The British Cleaning Council and members write monthly columns for both Cleaning and Maintenance and Tomorrow’s Cleaning. You can read recent columns below.
To read the columns as they originally appeared, please visit https://cleaningmag.com/columnists and https://www.tomorrowscleaning.com/back-issues
Zero-hours contract reforms and the cleaning sector
By David Garcia, British Cleaning Council Chair. (This column first appeared in Tomorrow’s Cleaning).
The Government’s planned changes to zero-hours contracts could have significant implications for cleaning businesses, particularly the many small and medium-sized 
enterprises operating across the sector.
Contractors may need to cover sickness and holidays, respond to short-notice customer requirements, mobilise new contracts or provide additional operatives for seasonal and one-off work. These arrangements can also suit workers who value the ability to accept hours around caring, studying or other commitments.
However, concerns have long been raised about workers having insufficient certainty over their hours, earnings and shift patterns. The Government says its reforms are intended to address ‘one-sided flexibility’ while retaining flexibility for those who genuinely want it.
The changes are contained in the Employment Rights Act 2025, although the relevant measures have not yet taken effect. The detailed regulations are still being considered following consultation, with implementation expected during 2027.
Under the proposals, qualifying workers would have the right to be offered guaranteed hours reflecting those regularly worked during a reference period. The Government’s preferred initial reference period is 12 weeks.
Workers would not be compelled to accept an offer and could remain on a zero-hours arrangement if that suited them. Employers could nevertheless be required to assess working patterns and make further offers following subsequent reference periods.
The legislation will also create rights to reasonable notice of shifts and changes to shifts. Workers could become entitled to payment when shifts are cancelled, moved or curtailed at short notice. Similar protections are planned for qualifying agency workers.
For cleaning businesses, the reforms could bring benefits. More predictable employment may improve recruitment, retention and employee wellbeing, while stable working patterns could support training, engagement and service consistency.
However, the potential cost to business is a substantial concern. The Government’s latest national assessment estimates that the reforms could generate direct costs to employers of between £350 million and £2.9 billion per year, with an indicative central estimate of £1.1 billion. After taking account of the benefits that can currently be monetised, the estimated net cost is between £300 million and £1.4 billion annually.
These are economy-wide estimates rather than figures for the cleaning sector. They are also highly dependent on decisions still to be made about eligibility thresholds, notice periods, compensation rates and reference periods. Nevertheless, they illustrate the potential scale of the financial impact.
For cleaning businesses, costs could arise from payments for cancelled shifts, additional workforce planning and the administration required to monitor hours, identify qualifying workers and issue guaranteed-hours offers.
These demands may be especially challenging for SMEs with limited HR, payroll and legal resources. Many already operate on narrow margins and have restricted scope to absorb additional employment costs. There is a risk that these extra costs could affect the commercial viability of some contracts.
Cleaning contracts can also change quickly when clients alter specifications, reduce building occupancy or cancel work at short notice. A contractor could guarantee hours based on a busy reference period only for customer demand subsequently to fall.
This raises important questions. Where a customer changes their requirements at short notice, contractors may need contractual mechanisms allowing any resulting employment costs to be recovered. Tender pricing may also need to reflect the additional obligations. Clients may well resist paying more for contracts.
The British Cleaning Council (BCC) supports employment practices that treat cleaning operatives fairly and recognise their essential contribution. At the same time, the final regulations must reflect the operational realities of a sector containing many SMEs which use zero-hours contracts for legitimate reasons.
The priority must be a workable balance: greater security and predictability for workers, alongside sufficient flexibility and commercial protection for businesses.
Rising National Insurance Costs: The Pressure on Hospitality Cleaning Businesses
By Lisa Williams, National Chair of the UK Housekeepers Association (UKHA). (This column first appeared in Cleaning and Maintenance Online).
The hospitality industry has always operated in a challenging environment, balancing rising costs with the need to deliver exceptional guest experiences. From hotels and
restaurants to serviced apartments and event venues, cleaning teams play a vital role in maintaining standards. However, increasing National Insurance costs are adding further financial pressure to businesses that already face tight margins.
For hospitality cleaning operations, where labour represents one of the largest areas of expenditure, any increase in employment costs has a direct impact. Cleaning teams are essential to daily operations, but businesses must now carefully consider how they manage staffing levels, budgets and service expectations.
A Significant Cost Challenge
The rise in National Insurance contributions means employers are paying more to employ each member of staff. For hospitality businesses that rely heavily on housekeeping, room attendants, public area cleaners and support teams, these additional costs can quickly add up.
Many businesses are already dealing with higher energy bills, increased supply costs and wage pressures. The additional burden of National Insurance creates difficult decisions for managers who must protect both profitability and quality.
The Impact on Cleaning Services
Cleaning is often one of the largest operational departments within hospitality. Maintaining high standards requires sufficient staffing, proper training and reliable teams. However, increased employment costs may encourage some businesses to review their approach.
Some operators may consider reducing cleaning hours, adjusting rotas or exploring new efficiencies. While cost control is necessary, reducing investment in cleaning can affect guest satisfaction, online reviews and brand reputation.
A clean and well-maintained environment remains one of the first things guests notice. Cutting corners can create longer-term costs if service quality declines.
Finding New Ways to Improve Efficiency
Hospitality businesses are looking for practical solutions to manage rising costs without compromising standards. This may include:
- Improving staff scheduling to match demand more effectively.
- Investing in training to increase productivity and reduce staff turnover.
- Reviewing cleaning processes and equipment to save time.
- Working closely with cleaning partners to identify efficiencies.
- Using technology to support workforce planning and reporting.
Efficiency does not necessarily mean doing less; it means finding smarter ways to deliver the same high level of service.
Supporting the Workforce
While businesses face financial pressures, hospitality professionals must also recognise the importance of retaining skilled cleaning teams. Experienced cleaners understand property standards, guest expectations and operational routines. High staff turnover can create additional recruitment and training costs.
Investing in employees through fair pay, good working conditions and development opportunities can help businesses build stronger teams and maintain consistent service.
Looking Ahead
The hospitality sector has always shown resilience in adapting to change. Rising National Insurance costs present another challenge, but they also provide an opportunity for businesses to review operations, improve efficiency and strengthen their approach to workforce management.
For cleaning teams, the focus must remain on delivering value: protecting guest experiences while helping businesses operate sustainably. The companies that successfully balance cost control with service quality will be best positioned for the future.
As hospitality continues to evolve, cleaning will remain a critical part of the guest experience — and managing its costs effectively will be essential to long-term success.