Question 1: How do you look back on 2021?
“As 2020, 2021 was a dynamic year for us. We are active in the segments offices and real estate, healthcare, education, travel, leisure and hotels, and for many of our clients, the corona measures and lockdowns also had a major impact on this year. .We have therefore been challenged in various areas and our entrepreneurship and our agility have really been called upon. Fortunately, we were able to trust and build on our financially sound organization.
We looked at tailor-made solutions with our customers. We want to continue to take care of our relationships, especially in needs that may change on an ongoing basis. Long-term relationships are important to us. We have improved and expanded collaborations and laid a good foundation for partnerships for the coming years.
We also used this period to sharpen our strategy and decided to invest, among other things, by expanding our marketing and sales team. We also appointed a director of the health market; Margot van Leijen, a famous face in that market. With her in our midst, we can provide even better substance to relevant issues for facility managers in healthcare.
We have already renewed our ICT environment in 2020 with the purchase of AFAS software. We also continued to develop this in 2021. We offer our customers (management) information digitally. This dashboard contains KPIs, which makes the value of our services clear and transparent. Digitization helps us to run processes more efficiently, to implement new concepts faster and to adapt even better to our partners’ wishes and needs. “
Questions 2, 3 and 4. How do you see the rest of 2022 and beyond? Where do you see opportunities and where are the challenges?
“You can invest in difficult times when you have confidence in the future. That’s why we recently proudly launched our new strategy and brand promise: Expect more. This clearly shows who we are, what we do and what we stand for. Step also fits a new look, with a more modern logo and new house style colors.
Our goal is to increase our revenue to € 140 million by 2025. We position ourselves as a strategic partner and see plenty of opportunities for further development. That is not to say that we do not see challenges. Just think of the tight labor market. Especially now that almost everywhere the work is back in full force, our current colleagues are being called on significantly. We want to help them as much as possible and tie them to us. We offer colleagues many development opportunities, good guidance and with a view to current events, we also make an effort to help them with financial problems. Thanks to the mix of segments in which we operate, we are fortunately able to offer colleagues who want higher contract hours. We help colleagues who are new to our country to familiarize themselves with EW and with Dutch legislation and rules.
80% of management positions are filled by colleagues who have grown internally.
This only makes the connection stronger. Our people can be proud of themselves and our organization. You can only achieve this together. We have several examples of people who once started with a side job at EW and now have a management position. We are based on the ‘Create Your Own Future’ principle: you are responsible for your own development and EW gives you the opportunity to realize it. For example, 80% of management positions are occupied by colleagues who have grown internally. In this way, we cherish our core and cultural values. In addition, with our ‘talent management’ we actively pursue a more balance in cultural diversity.
We also use H.appy, our own internal communication app. This gives us a direct line with all our colleagues, with communication based on a two-way street. Employees can read news, send feedback and share great pictures and messages with each other on H.appy, but also see their current schedule or indicate when they want to work an extra shift. The app also contains e-learning modules and other teaching materials. We also use H.appy to conduct employee satisfaction surveys. That we as EWs are in direct contact with each other in this way is unique and ensures involvement, fun and less revenue. “
Question 5: What themes or trends are at the top of your agenda?
“Good entrepreneurship includes being able to keep up with developments around us. We want to do it even better every day. Our ambition is therefore clear: We want to be the best cleaning company in the Netherlands. You are not the only one. That’s why we care a lot about business development, so that our services continue to match our customers’ wishes and needs.
Many innovations can relieve facility professionals. But where do you find these? Until recently, there was no platform on which these innovations converge. EW has therefore developed an innovation platform. We are constantly looking for innovations and present a relevant selection at our Innovation Lab. We focus on themes such as Sustainability, Robotization and Hygiene & Experience.
Think of innovations that ensure a safe and healthy working environment, such as air purification and final disinfection of rooms with UVC light. For our innovations, we are looking for, among other things, collaboration with startups. Dobbi has recently become a member, where we collect textiles in collaboration with suppliers and customers and then recycle them.
We use the UN’s goals for sustainable development as the basis for our own sustainability goals. We focus on five SDGs: good health and well-being, quality education, fair work and economic growth, responsible production and consumption, and partnership to achieve goals. Goals that stand out to us and really suit us. With this positive effect, we therefore also contribute to our customers’ sustainability ambitions. A win-win, through which we work with our employees, customers and suppliers on a better world for tomorrow.
Digitization & chain collaboration
In addition to digitizing our own operating process, we see that the use of technology also contributes to various solutions within Facility Management. In this way, technologies help to become smarter, more efficient and more sustainable. All kinds of partners are active in a building to create an optimal environment. Logistics, maintenance, catering, cleaning and customer service. Everyone is responsible for part of the chain. Data helps us improve this chain collaboration, analyze processes and organize them more efficiently and effectively.
With data, we can scale up and down in real time and easily at the times when needed.
To give an example: we use sensors. We do this under the heading data-driven cleaning. The sensors measure the occupancy rate and use the intensity of space. For this, we prepare optimal cleaning or maintenance plans, adapted to the user’s wishes. With this data, we can scale up and down in real time and easily at the times when needed. These sensors also measure the humidity or CO2 content. We share all this information with our customers and their chain partners. With the help of this valuable data, gains can be achieved in the satisfaction of users and employees and the lifespan of the building. Here there are enormous opportunities to add value to our customers and chain partners.
Task differentiation / extension
Because we are increasingly using data and giving customers and chain partners transparent insight into it, we are better able to organize our work as efficiently and effectively as possible. In addition, it provides opportunities for integration of tasks. Our cleaning colleagues can, for example, refill the coffee machine, take care of linen and waste transport or goods receipt and logistics. It makes the work of our colleagues on the floor more challenging and they fill an important role throughout the day. In this way, our cleaning profession becomes increasingly interesting, which has a positive effect on the labor market. But just as important: Because our colleagues perform more tasks, we can offer them broader contracts and thus more hours and thus more pay.
Hospitality and cleaning experience
Hospitality has become commonplace in the facilities industry and you would expect any cleaning organization to have mastered this now. Still, it is not so easy to create a five-star hospitality in the field of cleaning. We dare say that this has changed significantly in our DNA, based on our origins and experience in the hotel sector. Here, hospitality is an important success factor, in addition to quality service and 24/7 response to changing user numbers. This can not be copied. “