheduling

Intelligent planning and optimisation of jobs, resources, and appointments to ensure the right work is completed by the right people at the right time, improving customer service, efficiency, and productivity

Planning commenced Jun. Pilot Go Live 10/08

Apr 27

Admin Waste Reduction

The elimination of unnecessary administrative tasks and manual processes to free up time, reduce costs, and improve productivity.

May 26

Apr 27

Van Stock

The optimisation and management of materials carried in engineers’ vans to increase first-time fix rates and reduce repeat visits.

Nov 25 – new pilot Jul 27

Apr 27

Operative Pooling Across Multiple Client Contracts

is the flexible deployment of operatives across different contracts to maximise

Jan 27

Apr 27

Operative Incentive Scheme

A performance-based reward programme that motivates operatives to improve productivity, quality, customer satisfaction, and efficiency.

Jul 26

Oct 26

Jun 26

Sept 26

productivity, utilisation, and service delivery.

Care Team Material Management

The effective control of materials, from sourcing and ordering to distribution and usage, ensuring operatives have the right materials available to complete jobs efficiently and on time.

Jun 26

Apr 27

Continuous Improvement Maturity

A structured programme that builds a culture of continuous improvement by developing the processes, behaviours, and capabilities needed to drive sustained operational excellence.

Jun 26

Jun 27

Data Quality Improvement

Enabler to ensure we are measuring consistently across operations

Apr 26

Oct 26

Training Programmes

Define new job specific onboarding training programmes for Care Team, Operatives and Schedulers

Jun 26

Apr 27

Field Based Digitalisation

Review digital workflows, and real-time data to enable operatives to complete jobs more efficiently, accurately, and productively while in the field.

Oct 26

Jul 27

Subcontractor Processes

Strategic management and optimisation of subcontractor performance, capacity, and compliance to improve service delivery, flexibility, and cost efficiency.

Started 06/07 – Mobilisation Phase

Jul 27

All of these initiatives will impact on Operative Productivity and FTF along with increase in revenue and DSO

Introducing the Smarter Scheduling Planning Team A pilot across the Dartford, Estuary and Brentwood contracts

The essentials

LED BY

P IL O T S TA R T S

Nina Levy, Head of Scheduling

10th August

What's changing

What it means for you

What isn't changing

• Planning for Dartford, Estuary and Brentwood comes together as one team

• Easier access to a planner, with less time waiting for support

• Service to our clients and residents stays the same

• Planners will be cross-trained across all three contracts

• The same help as now with diaries, appointments, access issues and followon works

• Contract obligations are unaffected

• One shared set of planning processes and standards

• You may speak to a different planner — they will have the information needed to help you

Questions in the first instance to your immediate manager or to Nina Levy.

• The planning support available to you stays in place

BUSINESS IMPROVEMENT TRACKER LAUNCH

Got an idea?

We want to hear it.

A new way to tell us what could be better — and to find out what happened to it.

Responsive Maintenance Town Hall

Why we’re doing this The people doing the job know what’s broken better than anyone sat in an office.

1

Anyone can raise something — operatives, schedulers, call centre, office.

2

One form Five questions. Two minutes. No jargon.

Until now there’s been no simple way to tell us — and no way of knowing whether anything happened when you did.

3

That’s what we’ve fixed.

One place

One answer Every idea gets a reply. Nothing disappears.

What happens to your idea 1

You send it Scan the code and answer five short questions - two minutes.

2

3

4

We log it

We review it

You hear back

You get a reference number

The BI team looks at every

What we’re doing with it, or

by email straight away.

new idea, every fortnight.

which team it’s gone to.

BEING HONEST ABOUT IT

We won’t be able to do everything, and we won’t pretend otherwise. Some ideas will be better handled by other functions— when that happens, we’ll pass it on and tell you who’s got it. You won’t be left wondering.

It’s live. Right now.

Scan the code with your phone camera. It takes about two minutes.

DROP THE Q COD E HERE Delete this box first

No app, no login, no forms to collect. If you’ve got something that would make your job easier, send it today — while you’re thinking about it.

You’ll see what happens next Every idea we pick up goes on the Business Improvement Sharepoint — open to everyone on the intranet.

What we’re working on right now What’s already been changed Which team it helped

What ideas we’ve passed to other teams

So you can see for yourself that ideas go somewhere.

Task Force Team - CARE Team Contract Assured Repairs Excellence

The CARE Team is a new specialist operational unit being established to work across London and the South East, focused on strengthening performance on our most critical and high-risk contracts.

This centralised team will support WIP management, new contract mobilisations, and complex operational challenges.

The team structure will include 8–10 operatives, a supervisor, a scheduler, and a commercial analyst.

Personnel who join the CARE Team will receive an enhanced pay and benefits package, reflecting the increased responsibility, flexibility, and performance expectations of the role.

We are seeking experienced Axis staff to join this team. All vacancies are listed on the Vacancies channel.

44

In Case You Missed It People XD Phase 2

Appraisal Process & Training

Recruitment

Our LMS is now live and accessible to all employees via the Access PeopleXD Learning App.

You can now access and complete your appraisal form directly from your LMS learner homepage, making it easier than ever to set clear objectives, review your development, and align on future career goals.

In response to your survey feedback about hiring challenges, we’ve invested in a built-in People XD recruitment module to streamline administration, elevate hire quality, and deliver a professional onboarding experience.

Scan the QR code or visit isu.pub/wYayTKB

Refer A Friend!

Life Saving Rules

Online GP

Pledge to our group’s life-saving rules to ensure a safe and secure working environment.

You can now extend your Perkbox online GP access to your spouse, partner, or dependent children by logging in and adding them under the "Dependants" section within the Wellbeing tab.

Scan the QR code or visit bit.ly/life-saving-rules

Earn a £2,000 bonus by referring a friend who is hired into a permanent role and completes their probation.

Scan the QR code or visit bit.ly/refer-afriend-2000

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Competition: Name the CARE Team Winning Prize

£200 Scan the QR code or visit: https://forms.cloud.microsoft/e/sV2Ti14Vky

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Any Questions?