Commercial Nominees Plc

Outsourced Service and Administrative Department

Cleaning Service Section Six months Report

January 2020

A.A

Contents
1. Executive Summery.............................................................................................................................................................................3
2. Performance over view of the Section................................................................................................................................................5
3. Man power Supply with each client Organization.............................................................................................................................8
4. Man power turnover...........................................................................................................................................................................9
5. Granting of Annual Leave................................................................................................................................................................11
6. Newly Opened Branches...................................................................................................................................................................13
7. Expanded Branches..........................................................................................................................................................................14
8. Total Numbers of ATMs and its Supervision Report........................................................................................................................15
9. Cleaning area coverage...................................................................................................................................................................15
10. Branch Supervision Activities......................................................................................................................................................18
11. Performance of Activity Plan in the fiscal Year 2018/19.............................................................................................................21
12. Major Challenge’s /problems/ Encountered/.................................................................................................................................1
13. Mitigation has been taken..............................................................................................................................................................2
 1. Executive Summery
Commercial Nominees private Limited Company is founded
and owned by its share holder Commercial Bank of Ethiopia.
The Company has developed experience in delivering
different outsourced asset management service; among these
providing local employment services is the most prominent
one.

The company develops experience with outsourced asset management services.

It encountered more than 7 years.
Starting from the company began providing local employment services up to
date the company’s provide more than 4,116 cleaners 40 head cleaner 15 task
force worker based on our esteemed customers’ needs and specification
throughout the country.
Thus, totally starting from the company began providing local employment
service on this budget year both in Addis Ababa and throughout the country
4,171 Cleaners outsourced for Commercial bank of Ethiopia (CBE),
development, Development Bank of Ethiopia (DBE), Ayuda En Action Ethiopia,
Engender Health Ethiopia, GSI, Sidama Bunna Cooperative Union and
Ethio_Djibouti rail way transport corporation based on their needs. Among these
total number of man power 398 cleaners was recruited in this half year.
The company providing cleaning service through providing man power with
cleaning materials supply for Commercial bank of Ethiopia, Regarding to human
capital development, the cleaning section given more than 425 cleaner’s
induction training for newly recruited cleaners and 278 for off the job
training to enhance the knowledge and skill of their day to day activities.
Totally 703 cleaner are trend.
The senior cleaning officer about cleaning services ,customer satisfaction,and
efficiency of cleaning serves have discuss with cleaners Jimma 23 cleaners
,Nekemte 15 cleaners, Shashemene 17 cleaners totally on three district branch
with 55 cleaners .
In relation to the employees turn over Commercial Bank of Ethiopia 128, Oromia
Cooperative bank 264, Development Bank of Ethiopia 7 and mobile team 31
totally 430 cleaners resigned from the company during this have year and
attrition rate reached around 10.3%.

The Section organized strong supervision team and follows up mechanisms to;
collects client’s compliance and take appropriate corrective measure in order to
improve service delivery quality. By doing these, the department conducts face
to face discussion with Ethio shipping lines, Ethio_ Djibouti rail Ways
Corporation, three CBE district managers; (Nekemete,Shashemene & Hawassa),
10 CBE branches from Bishoftu sub-branches, 14 CBE branches from Sendafa
sub-branches, 18 CBE branches from Burayu sub-branches, 18 CBE branch
from Sululta sub-branches, 32 CBE branches from Sebeta sub-branches, two
CBE branches from Wolaita branches and 6 CBE branches from Nekemte
branches totally 106 customers and CBE branches supervision activities has
been done. From this supervision activity customers comments our services in
that; there is no enough supervision activity, dalliances in replacement of
leaving employees, shortage and dalliances in cleaning materials distribution,
shortage of man power, lack of continual training for employees are the major
problems associated with our service deliveries.
In general, the performance of cleaning service section on this budget year last
six months was well satisfactory for the section and the entire staff of the
department.
 2. Performance over view of the Section

The cleaning service section via collaboration with branches have been handled
the day to day operational activities of the service. The following are the major
activities which are performed by the cleaning service section in the last six
months of 2019/2020.
 Provide support for branches to give attention for cleaning area
measurement, follow up cleaning materials distribution and similar
supportive activities.
 Cleaning supplies have been distributed to 771 branches of CBE in Addis
Ababa, its surroundings and regional main cities, and Ethio_Djibouti rail
way Corporation. Generally Cleaning supplies have been distributed for
771 branches of different banks and other organization located both in
Addis Ababa and its surrounding area and regional main cities.
 373,812.33 m2 cleanable area has to be cleaned For CBE and Ethio –
Djibouti rail way.
 To facilitate activities, various report formats and checklist have been
prepared and submitted to branches which are used to performing day to
day activities of cleaning service sections.
 Report format prepared by the section has been filled by supervisors &
branch managers concerning to individual branch performances, problems
encountered on the job and report has been submitted to the section and
department for the purpose of further discussion program and to take
appropriate and corrective action by the section & department for the last
six months .
 A supervision activity mainly focused on proper attire of cleaner’s uniform,
handling of cleaning materials as well as any property of client’s
organization and quality of service delivery also has been checked and
also takes corrective action by field supervisors and supervision during
the time of supervision period.

