Following a competitive tender process Incentive QAS was awarded a three-year cleaning and associated services contract by CBRE at the prestigious St Botolph Building in the City. With its bright electric blue façade and round-edged symmetrical shape along with a double-height reception and scenic stacking lifts, the St Botolph Building is striking in its appearance both externally and internally.
The agreement includes out of hours landlord area cleaning, a daytime housekeeping service (which includes visiting more than 140 sets of washrooms three times per day), window and façade cleaning completed by a site-based team of window cleaners, providing laundered bath towels to the tenants’ shower facilities, sanitary disposal services, consumables supply, pest control and a highly intensive periodic services programme to maintain the buildings finishes.
We found out during contract mobilisation that the team on site were working a variety of shifts, operating throughout the night within excess of 50% of them working unsupervised, which was having an impact on service standards. In addition, the day housekeeping team were understaffed and could not achieve the 3 visits per day required by the client.
Our proposal was built around the introduction of efficiencies within the team that would improve standards and the team’s organisational structure at no additional cost. We proposed to conduct a 90-day review after the initial months on-site which saw us present several service efficiencies that the building management team were keen for us to implement.
It was important that we ‘lived and breathed’ the service we inherited during the first three months, so we knew what worked, what didn’t and what we needed to change. This gave us a great insight into the service and where the client and the customers focus was in terms of what good looked like.
We introduced a new manager who hit the ground running, picking up with our business plan from the 90-day review, focusing on restructuring the staff and introducing a new piece of monitoring software so that we could report back what had been completed and by when.
The cleaning team was changed from sporadic night cleaning to late evening cleaning and all members of the team working the same shift pattern so they can now all be fully supervised. The day housekeeping team were increased in number to allow for sufficient time to visit all the washrooms and a new supervisor introduced too.
The Housekeeping team also utilise the monitoring software by ‘tagging’ in each time they visit a washroom so we can report back when the last time it was visited should this be queried by a tenant or the building management team.
Further innovation introduced includes the recycling of unused toilet rolls to a local homeless charity, flat mopping systems to increase productivity and reduce slip hazards for hard floors, battery backpack vacuum cleaners to use in lift lobbies throughout the building, enhanced training for all supervisors and window cleaners which includes IOSH, first aid and customer services training.