In 2024, Schiphol launched the new cleaning contract ‘Clean & Tidy. Among other things, the contract covers the daily and periodic cleaning of the terminals and operational areas such as baggage basements. Three ambitions within this contract are maximum passenger experience, good quality of work and transparent cooperation within the chain. But how do you secure these ambitions at a dynamic location with tens of thousands of travelers, employees and many contract partners? VFM consultant Erik van Prooijen was engaged to realize a performance management model that not only works on paper, but actually works in practice.
A performance management model that works in practice
The performance management model makes performance of contract partners measurable and controllable. In the Clean & Tidy contract, agreements on cleaning quality, perception and availability were translated into concrete KPIs with corresponding measurement methods, roles and conversation structures.
Within the implementation of the Clean & Tidy contract, Erik van Prooijen was deployed as project manager of the ‘Performance Management’ workstream. His activities included:
- The implementation of the performance management model based on the procurement principles
- Further deepening of KPIs and alignment with contract partners during the implementation phase
- Establishing and aligning the governance structure
- Provide input to the Data & IT work stream at interfaces with performance management
From theory to implementation
Some VFM colleagues had also been involved in the procurement of this contract before. So their knowledge and insights could be put to good use by Erik. Together with them, the service and contract manager as well as Schiphol's implementation coordinator, the complete contract was analyzed. This brought insight into the frameworks and outstanding points. KPIs were tightened during the implementation phase in consultation with the contract partners and (reporting) dashboards were set up. A governance structure was set up as a framework for consultations, roles and decision-making lines. Important for adjusting performance, strengthening cooperation and preventing escalations.... In his role as project manager, Erik ensured close coordination with service management to ensure that the models were not only theoretically correct, but also workable in daily practice.
Measurable results and mutual trust
The result was a supported model with clear KPIs, linked to a governance and change structure. As a result, performance became objective and negotiable. Contract partners reacted constructively to the model from the beginning. They appreciated an equal approach and open dialogue in which workable and measurable agreements were sought together. This ensured clarity, trust and a shared understanding of the principles. For Schiphol, this meant substantive clarity in steering the contract and progress in a crucial phase of implementation, all under great time pressure. By quickly creating clarity about what was being measured and how, peace of mind, direction and a shared sense of responsibility were created between client and contract partners.
Ownership as key to workable models
The most important lesson according to Erik: “No model works without ownership. Performance agreements only work well if all those involved understand them and are committed to them. The strength lay in designing, testing and adjusting the model together. This created not only support, but also ownership - the key to sustainable performance improvement.”