on-site at all times meant that staff felt supported through what can often be a stressful and busy period.
“Changing employer is never a completely straightforward process and we wanted to ensure that all concerns were addressed as we began our cleaning contract in earnest. Doing this meant everyone could hit the ground running and we could demonstrate immediate impact to the client.”
The mobilisation took just four weeks in total and was kicked off with a communal ‘town hall’ style meeting, where Churchill presented its vision for the next three years and beyond, as well as unveiling the new uniforms, equipment, and innovations that were to be used on site.
Keen to move away from the shared approach of the incumbent agencies, Churchill looked to instil a ‘one team’ mantra from the beginning and address any issues transparently. Smaller group meetings were taken with individuals and unions to clarify there would be no detrimental impact.
redevelopment projects planned, Churchill’s expertise in this area convinced us that they would make ideal partners going forward.”
THE CHALLENGE:
MOBILISATION With 150 employees in-house and 28 agency staff to address, as well as a busy campus to clean, the primary challenge for Churchill was to TUPE staff and mobilise efficiently. For the contract cleaning specialist, this process was a familiar one; during 2016, the organisation transferred 461 sites under TUPE, including 3792 staff – all with 100% compliance.
Churchill deployed an operations manager on-site at all times to ensure a smooth transfer was conducted as the organisation established itself at LSBU.
Joe Saisi, operations director at Churchill London, said: “Keeping a member of the management team
www.tomorrowscleaning.com
Saisi said: “It’s the small details that take little effort which often make the difference. Addressing both staff and unions openly ensured all parties had a positive start and got us all heading in the same direction. While we’re only a few months into the contract, the benefits of this process are apparent.”
After the group meeting, all 150 TUPE candidates were taken through site-based training and shown the level of detail required from Churchill employees. As a part of this process, staff were trained on all new equipment and the correct procedures for completing cleaning tasks following method statements.
THE INNOVATION: NEW EQUIPMENT AND
PRACTICES The implementation of technology-led innovations was key to the process, in three important ways:
Firstly, Churchill’s Advantage Reporting (CAR) was immediately set up for LSBU. The system includes online secure auditing, multi-user outlining audits, reports, score cards, graphs and data. This is a bespoke service, with an
interface tailored to each individual user – whether it’s being used by Churchill management, jointly by Churchill and LSBU, or LSBU staff only. The data is aggregated into an intuitive platform which the operations team can utilise to drive efficiency.
Secondly, Churchill installed a Purex water system to produce chemical- free, de-ionised water for cleaning. Self-replenishing and able to hold up to 80l of water, the system produces pure water by passing tap water through reverse osmosis and/or de-mineralising bead filters, thus removing limestone, heavy metals, nitrates, chlorine, etc. There are many benefits to using pure water in the cleaning process to return to its impure state, so it therefore absorbs and removes dirt and bacteria efficiently to leave a residue-free finish on any surface. The system is additionally 100% sustainable, and thus in alignment with LSBUs sustainability goals, with the added bonus of significantly reducing running costs in comparison to traditional cleaning methods. Perhaps most importantly, the system is user-friendly and easily integrated into the day to day cleaning processes of all staff.
Thirdly, the clincher in Churchill being awarded the contract was their ability to display that they could fully integrate their cleaning services with the projected redevelopment plans of LSBU’s estate team. Like many higher education institutions, LSBU is currently investing heavily in smart buildings with built-in sensor technology. Churchill demonstrated their expertise in integrating cleaning services with this technology to streamline its offering, namely in monitoring live data to dictate operational delivery.
In terms of mobilisation, the LSBU/ Churchill example exemplifies not only the smooth transition of TUPE employees from one organisation to another and the best practice to achieve satisfaction for both parties, but also the ability to optimise service delivery by integrating Churchill’s unique approach to soft FM services with that of the client.
www.churchillservices.com CONTRACT CLEANING | 49
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