Built for the person who has to answer for thirty buildings. Structured mobilisation, a written scope and frequency per asset, agreed service levels, consolidated reporting and invoicing, one escalation path, and directly employed police-checked staff whose attendance you can actually verify.
Facilities management cleaning delivers a multi-site portfolio under one agreement with per-site scopes, agreed service levels, consolidated reporting and a single escalation path. Pricing is built per asset: office areas generally $35 to $50 per hour, warehouse and industrial $45 to $65, specialist and medical $55 to $75.
Nobody managing a portfolio is buying cleaning. They are buying the absence of a problem. The measure of a good contract is that tenant complaints do not reach the executive, that a building can be walked with a client at an hour's notice, that the invoice reconciles without a phone call, and that when something goes wrong there is one person who owns it. Everything else, the chemicals, the machines, the rosters, is means rather than end.
That reframes what has to be delivered. A per-site scope in writing, so nobody argues about whether the loading dock was included. Frequencies that match what the building actually needs rather than a template applied to every asset. Attendance you can verify without taking anybody's word for it. Periodic works on a calendar rather than as a series of surprise quotes. Reactive response with agreed priorities and response times, because a burst pipe and a coffee spill are not the same call. And reporting that answers questions before they are asked.
The other half is risk. A cleaning contract is a workforce operating unsupervised in your buildings, often after hours, with keys and access credentials. Who employs them, whether their clearances are current, whether they were paid correctly and whether the training file is real are all questions that land on the facilities manager when something goes wrong. We employ our staff directly rather than subcontracting, so those answers exist as records rather than as assurances passed along a chain.
Site surveys, per-asset scopes and a mobilisation plan before anything goes live. No lock-in contract.
1300 494 983Enquire OnlineTransitions are where cleaning contracts fail. The tender is won, the start date arrives, and thirty buildings change provider on the same Monday with rosters that have not been tested, access cards that have not been issued and scopes that were written from a spreadsheet rather than a site visit. The first month generates more complaints than the previous provider produced in a year, and the relationship never fully recovers.
Mobilisation done properly is a project with a plan. Every asset gets a physical survey, not a desktop estimate, because floor plans do not show that the third floor amenities were reconfigured or that the loading dock is shared with the neighbouring building. Each site gets a written scope and frequency schedule signed off before go-live. Access, security credentialing and inductions are completed in advance. Rosters are built with named staff per site rather than a pool. Equipment and consumables are staged on site before the first shift, not delivered during it.
On larger portfolios we go live in waves. A pilot group of a few representative sites runs first so any problem with the scope, the roster or the reporting surfaces at small scale, then the remainder roll in against an agreed sequence. Incumbent handover is coordinated where the outgoing provider will cooperate, and where they will not, the pilot approach absorbs it. The facilities manager gets a mobilisation report at each wave rather than finding out from a tenant.
Service levels only work when they are specific and measured. Vague commitments to high standards are unenforceable and become a source of argument rather than a resolution to one. The measures worth agreeing are concrete: attendance and completion by site, response times for reactive calls split by priority so an urgent spill and a routine request are treated differently, scheduled audit scores against a defined checklist, consumable stockout incidents, and complaint volume with closure times.
Audits carry more weight than any report because they are physical. A supervisor and the client representative walk a site together against the same checklist, score it, and both sign. Disagreements about standards evaporate when both parties are looking at the same skirting board. Where a site scores poorly the corrective action, the responsible person and the recheck date are recorded, and the recheck actually happens rather than being folded into the next cycle.
Periodic works get their own tracking because they are the items that silently slip. Hard floor programmes, carpet extraction, high dusting, glazing cycles and external work all have a due date per site, and the reporting shows what is complete and what is coming rather than waiting for someone to notice a floor has not been sealed in two years. Facades and glazing on taller assets are coordinated with our high rise window cleaning team so the whole portfolio runs on one calendar.
Most Sydney portfolios are not homogeneous. A property group might hold two office towers, a suburban business park, three retail tenancies and an industrial asset. A health network might run consulting suites, a day procedure facility and a corporate office. A government or community portfolio might include offices, depots, childcare centres and public amenities. Applying a single blended rate across that mix guarantees that some assets are over-serviced and subsidising others that are under-serviced, and the under-serviced ones are always the ones that generate the complaints.
