REDLEESCS

1
REDLEE/SCS
2
Company History

• REDLEE/SCS represents the 1995 merger of two
  industry leaders, REDLEE, Inc. and Spectrum
  Commercial Services
• The resulting company boasts over 60 years of
  successful management expertise in the janitorial
  field

3
REDLEE, Inc.

• REDLEE, Inc. was founded by the Redfearn family,
  who are of American Indian Descent
• The company originally opened operations in
  Tulsa, OK in 1982 and shortly after began
  accounts in Dallas, TX

Charles Redfearn, Sr. Chairman of the Board
Charles Chuck Redfearn, Jr. Vice Chairman, CEO
4
REDLEE/SCS Today

• Our Management's Hands-On Approach involvement
  in Daily Operations, day-to-day customer contact
  and quality control inspection program have lead
  to our great success and high rate of customer
  retention
• Today, REDLEE/SCS services over 45 million square
  feet in 9 states with sales at over 38 million
  annually

5

6
MINORITY RECOGNITION
7
AWARDS

• Ranked 13 of 30 largest Dallas/Fort Worth
  Minority Owned companies for 2001 by Dallas
  Morning News
• Ranked within Top 25 of Largest Dallas area
  Minority-Owned Business since 1989
• Selected as one of Frito-Lays Regional Minority
  Suppliers of the Year in 1991
• Recipient, Non-Merchandise Supplier Divisional
  Award for the Administrative Services by J.C.
  Penney in 1994
• Recipient, 1994 and 2004 Texas Outstanding Family
  Business Award by Baylor Universitys Institute
  for Family Business

8
Certifications

• Dallas/Fort Worth Minority Business Development
  Council, Inc.
• Certified, Disadvantaged Business Enterprise,
  North Central Texas Regional Certification Agency

9
TRANSITION SUPPORT
10

• REDLEE/SCS knows that a smooth transition to a
  new cleaning company is essential not only for
  us, but for the Property Manager
• For that reason, We consult with owners,
  managers, and tenants to prepare a detailed
  transition plan, tailored to each unique
  buildings specifications

11

• Tenant Interviews
• Selection of Supervisors
• Identification of Initial Clean-Up Items
• Employee Background Checks Completed
• Tenant Information entered into the REDLEE/SCS
  Clean Suite Program Database
• Ordering of necessary supplies equipment

12

• Key Inventory Security Codes
• Tasking Specifications Submitted
• Employee Orientation
• MSDS Compliance
• Equipment and Products Move-In
• Control Logs and Emergency Contact Lists
• Management Start-Up Team Nightly Walk Through

13
(No Transcript)
14
SAFETY
Seguridad
SAFETY..is the Language at REDLEE/SCS
15
SAFETY TRAINING

• All employees are trained in basic safety
  techniques shortly after hire date
• Accident/Injury Prevention Procedures
• Hazard Communication
• Fire Safety
• General Health and First Aid Training

16
ADDITIONAL TRAINING

• Weekly Safety Session Topics Include
• Personal Protective Equipment
• Proper Lifting Techniques
• Electrical Safety
• Chemical Safety
• All Managers and Supervisors are trained in
  proper Bloodborne Pathogen Procedures

17
SAFETY MANAGEMENT

• Operations Managers routinely inspect working
  conditions as well as janitorial closets to
  ensure all chemicals and equipment are in proper
  working order
• Employees found not practicing safe working
  habits are subject to appropriate discipline
  including possible termination

18
GOING ABOVE BEYOND

• REDLEE/SCS utilizes an on call Safety Specialist,
  trained in all aspects of Workplace Safety OSHA
  Requirements
• REDLEE/SCS is the only Janitorial Company to be
  affiliated with the Metro Indianapolis Coalition
  of Construction Safety (MICCS)
• All employees wear MICCS Cards symbolizing their
  commitment to a drug free workplace
• REDLEE/SCS was recognized with a Safety
  Achievement Award at the Annual MICCS Banquet
  April 2005

19
ADDITIONAL TRAINING
20
CLEANING MANAGEMENT INSTITUE

• In 2005 REDLEE/SCS began a partnership with the
  Cleaning Management Institute to train employees
  in 10 essential areas of cleaning
• Each module is followed by a certification exam
  and all persons passing with an 80 or better
  earn certification in that area
• REDLEE/SCS currently has 5 CMI-Certified Trainers
  serving as instructors

21
Certifications

• REDLEE/SCS managers have been certified by the
  following institutions
• IICRC Institute of Inspection, Cleaning and
  Restoration
• Verona Marble Company - Stone Restoration and
  Maintenance
• Mohawk Finishing - Wood Touch-Up and Repair

22
QUALITY CONTROL
23
Customized Cleaning Management Software
24
CLEANsuite Overview
CLEANsuite is a proprietary, REDLEESCS/GROUP
application. The application was originally
developed in 2000 for internal use primarily,
to aid in account and work order management and
improve operational efficiency. Now in its
eighth year of production and fifth version, the
CLEANsuite application is a powerful tool that
provides benefits to REDLEESCS/GROUP management,
cleaning staff, as well as Building
Owners/Managers across the nation.
Areas of the Systems

