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We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

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Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
Global contacts

We operate in more than 50 countries around the world. If your country is not on the list, please refer to our global contacts.

View contacts
About ISS

Strategy / About ISS Malaysia - ISS


 

Since the millennium, ISS has been transformed. Today we are present in 50 countries all over the globe. Our revenues and margins have grown significantly. We are no longer exclusively a cleaning company but a broad-based service provider, standing on our service pillars with a strong determination to lead the industry both locally and globally.

Having come this far, it is now time to strengthen our position even more in each of our 50 countries, across borders and in the regions by leveraging our international footprint.

We may feel that we have been moving fast in these past years – and we have! However, the market is also developing rapidly. Globalisation is changing the market conditions, pushing forward new demands that we have to live up to but at the same time providing opportunities to expand our business even more.

The ISS Way is our way of meeting these demands and taking advantage of the challenges provided. It will enable us to grow both individually and collectively as we develop our common cultural and strategic platform.

The changes that we are facing in the years to come will not be less dramatic than those we have already experienced. We will have to change and we will have to incorporate new ways of working. The ISS Way will help us make sure that we change in synch with market needs without losing the special characteristics that have brought us this far.

The ISS Way is the successor to the Route 101 strategy. The direction is the same but with this new initiative we want to align our business model and improve our knowledge-sharing abilities. This will allow us to keep momentum and secure the continuous growth of our company.

The ISS Way should therefore be seen as our collective guide on our journey to become the dominant player in our field. By following The ISS Way we can fulfil our vision of “Leading Facility Services globally – by leading Facility Services locally”.


A Stronger ISS

In 2015
ISS will be a very different company . Not only will we be leading Facility Services globally but the market will also acknowledge us as the unrivalled leader of market innovation and development.

Year after year our growth rates will outplay those of our competitors and we will be considered close partners to top 100 companies, both locally and internationally.

Moreover, ISS will be one of the world's largest employers with a total workforce of 1.3million people.

Even in 2015 we will be multi-local with strong national country organizations having full responsibility for their own Profit and Loss accounts. We will retain local management teams who knows their markets and drive their businesses the best way possible. We will also be considered "preferred supplier" whenever regional and international Facility Service contracts are outsourced or re-tendered.

The direction of ISS remains unchanged, but to harvest the full potential of the seeds we have sown, we need all our willpower and determination.

The ISS WAY is our way of aligning our business model and accelerating our journey towards "Leading Facility Services globally – by Leading Facility Services locally".


ISS Value Chain
Our key to continuous improvement

The ISS Value Chain is the central business model of all countries. It has its point of origin in the Value Profit Chain, developed by Harvard Business School, illustrating how one objective influences the next in an eternal chain of improvements.

The ISS Value Chain starts at the business platform describing how our organization continually must prove its robustness in the market through size, structure, entrepreneurship, financial reliability and track record.

Our Service Concept marks the broad ISS Facility Service proposition, offering Single Service, Multi Services and IFS. A continuous focus on adding value to the services delivered, ensures that customers experience a constant development.

However, the value of any service delivered by ISS also depends on the person performing the service. Therefore it is vitally important to keep capable and well motivated staffs to support a low employee turnover and deliver good customer interactions and quality service.

Satisfied and well managed employees have direct influence on Service Value which again drives customer satisfaction. The value experienced by the customer must live up to both objective and subjective quality criteria by using clear concepts, work plans and innovative working methods.

At ISS we live of satisfied and loyal customers being the main drivers of our business success. They ensure that ISS keeps growing and experiencing increased profitability.

Acquisitions are critical parts of our success. Therefore we need a robust model for targeting, valuating and integrating new companies. Acquisitions will continue to improve our competitiveness, build critical mass and increase our service capabilities and capacity.

No one ever comes full circle in The ISS Value Chain. Since living up to the objectives takes constant improvement, the chain keeps starting over.


Full house
is still our trump card


The ISS house is built from the ground up. Service Excellence is the cornerstone ensuring that the house is built to last. On top of the foundation we have 5 strong service pillars.

The roof symbolises our ability to manage the services we deliver. Good management practices and passionate leadership are the key criteria to expand our delivery capabilities within Single Service, Multi-Service and Integrated Facility Service.

If the country does not self-deliver all 5 service pillars. sub-contractors can ensure a one-stop shop opportunity for our customers. Each country has the right to decide how quickly it wishes to build its house according to market demand. Still, in 10 years all lSS countries should be able to self-deliver the most significant components of the full house of services.