 Provide support to branches toward the Replacement and recruitment of

employees when employees terminated from our client organization and
new branches are open.

 In order to create good working relationship with our client organization

and contribute towards the company’s positive image building the section
prepared welcome flower gift for 2012 E.C Ethiopian New Year, for 35
Main branches of CBE, Development Bank and Ayuday Action Ethiopia CN
five in Addis Ababa Branches and head office.

 In order to collecting the right service charge payment by the company and
to assigned the right man power as well as right quantity of cleaning
materials needed for office based on the standard, the section conducted
checking-up of cleaning area measurement activity collaborating with
concerned bank managers, pursuant to this the company get additional
cleaning area site and these enables the company to collect appropriate
service charge and also to increase its income.
 List and stated the amount of cleaning materials that are needed for all
branches /client organizations/ are prepared and the data transmitted to
logistic and facility section head to distribute materials for
beneficiaries/client organizations/at the right quantity and the right time.
 Washing of window glasses, carpeted area offices and shatters for 173
different branches of CBE was conducted.
 Based on the requisition of commercial bank of Ethiopia provide cleaning
service for 146 CBE ATM machines by assign appropriate cleaning
materials and manpower and also we request appropriate service charge
payment for the services we provide.
 Prepared and amend 2019/2020 annual & supervision plan by
incorporate activities that are performed in the budget year.
 To develop supervisors capacity we have discus quarterly plan and
performance of the branch supervises cleaning sections as well as
monitoring and follow ups.
 3. Man power Supply with each client Organization
The total number of cleaners assigns for each client organization in Addis Ababa and
outlying branches depicted on the table below;

Total numbers of Cleaners are 4,156 on the different customers were assigned to our customers based on their needs.

4. Man power turnover

Man power turnover is one of major factor that affect the quality of the business.

The total numbers of cleaners turn over in the last six months reached 430 in

number. This is due to Oromia coopretive bank resigned cleaners from the

company. So this indicates that the company gives special priority existing

customers and cleaners rendering quality service for its client organization.
 Leaving Man Power- Six Monthes

Ethio-Djibouti RY Sidama Auida

# Districts CBE DBE OCB Mobile Total
Corporation Bunna Action
1 Lideta 15 15
2 Kolfe 8 40 48
3 Saris 7 12 19
4 Merkato 5 6 11
5 Megenagna 5 12 10 27
6 Dessie 16 1 1 18
7 Mekelle 10 7 15 32
8 Jimma 5 5
9 Gondar 2 1 3
10 Hawassa 1 7 8
11 Bahir Dar 17 17
12 Nekemte 2 2 46 50
13 Adama 0 1 52 53
14 Diredawa 34 34
15 Wolaita Sodo 19 19
16 Shashemene 9 1 41 51
17 Metu 3 3
18 Chiro 1 1
19 Bule Horra 1 12 13
20 Woldia
21 Ziway
22 Mojjo
23 Sululta
24 Sendafa 1 1
25 Bale Robe
26 Burayu
27 Bishoftu
28 Beklobet
29 Kombolcha 2 2
30 Sebeta
Total 128 7 264 31 430
 5. Granting of Annual Leave
The purpose of annual Leave consist the following advantage;

 To enable employee find leisure and there by resume to work with a

relaxed & refresh their mental and physical energy;

 To reduce the cost organization incur to annual leave payment. So the

company prepared granting of annual leave program to all outsourced

cleaners. Based on the schedule all districts and Head office organ

aggressively conduct granting of annual leave by preparing annual

leave schedule. Total annual leave of the cleaning service section is

summarized as below;
 Annual Leave Performances of Branches

Annual Leave Six monthes

Total Man Annual Leave Plan Annual Leave Six monthes Plan Annual Leave Remaining
# District Name
Power
Performance Performance (%)
Day Money Day Money Day Money Day Money
1 Lideta 647 12,458.00 659,315.69 6,229.00 329,657.77 4,652.00 246,198.15 7,806.00 413,117.54 37.34
2 Kolfe 244 8,690.60 430,213.20 719.20 36,871.60 798.00 39,316.20 7,892.60 390,897.00 9.18
3 Saris 238 4,615.23 235,807.86 744.03 35,887.96 1,757.00 86,444.69 2,858.23 149,363.17 38.07
4 Merkato 296 12,631.90 612,740.82 6,315.95 306,370.41 2,724.00 138,083.16 9,907.90 474,657.66 21.56
5 Megenagna 311 9,365.10 345,169.69 3,511.91 129,438.63 1,120.00 57,871.54 8,245.10 287,298.15 11.96
6 Dessie 60 1,116.00 55,928.77 558.00 27,964.38 275.00 13,781.73 841.00 42,147.04 24.64
7 Mekelle 207 2,913.00 102,213.27 243.00 10,888.84 129.00 5,780.19 2,784.00 96,433.08 4.43
8 Jimma 124 1,632.00 83,169.23 516.00 26,296.15 818.00 41,686.54 814.00 41,482.69 50.12
9 Gondar 122 2,005.30 100,200.98 1,151.39 57,532.71 461.00 23,035.28 1,544.30 77,165.70 22.99
10 Hawassa 120 865.09 39,342.81 432.55 19,671.41 150.73 1,190.08 714.36 38,152.73 17.42
11 Bahir Dar 196 2,258.00 101,175.77 1,129.02 50,588.78 993.00 44,494.04 1,265.00 56,681.73 43.98
12 Nekemte 130 3,553.00 159,202.00 1,777.00 79,601.00 1,165.00 52,199.00 2,388.00 107,003.00 32.79
13 Adama 151 5,258.00 235,598.85 3,000.00 134,423.00 2,571.00 115,200.58 2,687.00 120,398.27 48.90
14 Diredawa 154 2,926.00 153,164.85 1,463.00 76,582.42 361.00 11,396.49 2,565.00 141,768.36 12.34
15 Wolaita Sodo 158 4,029.00 335,336.80 3,047.00 136,529.00 982.00 198,807.80 3,047.00 136,529.00 24.37
16 Shashemene 144 1,316.00 160,168.77 610.00 80,084.38 610.00 80,084.38 706.00 80,084.39 46.35
17 Metu 48 730.00 39,407.52 73.00 3,940.75 63.00 6,474.61 667.00 32,932.91 8.63
18 Chiro 37 503.00 21,910.70 126.00 5,477.68 64.00 2,861.00 439.00 19,049.70 12.72
19 Bule Horra 51 751.00 33,650.58 376.00 11,216.86 300.00 8,665.38 451.00 24,985.20 39.95
20 Woldia 47 709.00 34,904.62 342.00 16,836.92 177.00 8,713.85 532.00 26,190.77 24.96
21 Ziway 16 246.00 10,901.57 - - 46.00 2,190.50 200.00 8,711.07 18.70
22 Mojjo 16 159.00 9,007.90 20.00 896.15 27.00 1,209.81 132.00 7,798.09 16.98
23 Sululta 27 946.30 48,361.90 - - 164.00 26,443.30 782.30 21,918.60 17.33
24 Sendafa 44 1,080.40 55,957.58 540.20 27,978.79 30.00 1,608.46 1,050.40 54,349.12 2.78
25 Bale Robe 30 442.00 22,422.18 221.00 11,211.00 - - 442.00 22,422.18 0.00
26 Burayu 75 795.58 41,167.32 198.89 10,291.88 131.00 6,493.15 664.58 34,674.17 16.47
27 Bishoftu 63 1,475.14 27,115.00 977.20 44,353.97 385.00 17,449.14 1,090.14 9,665.86 26.10
28 Beklobet 136 2,509.30 125,056.84 - - 652.00 40,676.77 1,857.30 84,380.07 25.98
29 Kombolcha 50 697.00 37,369.92 - - 187.00 10,026.08 510.00 27,343.84 26.83
30 Sebeta 153 3,304.00 274,994.00 - - 496.00 41,282.16 2,808.00 233,711.84 15.01
Total 4095 89,979.94 4,590,976.99 34,321.34 1,670,592.44 22,288.73 1,329,664.06 67,691.21 3,261,312.93 24.77
6. Newly Opened Branches
 Branches Opened - Six Monthes

