United Group’s Global Property Services BusinessApril 1, 2008

Louis J. LanzilloCOO, Americas and EuropeUnited Group

2

Key Drivers in Property

• Global opportunities servicing multi national companies

– Global tenders in 2007 is 50 compared to 6 in 2002

• Strong growth forecast for US services market– Continuing trend to outsourcing as companies

focus on core competencies– Expanded scope and complexity of

certification, regulatory and compliance requirements

• Increasing regional and national awards– Many award emanating from within US

• Short-term focus - midmarket regional/national opportunities

• Mid to long term focus – large global opportunities

3

History on Property Business

2002 2005

Acquisition of KFPW

Long term approach to growth

20061998

Acquisitions of PREMAS

Acquisition of Kilpatrick Green

(including FM business)

Acquisition of UNICCO

Acquisition of Equis Corp

2007

4

Strategy/Consulting

TransactionServices

Project Management

Facilities Management

Delivery

ENG

INEE

RING

ACCOUNTING & IT

Integrated Property Services

Corporate Real Estate

(CRE)

Facilities Management

(FM)

• Main objective – minimise $ per square metre

• Main target – large global portfolios, national/ regional portfolios

• Product/service – Space for Tomorrow

5

Design for the Future

• Maximise utilisation of space for clients by targeting– Cost– Environment/sustainability– Teamwork productivity– E World/wireless technology

• Take non-core and make it core– Managing property portfolio cheaper and better

• Targeting quality clients with large and diverse property portfolios– Blue chip companies– Government and institutions

• Recurring revenue streams basis of our strategy

• Focus on strategic occupier of space

• Reporting platform and dashboard for strategic occupiers of space– Create customer alignment and reporting

6

Global Reach

Cities with main offices Cities with presence UNICCO OfficesMiami Lakes

Houston Tampa

Boston

New Jersey New York

Washington DCPhiladelphia

Chicago

AtlantaCharlotte Research Triangle Park

Detroit

Cleveland

Cincinnati

Indianapolis

Milwaukee

Minneapolis

St LouisDenver

PhoenixDallas

Los Angeles

San Diego

San Francisco

South Portland

Bloomfield East Hartford

Newton

ArlingtonCentreville

Richmond

Austin

Honolulu

Mexico City

Brasilia

Buenos AiresSantiago

CalgaryVancouver

Edmonton

St LaurentOttawaEtobicoke

Lagos

Pretoria

Harare

Nairobi

Riyadh

IslamabadCairo

Tel AvivNicosiaMalta

RomeBelgradeGeneva

ParisLondon Berlin

The HagueLeedsGlasgow

BelfastDublin

KathmanduNew Delhi

DhakaDubai

Bangalore

Mumbai

ColomboChennai

Rangoon

Perth

SingaporeKuala

Lumpur

Phnom PenhBangkok

Hanoi

Vientanne ManillaHong Kong

Beijing

GuangzhouShanghai

Tokyo

MelbourneAdelaide

Hobart

SydneyCanberra

Auckland

Wellington

DarwinHoniara

TarawaVanimo

Pohnpei

NoumeaNuku’ Alofa

Port VillaSuva

Apia

Brisbane

Stockholm

Toronto

Port MoresbyPREMASEQUIS

KGFMKFPW

EQUISUNICCO

Qatar

7

Competitive Advantage – E Premisys

• Total integration – financials, property, projects, documentation, reporting, Customer Service Centre, performance for all aspects of CRE – FM and Property Management

• Intuitive, web-based access for cclients centrally and regionally – we see what you see

• No impact on Client network or security

• Ease of export of data to other applications

• Flexibility to tailor system to meet Clients’ needs – fast, accurate, and relevant reporting

8

Special Product – Green Services

• GreenClean© Program– Launched in 2004, unique in the market– Comprehensive program that focuses on UGL Unicco

service offerings– Industry recognition – Corporate Social Responsibility

award in two categories

• UGL Services gained ISO14001 certification– Formal and consistent approach to managing internal

environmental risks– Drive improvements in environmental performance– Add value to its service to clients

• Energy Management Program– Building energy audit– Determine areas of reducing energy consumption– Savings through application of procurement strategies

• Green roof system, Singapore– To mitigate urban heat island effect– Improve living environment– Introduce greenery to public housing

