Introducing Nikki Gabisa, National Operations Director at Servest’s Cleaning Business Unit

Women in cleaning

Being an operations director is exactly what you think it’s like, according to Nikki Gabisa. She describes herself as that colleague at work that everyone wants to know but no one wants to be. First to arrive and last to leave, but fortunately she is obsessed with what she does. Operations in soft services is her life. With 17 years’ experience in this field, she has never experienced a dull moment. Gabisa finds her passion in dealing with different clients daily, offering diverse insights that lead to thought-provoking conversations. For her, what brings genuine gratification is to witness business strategy come to life.

1. Describe the company, its origins and activity in the market.

Servest was founded in 1997 by Kenton Fine and Dennis Zietsman, two entrepreneurs who were driven by their passion to build a service business. Today the company has evolved into one of South Africa’s leading facilities management companies. This entrepreneurial drive remains at the heart of our company culture. The company employs 19,000 colleagues, and has a presence at 11,100 sites across eight countries in Africa – Botswana, Ghana, Malawi, Namibia, Nigeria, South Africa, Uganda and Zambia.

2. What inspired you to join this company?

Since 2003, I have been immersed in the world of facilities management, specialising specifically in soft services. However, in 2019, I unexpectedly received a call inquiring about my availability for employment. Although I wasn’t actively seeking new opportunities then, I decided to attend the interview out of curiosity and with nothing to lose. Upon arriving at the reception area, I was warmly greeted by a lady who instantly made me feel like we had known each other for years. The interview itself turned out to be the pinnacle of my career, as it went exceptionally well. I left the interview feeling cheerful and content.

To my surprise, as l said goodbye to the receptionist, she asked me with a smile when I would be starting. This simple gesture reflected the warm, friendly, and supportive environment that permeated throughout the company. Clearly, this was a place where I would thrive, surrounded by likeminded individuals.

3. How does the presence of women in this sector compare to that of men?

Cleaning or facilities management companies, as many are known because of their multiple service portfolios, are still very much male-dominated. In many companies, men are generally given preference over women in matters of leadership, power, facilities, and promotions. This gender disparity has often resulted in women encountering what is commonly called a “glass ceiling” – an invisible barrier hindering their advancement to the highest management ranks.

However, there have been some strides towards progress in addressing this issue. It is increasingly recognised that achieving gender balance within companies is a matter of fairness and holds significant benefits for businesses. The growing presence of women in the labour market acts as a vital catalyst for global growth and competitiveness. Breaking down the barriers and biases that hinder women’s progress is essential to harnessing the full potential of talent and fostering a thriving and diverse workforce.

4. What more can be done to encourage women to pursue a career in the cleaning industry and broadly speaking, the facilities management sector?

The majority of our colleagues in the cleaning environment are females, our mothers, sisters, aunties, and our daughters –who better understands female than another female? A gender analysis study that was conducted observed that there is a difference between men and women’s knowledge, behaviour, preferences, and access to resources. The same difference and uniqueness can largely benefit the industry.

Facilities management is one of those industries you stumble into; you don’t leave school at 18 thinking, “I want a career in facilities management”. I’m sure many people have a similar story to mine, starting from the bottom and working their way up. You rarely hear of recruits entering the profession with a Facilities Management degree, but many obtain professional qualifications such as a degree or postgraduate diploma to enhance their skills.

We need to make the industry more appealing to young talent. First and foremost, there should be a greater understanding of the facilities management profession in schools and colleges, so raising awareness is crucial. Students need to be aware that it’s a viable field that offers a diverse and rewarding career.

5. As a woman in this niche sector, what has been some of your challenges and successes?

I strongly believe in selecting the correct person for the job, irrespective of gender. As an employer, my priority is to hire the most qualified candidate, and I would never make my decision based on gender.

One of the major challenges I encountered was joining a wellestablished team where the majority of employees were male. Being the sole female regional manager across the country, there was a prevalent expectation from my colleagues that I would assume the role of a designated note-taker in meetings solely because of my gender.

I consider myself fortunate to be a part of an organisation that has successfully made significant progress in attracting more women to the industry. Employers must acknowledge and foster this accomplishment by providing unwavering support and encouragement to help women to reach their full potential.

To ensure equality, there are several immediate actions that can yield positive results. Offering equal opportunities and career paths for women, addressing gender pay gaps, and ensuring unbiased performance evaluations are crucial steps. It is equally important to foster a workplace culture that supports and promotes equality while actively addressing any form of discrimination. Implementing mentorship programmes that connect women with senior leaders who can provide guidance, advice, and support can play an important role in shaping successful career paths.

By taking these proactive measures, organisations can create an inclusive environment that values and empowers all employees, regardless of gender, ultimately contributing to the success and growth of the entire team.

6. What do you regard to be some of the most innovative trends to look out for in the next 3-5 years?

We need to improve our cleaning efficiency with new technology. Smart tools hold great potential for cleaning businesses, as they can reduce the time needed to complete processes, simplify operations, and free up employees’ time for more important tasks that need manual care. Cleaning business productivity will be boosted with software tools. There are several tools that are built to handle our current responsibilities with significantly less effort required for progress tracking, lead generation, and client billing. The industry will move fully towards green cleaning. Eco-friendly cleaning is embedded in the requirements for LEED certification of buildings, as well as other administrative standards.

7. Your top five tips on how companies operating in this sector can become more sustainable?

• Sustainability has become a required practice for businesses in the cleaning industry. The path to net zero will require many improvements, even from companies that have already started deploying best practices for sustainability.

• As everyone has an interest in maintaining a healthy environment, businesses should utilise specialised cleaning teams that use eco-friendly products and processes in order to reduce environmental damage and carbon footprints.

• Clean workspaces improve the productivity of employees. From reducing illnesses to having numerous benefits on a person’s mental health, a workspace should be cleaned thoroughly daily, and this includes industrial spaces.

• Implementing sustainable emerging technologies such as pulse mops and microfiber cloths reduces detergent use, thus minimising waste and cutting costs.

• Alternatively, companies can use no-touch cleaning systems and environmentally friendly solvents in place of less sustainable products, allowing them to transition to sustainable development cleaning at their own pace and within their budget.

8. Any additional comments regarding the specific challenges faced by women in this industry and how such challenges can be resolved?

Employers can take numerous actionable steps immediately to drive positive change, attract top talent, and ensure retention. First and foremost, organisations should focus on establishing policies and practices that champion gender equality and inclusivity. This entails implementing fair hiring processes, providing equal opportunities for career growth and advancement, and addressing any existing gender disparities in pay and promotions. It is also crucial to foster a supportive and inclusive work culture where women can voice their opinions, contribute their unique perspectives, and participate in decision-making processes.

Providing access to leadership development programmes and training initiatives helps women enhance their skills and competencies, equipping them for senior roles. Furthermore, organisations should actively promote work-life balance and flexibility, acknowledging the diverse responsibilities and commitments that women often juggle.