Cleangreen

A Message from Lord Pickles and Lord Blunkett, followed by Cleangreen's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Cleangreen is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.cleangreenservices.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | CLEAN GREEN SERVICES
Director of Operations
MichaelDixon
The teams meet up to clean
up a local car park
Clean Green Services offer a range of cleaning and
maintenance solutions to a number of clients, including
both private and public residences, housing associations
and offices. Established in 1989 with a focus on sustainability,
they always try to find the most environmentally friendly cleaning
method and try to promote eco-friendly practices across their
services. The company is also linked with various charities around
the world, including the British Heart Foundation, and has a long-
running partnership with a Maasai village in Kenya. Director of
Operations Michael Dixon tells
TheParliamentary Review
more.
A focus on sustainable practice
In 1989, my parents established Clean Green Services. Originally, we set out to
produce environmentally friendly supplies for use in the commercial cleaning
sector. After supplying various housing associations with these products, we were
continually asked if we knew any service that used them. Unable to find one,
we decided to establish our own service, aiming to promote greener practices
within the sector. Our cleaning service has now overtaken our product arm and
constitutes our main source of income. Our business has grown from a single van
to include 110 employees.
We service the entire South East of England, from Birmingham down through
the home counties and into London. Last year, we re-launched our product arm,
supplying housing associations, hotels and pubs with both conventional and
eco-friendly cleaning supplies. We are currently looking to develop this range
further, adding new products and moving back towards our original purpose.
FACTS ABOUT
CLEAN GREEN SERVICES
»Director of Operations:
Michael Dixon
»Founded in 1989
»Based in Benfleet, Essex
»Services: Cleaning and
maintenance services,
alongside janitorial supplies
»No. of employees: 110
»No. of clients: 26
Clean Green Services
27CLEAN GREEN SERVICES |
BEST PRACTICE REPRESENTATIVE 2019
As mostofour contracts begin in
April, we have pushed to utilise this
downtime to develop and strengthen
the production element of our
business. Ultimately, we would like our
cleaning services to use only products
that we have made – another strategy
we hope to employ to reduce our
carbon footprint.
The key element of our business
practice is an unceasing desire to
become as sustainable as we can.
This ethos infuses all of our practices.
To try to reduce the impact of our
cleaning services, we always advocate
the use of public transport where
possible, and we track all of our vans
to see if more efficient routes can be
found. Within our own office, we
aim to recycle as much of our waste
as possible, whether this be using
recycled office supplies or recycling
any leftover food. We also donate
any working appliances that we
remove through our void cleaning
and bulk rubbish removal services,
sending them to Ghana, where they
can be used directly or for parts.
Our horticulturalists grow our own
plants in greenhouses, and we have
implemented eco-bins to cut down
onwaste.
We also advise the housing
associations that we work with,
helping them to become more
sustainable and reduce their costs. We
utilise maintenance systems that find
defects within housing association
properties, which we then help
to change. This could range from
installing energy-efficient light bulbs
to advising on the installation of more
effective insulation. These alterations
help these associations, some of which
we have worked with for 25 years, to
become more cost-effective, as well as
reduce their carbon footprints.
As a company, we are also very
committed to fulfilling our duty of
social responsibility. For every contract
we win, we make a donation towards
Unicef, providing supplies and
vaccinations that help to eradicate
polio. In the last three years, our team
has raised over £10,000 for the British
Heart Foundation, mostly gained
through sponsored marathons, a
A local litter pick,
including pupils from a
nearby school – helping
keep Britain tidy
Ultimately, we
would like our
cleaning services
to use only
products that we
have made –
another strategy
we hope to
employ to reduce
our carbon
footprint
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | CLEAN GREEN SERVICES
charity that we have been partnered
with since our inception in 1989.
Additionally, due to a chance meeting
in Mombasa airport, we have been
linked with a Maasai village in Kenya
for a number of years, supporting a
primary school and children’s home.
Challenges for a small
business
One of the main challenges that we
face, especially as a smaller business,
is being able to compete with larger
competitors. This issue becomes even
more pronounced with the gulf in
price between environmentally friendly
cleaning supplies and more harmful
products. To try to combat this, we aim
to source the bottles for our products
from ocean-recycled plastic.
We have also been affected by
plans to tighten regulations on
van emissions in the London area.
Although many of our vans would
conform to these standards and thus
not have to pay the charge, a few of
our older models would be liable. As
we are a small business, the impact
of this would be huge. While larger
companies may be able to shoulder
this additional cost, our size prevents
us from doing so. We have therefore
decided to shift our business away
from London and move towards
the Midlands, primarily to avoid
thesecharges.
One of the main problems for our
production arm is the cost of importing
raw materials. One of the main
resources we import is silicon, which
is susceptible to drastic fluctuations
in price. Brexit could deepen these
issues. We own the trademark which
allows us to export our products to
Europe, and restricted, or at least more
difficult, borders between European
nations could significantly damage our
future growth. Thus, we are looking
to base a company in the Republic of
Ireland and circumvent Britain’s exit
from the European Union. However,
this plan of action is still susceptible to
the ongoing disputes over the nature
of the border between Northern
Ireland and the republic.
We have also recently been affected
by increasing fees for the disposal
of waste created by our gardening
service. As a result, we are in the
process of developing eco-sites. As
we work with a lot of care homes, we
have been trying to create recycling
sites on these premises. Provided we
gain the permission of the various
landlords, we aim to recycle all the
waste our gardening arm produces.
As climate issues become more severe,
the need for eco-friendly services like
ours will only increase. It is vital that
we try to address these changes before
they become irreversible, and we hope
to continue to contribute to the fight
against climate change for many years
to come.
We own the
trademark to
export our
products to
Europe, and
restricted, or at
least more
difficult, borders
between
European nations
could significantly
damage our
future growth
Best cleaning practices
across all sites

www.cleangreenservices.co.uk

This article was sponsored by Cleangreen. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister