Iceland ISS Facility provides facility services in Iceland such as cleaning, catering, security, and property services. It was acquired by ISS in 2000. Previously, it had a rigid command structure and focused on complaints, which led to low employee satisfaction. To improve this, ISS gave employees more responsibility and flexibility. It also trained them to communicate directly with customers. ISS tracked the reasons for complaints and found that many were due to lack of communication. It changed surveys to first ask customers to praise employees, which created a more positive dialogue and mindset for both customers and employees. This enhanced employee wellbeing and satisfaction.

1. ISS Iceland
Group 2
Akshay Garg Chavi Goel Krishan Chikara Navya Jain Nishtha
Sarthak Shivangi Gohri Suraj Tyagi Rohit Verma

2. Iceland ISS Facility
Services
• Island nation of Europe located in
the North Atlantic Ocean
• Population in 2009 : 313,000
Population in 2015 : 2,66,00,000
• Labor market : flexible, liberal and
expensive
• Developed infrastructure
• Currency : Icelandic Kronor (ISK)
April ’08 1 $ 80 ISK
April ‘09 1 $ 127 ISK
• One of the leading “Facility
Services” company
• Offerings :
Cleaning, Catering, Security,
Property services and Office
support
• Revenues in 2008 : $ 12,075 mn
• Niche player in cleaning world
• Not the price leader in the market
but customized values for
customers
• Growth : organic & acquisitons

3. Integrated Facilities Management
Integrated facilities management (IFM) is a method of consolidating many or all
of the office's services under one contract and management team. The intent is
to streamline communication and make day-to-day operations easier to
manage. Thus ensuring the company is increasing workplace productivity and
workplace wellness amongst your team.
Facility management, in short,
can be defined as Operation,
maintenance, and security of
a facility, usually by an
external contractor (in this
case ISS).

4. ISS Iceland acquisition
• ISS acquired Iceland operations in 2000
• CEO : Guðmundur Guðmundsson
Operations before acquisition
• Traditional command & control
organisation: Employees followed chain of
command
• Rigid job descriptions and job rules
• Supervisor’s job: to inspect quality and
ensure productivity, receipt of all requests
and comments from customers
• Detailed process of dealing with complaints
Issues
• Customer
Supervisor
Employee
Time lag &
loss of
information
• No customer or
employee satisfaction

5. New Value Proposition
1 2Classic Outsourcer
Enabling the customers to focus on
what they do best
Leaving non-core task to ISS
For eg. Cleaning
Business idea
• Defining : “What is the feeling we
want to create in our customers?”
• Answer : “We are creating
wellbeing for our customers”
• Issue : ISS noticed that while
taking customer’s wellbeing into
consideration, they forgot to take
care of their employees’ wellbeing

6. New Value Proposition
Other related issues:
• People who don’t feel good about themselves are not as productive or
quality-minded
• Given the transition the company was making, from cleaning to Integrated
facilities management, it was important to see how the employees appear.
This reflects how they feel about their jobs
Findings:
Employee wellbeing should be taken care of.
This will in turn increase customer satisfaction.

7. Enhancing Employee Wellbeing
In order to enhance employee wellbeing, the CEO began to track the reasons
behind complaints
He learned that 50% complaints were due to lack of information among users.
Communication was centered of “what was wrong”
Management was focusing on the negative which resulted in low employee
satisfaction.
“When all conversations focus on what’s wrong, even when those problems
are only minor, the customer is left with the feeling that something is really
wrong. It also sends customers a signal that service quality is right or wrong.”

8. Managing differently
• Giving responsibility to employees, Instead of management dictating how
to get the work done, employees were given the tools and training that
they needed and allowed to decide who did what job and when, including
setting their schedules based on their needs and the customer’s.
• Cross training whenever possible to increase independence and make work
more interesting
• Motivating employees to communicate with customers

9. The Praise theory
• ISS wanted their context for communication to be appropriate.
• Conducted Customer Satisfaction Surveys
• First question: “Is there something you can praise the cleaner on the service
for?”
• For Customers : It created an opportunity for a more constructive dialogue
with customers. It placed the interaction in a positive context
• This changed the mindset customers thinking the services as good
• For employees : Any praise resulted in recognition for the employee and
general celebration

11. Thank You