• Buildings List, Add and Look up Building
  Contracts
• Tenants Manage, Change, and Add Tenants Within
  Contracts
• Contacts Supervisors and Contract Point Person
  Contact Information
• Work Orders Place New Work Orders and View
  Status of Jobs
• Reports Download PDF Reports
• Inspector Ensures that Work Performed Meets
  With Approval
• Survey Ensures that Service Meets With
  Approval of End User
• Maintenance Identifies items Needing Repair or
  Replacement

25
CLEAN SUITE INSPECTIONS

• Every REDLEE/SCS property is inspected Quarterly
  using our Online Inspection System, Clean Suite
• Buildings are rated on Restroom Cleanliness,
  Carpet Vacuuming and Spotting, Hard Floor Care,
  Dusting, etc.
• Scores are given per floor as well as an overall
  building score
• Reports presented to Property Management include
• Action Items
• Results of Customer Surveys
• Graphs illustrating trends and floor comparisons

26
Accessing the System
From the REDLEESCS website, authorized CLEANsuite
users with username password have access to the
application.
27
CLEANsuite Homepage
Once users login, the systems homepage provides
access to all main areas of the system and
administrative screens.
28
Buildings Screen
This area contains key information regarding the
building under contract such as Specs,
Management, Floors, Tenants, Notes, Photos, and
Work Orders.
29
Tenants Screen
CLEANsuite provides access to a customizable
database of vital information about each
facility. From the tenants screen, users can
list, add, or look up tenants.
30
Contacts Screen
By maintaining a database of contact information
managers communicate and respond more
efficiently. From the contacts screen users
can list, add, or look up contacts.
31
Work Orders Screen
CLEANsuites capacity for proactive task
assignment and management, equals faster, better
cleaning. It is from this screen that users can
list, add, or manage work orders, their details
and notes (including view or schedule recurring
work orders).
32
Inspector Screen
The powerful inspection module contains
customizable inspection routines and
comprehensive reporting enabling users to score
or rate performance.
33
Survey Screen
Ensures that Work Performed Meets with Approval
of the end user.
34
Maintenance Screen
Items Needing Repair or Replacement are Reported
to the Building Staff
35
(No Transcript)
36
REDLEE/SCS INC.
Bill Farr, Vice Chairman
Service Management Group www.redleescs.com
10425 Olympic Drive., Suite A, Dallas, TX
75220 Phone [phone] Fax [phone]
Group Sample
Class Sample Code All
Buildings All Floor All Date Range 7/1/04 to
9/30/04
Manager Bill Farr Task Group All Task Item All
OVERALL SCORE
Score Comparison by Building
37
PERFORMANCE BASED SERVICE
38
PERFORMANCE BASED SERVICE

• Manager and Contractor agree that fundamental to
  the satisfaction of the Service Level Agreement,
  is the delivery of high quality housekeeping
  services.
• Failure of Contractor to meet established minimum
  Performance Criteria will result in the
  Contractors loss of At-Risk Compensation.
• Each month the Contractors performance will be
  evaluated based upon the Performance Measurement
  Criteria
• In the event Contractor fails to meet any of the
  established performance measurements, Manager
  shall deduct the At-Risk Compensation.
• Such penalty shall be taken in the form of a
  credit against the current months invoice.
• Performance Measurements and At-Risk Compensation
  will be addressed on a building-by-building basis.

39
PERFORMANCE MEASUREMENT CRITERIA

• The contractor must meet the minimum requirement
  in both Tenant Satisfaction and Tenant Complaints
  or they will be penalized with the loss of
  At-Risk Compensation.
• Tenant Satisfaction
• Inspections Contractor shall achieve a monthly
  cleaning inspection score equal to or greater
  than eighty percent (85). The monthly cleaning
  inspection score shall be the average of all
  weekly inspections jointly performed by Manager
  and Contractor during the previous month using
  the CLEANsuite program. It is agreed that
  Manager and Contractor will strive to perform
  four (4) inspections per month. The calculation
  of this score shall be aligned with Managers or
  Owners defined Tenant Satisfaction Survey
  measurement criteria.
• Quarterly Surveys Once every quarter, Manager
  shall administer a Tenant Satisfaction Survey on
  behalf of the building owner. This survey
  evaluates multiple property management services
  of which, janitorial service is one component.
  Once each quarter, the results of the Tenant
  Satisfaction Survey (specific to janitorial
  services) shall be used in lieu of the monthly
  cleaning inspection score for the purpose of
  measuring cleaning performance for the previous
  month.

40
PERFORMANCE BASED CRITERIA

• Tenant Complaints
• A failing score would result if the Contractor
  received more than one janitorial service
  complaint per 75,000 of rentable square feet, per
  month, per building (rounded up to the nearest
  whole number). Manager shall document all
  janitorial related service calls received from
  the building tenants and record each call in the
  building work order database. All janitorial
  work order requests shall be classified as either
  a complaint or request. A tenant complaint shall
  be defined as a failure to perform any service as
  outlined in the Service Level Agreement, to the
  Tenants satisfaction. Contractor shall have the
  right to contest any work order classified as a
  complaint for the purpose of determining
  Contractors performance based on this criteria.
  However, Manager shall have the final say in the
  determination of whether or not a work request is
  to be considered a complaint for the purpose of
  measuring performance.