Introduction: From Office Cleaning to Full-Site Delivery
We began working with TechnipFMC in 2004, delivering office cleaning at their Dunfermline campus. Following early success, our remit expanded to cover full soft FM across the site, extending beyond office spaces to include live manufacturing and production zones, high-level areas, welfare facilities, and washrooms.
As the scope grew, so did the need for a more robust and flexible model. Cleaning had to work around live operations, deliver specialist tasks safely and efficiently, and integrate more closely with day-to-day site activity. Our goal was clear: introduce structure, drive greater integration, and reshape the cleaning model into something scalable, self-sufficient, and aligned with how the site actually operated.
In 2018, based on the results achieved at Dunfermline, TechnipFMC awarded us their full UK cleaning portfolio. This enabled us to implement a consistent service framework across all sites, while tailoring delivery to local requirements.
The Challenge: An Outdated and Fragmented Approach
Misaligned cleaning delivery
When we arrived, the existing model hadn’t kept pace with site growth. Teams were still cleaning out of hours, which reduced visibility and delayed responses. As production increased and floor space expanded, the cleaning model stayed static. There was no data to guide resourcing decisions, and cleaning activities didn’t align with real usage.
Overreliance on subcontractors
Specialist tasks — including swarf and coolant removal, internal crane and window cleaning, and machinery deep cleans — were outsourced. This approach limited flexibility, increased costs, and delayed response when urgent work was needed. Consequently, the client often experienced slower resolution times.
Lack of visibility and flexibility
The site lacked zoning, reporting processes, and escalation routes. As a result, cleaning operated separately from day-to-day activity. The client couldn’t easily track performance or raise issues in real time. In turn, this created frustration and missed opportunities for continuous improvement.
The Solution: Reshaping the Model to Add Value
Move to daytime cleaning
To improve integration, we replaced the predominantly part-time evening regime with a full daytime operation. Operatives used cordless, low-noise equipment to clean around live production areas without disruption. As a result, visibility increased, engagement improved, and feedback became immediate.
The move also delivered practical gains. For instance, it eliminated the need for heating and lighting during out-of-hours shifts. Additionally, it removed lone-worker risks. Staff worked more sociable hours, qualified for more benefits, and felt more motivated as a result. More importantly, the cleaning team became an integrated part of the daily site rhythm.
Internalised specialist cleaning
Rather than relying on subcontractors, we upskilled our operatives and equipped the team to carry out all cleaning tasks in-house, including coolant removal, crane cleaning, and swarf collection. This allowed us to deliver specialist work flexibly and reactively, with full control over standards and the ability to respond outside of fixed schedules. In addition, it removed the delays and cost premiums associated with external suppliers.
Operational zoning and task cards
We introduced defined operational zones, supported by standardised task cards and schedules. Each operative took responsibility for specific areas, which improved consistency and accountability across the site.
Client-inclusive audit and feedback process
We restructured audits to include TechnipFMC site contacts, making it easier to track performance, raise concerns, and action feedback in real time. Clients also had direct access to our on-site team and regional managers, with board-level escalation available when needed.
The Results: A Self-Sufficient, Scalable Model
Absorbed Extra Space with No Added Cost
As the site expanded, our model scaled with it. We absorbed the extra 30,000 square feet into the core schedule without adding cost to the client.
Lower Costs Across the Board
By reducing reliance on subcontractors and delivering a one-stop model, we cut unnecessary spend and drove sustained savings.
Audit Scores Above 90%
Client-led audits consistently show results above 90%, with high standards maintained across all zones.
National Contract Expansion
Based on Dunfermline’s success, TechnipFMC appointed us to manage cleaning across all eight UK sites — from Evanton in the Highlands to London.
Recognised for Excellence
In 2020, the Dunfermline site won “Best Cleaned Manufacturing Premises (UK)” at the Kimberly-Clark Golden Service Awards.