ROBOTICS & AUTOMATION Asking the right questions
We learn from CleanManager how a Danish municipality went from one to 430 cleaning robots. Robots support the cleaning team
Cleaning robots can save time, reduce physical strain and support better quality – but only when they fit the task, the workplace and the people using them.
At Industry Day 2026, Lone Højgaard Petersen presented Faxe municipality’s journey from its first robot trial to around 430 robots in operation. The lesson is simple: successful technology starts with everyday operations.
Start with the problem
The first question shouldn’t be ‘which robot should we buy?’, it should be ‘which task are we trying to improve?’
Faxe Municipality learned this early with its first robot, nicknamed ‘Mrs Cleaner’. The robot worked well in a sports hall. However, when it was moved to a school, it struggled and started pulling at the floor mats. The failed trial still provided useful lessons.
When funding later became available, the focus wasn’t on finding the most advanced machine. Instead, the municipality looked at the tasks that took up the most time and caused physical strain. The clearest opportunity was daily sweeping and vacuuming.
Choose tasks where the benefit is clear Cleaning robots are often most useful for tasks which:
• Are repeated frequently • Take up a lot of time • Put physical strain on employees • Take place in large or uniform areas • Can be tested in a clearly defined location
The aim is to be using technology where it can make daily work easier.
A robot doesn’t remove the need for skilled cleaning staff, it takes over some repetitive work. While a robot vaccuum can cover open floor areas, employees can focus on edges, corners, touchpoints and hygiene-critical areas. This can free up time, reduce physical strain and allow cleaning staff to focus on tasks which require experience and judgement.
Involve employees from the start
Technology only creates value when people actually use it. Faxe municipality did not introduce robots across every location at once: it started with a pilot school, where employees had time to test the robots, ask questions and share honest feedback. This helped identify problems early, and gave employees a sense of ownership.
• Explain why the technology is being introduced • Give employees time to test it • Listen to their feedback •
Provide training and follow-up • Adjust the process when needed
When staff understand the purpose and can influence the rollout, the technology is more likely to become part of everyday work.
Look beyond time savings
Robots aren’t only about efficiency: they can also support a better working environment. Sweeping and vacuuming can take a toll on the body. When robots take over some of that work, employees can use their energy elsewhere.
As Lone Højgaard Petersen explained: “If we don’t do this, it’ll probably just show up on another account, in the form of absence and burnout.”
The value should not only be measured in minutes saved, but also in reduced strain, lower absence and a more sustainable working day.
Test small before you scale A limited trial is often the best place to start. Ask:
• Does the robot work in this location? • Does it save the expected amount of time? • Does it support the right level of quality? • Do employees find it useful? • What needs to be adjusted?
If the trial doesn’t work, that is still useful information. Stopping or changing direction early is better than rolling out the wrong solution across the whole operation.
The main lesson from Faxe municipality is simple: Start with a clear need. Involve employees. Test the solution in practice. Adjust along the way.
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