Flo-Line Services (Pty) Ltd, a BBBEE level 2 Company was established in 1975. We provide tailor made contract cleaning solutions that also include garden services, window cleaning and microbial fogging. Additionally, we provide homes for the aged and mentally handicapped with Care staff, serving to care for their residents.
We are a family business and hence you will be dealing with decision makers, which means that matters will be dealt with immediately. The company prides itself on delivering a tailored, quality service to its clients.
Flo-line is a founding member of the National Contract Cleaners Association. We are members of the Bargaining Council for the Contract Cleaning Services Industry (KZN), our Director has held the positions of Chairman of Kwa-Zulu Natal branch and the National Chairman and at present is a member of the Kwa-Zulu Natal Executive and a member of the negotiating team. We have been a consistent recipient of a Certificate of Compliance, following an audit by the designated agent of BCCCI appointed as per the LRA. This ensures our staff are paid and treated in accordance with the council.
It is with a collective 110 years of experience that we can assist in giving a quality, cost effective service.
Flo-Line Services prides itself on running a business with fundamental family values at its heart. That means trust, honesty, reliability and transparency are at the heart of everything we do. We believe in working towards common goals allowing our clients to focus on their core business without the day to day problems associated with the employment of labour, procurement of chemicals, the supply and maintenance of equipment.
Not compete with the corporate giants but seeking to have a long standing partnership with our clients and be part of their success,
Our business is people; we believe that employee satisfaction is ever important to ensure we achieve our mission.
In order to implement employee satisfaction we
• Set high standards and lead from above;
• Train our staff in the tasks required of them and thereafter assess any further training needs;
• Implement clear job schedules;
• Weekly and monthly digital inspections;
• Encourage mutual respect;
• Strongly communicate the dos and don’ts in the employment relationship.
Our Supervisors and Management carry out regular inspections with feedback to staff and management, give corrective action or recognition where necessary, reinforce desired behaviour to ensure a consistent quality service.
To us empowerment means substantive and wide-spread job creation for Historically Disadvantaged South Africans.
The main objectives of our Black Equity policy relate to the following goals:
• To address the racial imbalances existing in our Company by actively recruiting persons according to the economically active demographic make-up of the region;
• To continue to provide training to employees so that the same people might progress within the company;
• That we continue to give high priority to promoting employees from within.
We select our equipment and environmentally friendly cleaning materials on quality and not on price and that we actively seek out suppliers, particularly Small, Medium and Micro Enterprises, or those larger enterprises who are engaged in genuine, non-token and credible Black Economic Empowerment with a current BEE scorecard
We carry out subsidised training programs, Home Based Care Giving and cleaning in Respite Centre’s and for the unemployed to empower them with the necessary skills to work within their own communities or to seek outside employment.
After undergoing an evaluation and criminal history checks, they may be given the opportunity as relief staff whilst they wait for suitable vacancies within our Company.
We also like to give where we can to clients who are registered charities, and schools in order for them to carry on their work within the community.
THE HIDDEN BENEFITS AND SAVINGS OF UTILISING OUTSOURCED SERVICES.
It allows management more time to concentrate on the home’s core business, we are only a phone call away to solve any problems.
2. The time spent in negotiations and discussions with unions and/or the staff themselves.
3. The cost of time spent by management in disciplining and counseling of staff.
4. The saving of industrial relations consultants’ fees to attend CCMA and other disputes.
5. The time spent as trustees of provident and/or pension funds and the cost thereof.
6. The time spent in employing and training new staff for permanent or temporary employment.
7. The cost of having additional staff to fill the rolls of relief personnel
8. The cost of the administration for salaries, wages, pension and/or provident fund and sick and annual leave and statutory payments of UIF, Workman’s Compensation, Employment Equity Act, Skills Development Act and SARS.
9. The cost of the statutory requirements.
10. The cost of uniforms.
11. The cost of staff food and beverages.
12. The ever increasing cost of your liability of severance pay for staff, as their salaries/wages increase annually and their years of service increase
13. The flexibility of increasing or decreasing staff as necessary without the liabilities associated thereto.
14. The cost of cleaning materials and equipment.
15. Cost and Time spent on Training.
16.Time and money spent on Health and Safety Requirements and Risk assessments.