cost of living, not just the government National Minimum or Living
Wage. Our business is reliant on teams who work hard to deliver high
quality services for our clients and we recognise that in order for
families, communities and businesses to shine, we need to ensure our
employees are treated ethically and paid fairly.
THE CLEANING PROVIDER’S VIEW
DOMINIC PONNIAH, CEO, CLEANOLOGY
With no vaccine available
and queries over the value of
antibodies against COVID-19,
the profile of cleaning has never
been so high and, as businesses
start to reopen, hygiene is top of
everyone’s agenda.
We are hearing a great deal of
talk around ‘the new normal’,
with questions about whether
we can change attitudes to the
environment and pollution.
However, one area that is already
undergoing major change is the
cleaning industry.
Key workers have played a crucial role in recent months, and it
has been gratifying to see cleaners applauded alongside NHS sta .
Hopefully, we will begin to see greater recognition for our front-line
sta translate into wider support for the real Living Wage.
When it comes to pay, perception plays a large part. In 2019,
Cleanology commissioned the first independent research into
attitudes around wage levels and perceptions towards cleaners’ pay.
The results painted a clear picture. While 63 per cent of employees
were concerned that cleaners should be paid fairly, only 39 per cent
had an accurate idea of the real figures on pay.
At Cleanology, we support the view that commitment and fair pay go
hand in hand. Almost half of our clients pay real Living Wage rates, and
we include the Real Living Wage rate as mandatory in 40 per cent of
our bids. This is not a luxury – when sta feel they are paid fairly, they
invest in the job, in the client, and in their own future. They work to a
higher level, stay longer, and become a valued member of the team in
the building where they work.
At the same time, it has become clear that many established ways
of working are not fit for purpose under the new regime. For many
cleaning businesses, the arrival of COVID-19 meant ‘normal rules
of engagement’ ceased to exist. Clients suspended and cancelled
contracts, and it remains to be seen how many of our competitors will
survive.
While the furlough scheme has helped provide many employees
with stability, the nature of our industry means that some have fallen
through the net. As we return to work, we are finding that some sta
who returned to their home countries for lockdown have chosen to
stay with their families.
At the same time, the need to provide extra cleaning in workplaces
means Cleanology is likely to fast-track existing plans to replace large
numbers of part-time cleaners with a smaller group working full-time
hours. We see this as a positive move, which we were already working
towards.
As we navigate new waters, we urge clients to recognise the crucial
role played by cleaners and reward them accordingly. We are all facing
new challenges – some predictable, others unknown – but we do know
that responsible, responsive cleaners will play a large part.
22 SEPTEMBER 2020
THE FM SECURITY PROVIDER’S VIEW
MIKE BULLOCK, CEO, CORPS SECURITY
Paying the Living Wage has to
be a collaborative approach
between an FM service
provider and their client. Every
business will have di erent
requirements and commercial
constraints, so it won’t always
be able to be implemented
immediately, but it is important
both parties have a plan in
place to work towards paying a
higher wage.
As an FM service provider, it
is our job to educate our clients
about the benefits of paying the Living Wage and that cost shouldn’t
be the only point considered. Service providers need to illustrate clear
advantages for a client’s business. Paying a higher wage for roles that
have traditionally been low paid increases sta retention, garners more
highly trained sta and delivers a better quality of service. O en by
paying less in wages, it costs more in the long-term as sta turnover
is higher and this comes with increased administrative and training
expenses combined with a reduction in service levels.
In most cases, people want to do the right thing and support better
pay for their critical FM workforce, but some clients automatically
assume they can’t a ord it. However, with careful planning, service
contracts can be reviewed to help achieve this. In the security remit,
this could mean, for example, that technology is implemented so fewer
o icers are required. Therefore, those o icers that are appointed can
be awarded a higher wage.
FM providers must also ensure Living Wage is an integral part of the
tender process. Just simply tacking on a separate Living Wage proposal
is not enough. The Living Wage proposal needs to be a fundamental
part of every step of the process and client engagement is vital.
Following the COVID-19 pandemic, we’ve already seen the cost of
business interruption and this is far greater than costs associated with
paying the Living Wage. Businesses that pay the Living Wage attract
a more skilled employee with increased motivation and productivity.
The Living Wage Foundation reports that more than 80 per cent of
employers believe that paying the real Living Wage has enhanced the
quality of the work of their sta . In the security industry the role of
the security o icer is now fundamental in safeguarding the welfare of
people so getting the best quality service is key. If organisations don’t
have highly trained and adequately paid o icers in place, it could be a
severe detriment to the health, welling and safety of their people.
The recent pandemic has shone a light on the role of FM. In the
security industry in particular the risks frontline workers have been
exposed to is high following so many interactions with the public. This
has been evidenced by the COVID-19 death rate for security o icers
being higher than any other occupation.
In the post-pandemic world, we will see an increase in demand
for security qualifications and with this we’ll see a shi in the role of
security moving towards a professional career. With the role expanding
to now embrace safety and health and wellbeing, and increased duties
and demands in responsibilities rising, so too should pay.
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
FM CLINIC
Dominic Ponniah
Mike Bullock
ADVICE & OPINION
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