I worked for ISS for 14 years in the technical area and can look back on an interesting and exciting time. I never got bored. A high degree of independence was required, which gave me many opportunities and successes with customers. We always endeavoured to work out an optimal solution together with the customer and to implement it on site. With this mission statement it also takes a lot of enthusiasm and initiative, which was always welcome. I have always enjoyed working in various departments and I was able to learn a lot of exciting material. The interaction and cohesion among the teams is strong, and I found the management style of FSM and FSD good and fair. In the FM industry, all the competitors in the market also cook with water. There are positive and negative aspects in every company. On a large scale, the positive aspects clearly outweighed the negative, which is why I stayed so long.

I see potential for improvement by filling numerous gaps in the value chain. In communication, material procurement and warehousing I see potential to save resources and effort and to optimize processes. Due to the size of the company, there is a lack of flexibility to respond to unexpected customer requests within a short period of time. This is partly due to the structures, which require a firmly defined procedure. Personally, I found it a pity that the internal building services engineering team had lost some of its importance, as it had made a not insignificant contribution to the maintenance strategy and repair orders from major customers. For your personal career, you need patience and also several attempts to get it right. In my opinion, too much emphasis is placed on "decoration" (university degrees and diplomas) instead of drawing on solid experience from the front. I was allowed to learn several times that exactly the specialists with university degrees could not even solve an urgent, technical problem theoretically. Work-Flow: Sometimes the employees are overburdened, for example when absences due to illness occur. The personnel organisation is sometimes very tight, which only allows a certain degree of flexibility. This can lead to additional workloads for employees if someone is absent. This could be remedied by a more generous calculation of the mandate, or by taking into account that such absences are already included in the calculation (organisation of a temporary employee), or by creating a pool of personnel which can be used in the event of absences.

Culture of openness and cooperation and the will to develop further

More women in management positions. Possibility of part-time work for managers

Respectful interaction among colleagues, good communication among each other.

Have the courage to sort out rotten apples. Optimize resource planning.