Results-driven cleaning

20th of September 2018
Results-driven cleaning

Dutch reporter Jacco Vonhof writes about a recent visit to the VSR association by a Singaporean government delegation.

The government of Singapore – the Real Estate & Construction Centre and the Environmental Management Association of Singapore (EMAS) – asked our association to teach them more about the Dutch cleaning market, which is highly regarded around the world. There was particular interest in results-driven cleaning.

So during the recent Interclean exhibition in Amsterdam, the Association for Cleaning Research, Vereniging Schoonmaak Research (VSR), hosted a very special delegation from Singapore. Heading the delegation was senior minister of state Dr Amy Khor (Ministry of the Environment and Water Resources). Her focused and detailed questioning made for a lively meeting. To further underline our explanation of results-driven cleaning, VSR, RAI Amsterdam and cleaning company CSU all participated.

During CSU’s presentation Dr Khor and her entourage asked many questions about the Dutch cleaning market. What percentage of the staff are of Dutch origin? What is the hourly salary? Does the cleaning company always have to go back out to tender after three years? How has your sickness absence come to be so low? And why do cleaning staff not work full-time?

The genuine interest displayed made for a relaxed debate. CSU completed the presentation on hospitality, day cleaning, sensors that detect whether a room has been used and the current challenges in the labour market.

In addition, CSU does indeed want to push for more full-time contracts in the future, in response to Dr Amy Khor’s question. Because – the company stated – “Most people are happier that way because they don’t need two jobs any more. We’d like to see this change become reality.”

Frank Veneman, board member and treasurer at VSR, then explained what result-driven cleaning is and how this is carried out at RAI Amsterdam. But first he looked back. “In the sixties, you could get away with anything as long as the client was satisfied. But in the eighties and nineties, cleaning companies started offering more and more square metres at lower prices. Any additional work led to high prices for the customer. Strain and distrust crept into the market.”

The development of results-driven cleaning arose partly due to this, Veneman explained. With results-driven cleaning, the customer buys the result, not the hours that went into it. How the cleaning company brings this about is up to the service provider. This means some daily tasks have to be carried out less often, while – to maintain the desired quality level – some periodic tasks might actually take place more often.

At the same time, cleaning quality is guaranteed by the VSR-KMS quality hallmark. This form of contract has helped to restore trust.

“Are most contracts now result-driven?” asks Dr Amy Khor. “No,” Veneman responds. “It used to be five per cent, it’s now 10. Once you’ve been doing it for years, it can be difficult to let go of the micro-management.”

Surely, these kinds of contracts are slowly catching on. They also mean customers are more willing to pay a fair price.

 

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