Pricing per asset type fixes it. Office areas in Sydney generally run between $35 and $50 per hour, warehouse and industrial areas between $45 and $65 per hour, and specialist or medical areas between $55 and $75 per hour, and each site is built from its own composition. A small office cleaned three times a week typically falls between $600 and $1,200 per month, a medium office cleaned daily between $1,200 and $2,500, a warehouse cleaned weekly between $800 and $2,000, a medical facility cleaned daily between $1,200 and $2,800, and a strata common property of eight to twenty units between $500 and $1,400.
Consolidating still works at the portfolio level: one agreement, one reporting pack, one invoice with a per-site breakdown, and one escalation path. What is consolidated is the management, not the pricing logic. Industrial assets in the portfolio are delivered to our warehouse cleaning and distribution centre cleaning standards, office assets to our office cleaning scope, and residential common property to strata cleaning.
Cleaning is one of the highest supply chain risk categories in facilities management, and the reason is structural. The industry runs on thin margins, and the standard way to protect them is to subcontract, then subcontract again. By the third layer nobody can say who is in the building, whether their clearances are current or whether they were paid correctly, and the reputational and legal exposure lands on the asset owner rather than on whoever was three levels down.
We do not subcontract cleaning labour. Staff are directly employed, police-checked, inducted per site, and rostered by name, which means an attendance question has a factual answer. Work health and safety documentation, safe work method statements, chemical registers with current safety data sheets, and equipment maintenance records are held per site and available on request rather than assembled after one.
Insurance sits behind it: 20 million public liability cover and workers compensation in place, with certificates of currency provided at contract start and on renewal without needing to be chased. For a facilities manager, the value of all this is not that it is impressive; it is that the questions their own risk and procurement teams ask each year have answers that already exist. Call 1300 494 983 or enquire online to discuss a portfolio or a tender.
It covers the soft services side of a portfolio: daily and periodic cleaning at each site, consumables supply and replenishment, waste and recycling handling at the point of collection, washroom hygiene services, periodic hard floor and carpet programmes, external and glazing cycles, and reactive attendance for spills and incidents. Around that sits the management layer facilities managers actually buy: a documented scope per site, agreed service levels, a single reporting pack and one escalation path rather than a different phone number for every building.
Per site, then consolidated. Office areas in Sydney generally run between $35 and $50 per hour, warehouse and industrial areas between $45 and $65 per hour, and specialist or medical areas between $55 and $75 per hour, so a mixed portfolio is built from the actual composition of each asset rather than one blended rate. A small office cleaned three times a week typically falls between $600 and $1,200 per month, a medium office cleaned daily between $1,200 and $2,500, and a warehouse cleaned weekly between $800 and $2,000.
In stages, with a plan rather than a start date. Mobilisation covers a site survey of every asset, a written scope and frequency schedule per building, access and security credentialing, induction to each site including any client-specific requirements, equipment and consumable staging, roster construction with named staff per site, and a defined go-live sequence. On larger portfolios we run a pilot group first so problems surface on three sites rather than thirty, then roll the remainder against a schedule the facilities manager approves.
A consolidated pack rather than a pile of dockets. It shows attendance by site and date, completion against the agreed scope, periodic works completed and due, reactive attendances with cause and resolution, consumable usage, incidents and near misses, defects observed and reported to the client, and performance against the agreed service levels. The point is that a facilities manager can answer a question from their own executive or a tenant without calling us first.
They are agreed in writing at contract start and measured on a defined cycle rather than negotiated after a complaint. Typical measures are attendance and completion rates, response times for reactive calls by priority, audit scores from scheduled site inspections, consumable stockout incidents, and complaint volume and closure time. Scheduled joint audits, where our supervisor and the client representative walk a site together against the same checklist, resolve more disputes than any report, because both parties are looking at the same building on the same day.
Cleaning staff are directly employed by Pro Clean Corp rather than subcontracted, and that matters more on a portfolio than on a single site. Subcontracting is how large cleaning contracts become invisible to the people managing them: the client cannot establish who attended, training and police check status becomes a claim rather than a record, and wage compliance risk moves onto the client through the supply chain. Directly employed staff mean the roster, the training file and the clearance record are all real and all available.
Structured mobilisation, measurable service levels, consolidated reporting, and a workforce you can actually verify.