9

Customers

Public Venue

Government

Institution

Commercial

Industrial

Retail/ TownCentres

Public Venue

Government

Commercial

Industrial Nestle AGFA MercedesBenz

Honeywell

FidelityInvestments

Bank ofAmerica

Citigroup NationalAustralia Bank

Universityof Miami

Harvard University& Business School

SilverwaterJail

University ofPennsylvania

U.S. GeneralServices

Administration

Department ofForeign Affairs

And TradeState of

CaliforniaInternal Revenue

Service

MiamiInternational

Airport

GilletteStadium

Museum ofScience

Sydney OperaHouse

SimonPropertyGroup

The TJXCompanies

PyramidMalls

Macerich Malls

WestpacBank

JurongTownship

Qatar SportsFacilities

Telstra

SingaporeLand Authority

LaTrobeRegionalHospital

10

Market and Competitive Landscape

11

Commercial Office Market ConditionsTop 5 Combined UGL Unicco/UGL Equis Cities

Boston DC Chicago LA NYC• Vacancy Rate 6.0% 6.6% 12.3% 9.2% 5.7%• Rent Rate Increase 35% 10% 14% 23% 29%• Absorption (sf) .6M .5M 2.5M .4M .2M

• Comments– Boston: vacancy rate lowest in 7 years; positive absorption for 13 consecutive

quarters– DC: vacancy rate steady for past 5 years; “one of most desirable markets

worldwide”– Chicago: Lowest vacancy rate since 2001; record high rent rates– LA: record high rental rates; little construction for next several years– NYC: Less space than in 1995; little construction for next 3 years

Source – CBRE MarketView, Fourth Quarter 2007 and Cushman & Wakefield MARKETBEAT, Fourth Quarter 2007

12

Size of FM/CRE Competitors

>$2B

$1B to $2B

<$1B

JohnsonControls

CB RichardEllis

Jones LangLaSalle

Cresa Partners Staubach Studley

13

Competitive Landscape and Differentiation

CRE

FMO&M

Individual Services• Janitorial• Office Services• Other

JCI/JLL/CBRE

CRE

FMO&M

Individual Services• Janitorial• Office Services• Other

Studley/Staubach/Cressa Partners UGL

CRE

FMO&M

Individual Services• Janitorial• Office Services• Other

Self Perform Typically Subcontract

• Single point of contact

• No duplicity of margins

• Alignment between providers

• Services strategic occupiers of space

UGL Differentiation

14

Market Evolution – CRE/FM

Regional

National

Global

Early 1990s(FM)

Early 2000s(FM)

2005+Global (limited)

2005+ 2007+Mid-market Companies

2007+Global 500

Late 1990s(FM)

E2E

Single Service(FM or CRE)

Bundled Services(within FM or CRE

Joint CRE/FM

15

Synergies and Cross Selling

Leverage UGL

Unicco benefits into UGL Equis (at no extra

cost)

Back office integration –• Shared Service

Center• HR (partial)• IT

Convert all major UGL Equis

financial reporting to JD Edwards

Jan 2008

Feb2008

March 2008

April 2008

Dec 2008

Q4 2007

June 2008

May 2008

Respond to joint opportunities (national/global bids)Extensive global E2E development effort

• Define continuum of services• People, process, technology• Repeatability/scalability• Competitive differentiation• Organisational structure

Assessment of global

capabilities in FM and

CREUGL EquisUGL Unicco

PremasUGL Services

(AUS)

Common customers identified

16

Synergy Results

• $1.7 million in annual savings• Common management

dashboards• Common IT infrastructure• Common health benefit

structure

Cost Synergies

• 40 target customers• 20 immediate prospects identified• Begin customer engagement

Management Synergies

• Strong understanding of both CRE and FM business by both management teams

• Common reporting• Common dashboards

UGL Unicco900 Customers

UGL Equis80 Customers

Sales Synergies

17

Targets

• Common customers• Customers of either

company• Existing CRE/FM tenders

Customers

• Manufacturing• Financial sector• Telecom• Government

Vertical Markets

• Near-term– National opportunities

• Mid- to long-term– Global opportunities

Geographies

18

Summary

• Significant outsourcing opportunities emerging

• Stable revenue base

– Long-term, recurring contracts

– High contract renewal rate

• Europe is a gap in current footprint

– Crucial to UGL’s global property services strategy

– Opportunities in the marketplace now

– Pursuing acquisition or joint venture opportunities

www.unitedgroupltd.com