Customer Name
# Districts Ethio- Sidama Auida Total
CBE DBE
Djibouti RY Bunna Action
1 Lideta
2 Kolfe
3 Saris 4 4
4 Merkato 1 1
5 Megenagna 15 15
6 Dessie 1 1
7 Mekelle 9 9
8 Jimma 2 2
9 Gondar
10 Hawassa 4 4
11 Bahir Dar 1 1
12 Nekemte
13 Adama 6 6
14 Diredawa 2 2
15 Wolaita Sodo 2 2
16 Shashemene
17 Metu
18 Chiro
19 Bule Horra
20 Woldia
21 Ziway
22 Mojjo
23 Sululta
24 Sendafa
25 Bale Robe
26 Burayu
27 Bishoftu
28 Beklobet
29 Kombolcha
30 Sebeta
Total 47 47
7. Expanded Branches
Branches Expanded - Six Monthes
Customer Name
# Districts Ethio-Djibouti Sidama Total
CBE DBE
RY Bunna
1 Lideta
2 Kolfe
3 Saris
4 Merkato
5 Megenagna 2 2
6 Dessie
7 Mekelle
8 Jimma 2 2
9 Gondar 7 7
10 Hawassa
11 Bahir Dar 2
12 Nekemte
13 Adama 2 2
14 Diredawa
15 Wolaita Sodo
16 Shashemene
17 Metu
18 Chiro
19 Bule Horra
20 Woldia
21 Ziway
22 Mojjo
23 Sululta
24 Sendafa
25 Bale Robe
26 Burayu
27 Bishoftu
28 Beklobet
29 Kombolcha
30 Sebeta
Total 15 15
 8. Total Numbers of ATMs and its Supervision Report

ATM Supervion Report

Plan to Branch Plan Supervision Branches supervised Branches supervised Total No. of supervision Performance
No District Name
Supervision Redendency 2 times a month 1 times a month Redendency (%)
1 LIDETA 7 84 7 0 84 100%
2 EAST 95 1140 65 30 810 71%
3 KOLFE 20 240 15 5 185 77%
4 WASTE 10 120 10 0 120 100%
5 SOUTH 14 168 14 0 168 100%
Total 146 1752 111 35 1367 78%

9. Cleaning area coverage

Commercial Nominees plc engaging in rendering of basic cleaning services for
client organization by providing man power with cleaning materials . The main
client organizations are Commercial Bank of Ethiopia (CBE) and Ethio_Djibouti
railway transport corporations are the major ones.
The following table and chart shows us the total area to be cleaned in different
client Banks and number of branches to be clean in Addis Ababa and Regions
and total areas.
 Cleanable Area Measurment Summary Addis Ababa & Branches-December 2019
No. Total
# Names of Branches
Branches
Carpeted Non-carpeted Corider & stairs Toilet compound warehouse Garage
area
1. CBE
1.1 Lideta Branch 49 9,395.97 34,254.48 13,576.27 5,132.43 19,502.40 6,195.87 - 88,057.42
1.2 Megenagna Branch 134 754.26 30,116.94 4,521.35 1,195.70 2,286.47 - - 38,874.72
1.3 Merkato Branch 131 - 1,063.99 33,110.07 8,282.18 1,646.25 10,138.91 18.00 54,259.40
1.4 Kolfe Branch 123 996.34 29,225.19 4,878.84 1,338.87 7,656.97 - - 44,096.20
1.5 Saris Branch 114 1,216.21 32,471.80 6,661.83 1,542.41 7,046.19 - - 48,938.44
1.6 Mekelle Branch 22 - 5,037.12 1,723.54 435.96 1,657.56 454.49 - 9,308.67
1.7 Bahirdar Branch 20 298.13 5,823.21 1,134.14 1,093.92 279.30 361.73 - 8,990.43
1.8 Dessie Branch 17 346.59 3,608.21 613.60 92.50 972.12 76.53 - 5,709.55
1.9 Gondar Branch 19 - 6,644.07 2,356.38 297.62 1,380.58 377.61 - 11,056.26
1.11 Jimma Branch 19 61 4769.1 1182.82 232.92 1615.32 502.16 - 8,363.32
1.12 Adama Branch 28 - 5,478.54 1,625.39 200.39 - 1,367.87 535.88 9,208.07
1.13 Wolayta Sodo Branch 12 - 3,314.60 800.99 117.72 1,901.06 409.64 - 6,544.01
1.14 Hawassa Branch 26 255.27 5,442.52 1,265.90 165.30 690.83 535.86 - 8,355.68
1.15 Diredawa Branch 26 158.74 8,195.69 1,316.47 379.21 98.80 2,011.45 - 12,160.36
1.16 Shashemene Branch 21 445.42 6,501.71 2,350.81 331.36 58.67 1,039.90 764.44 11,492.31
1.17 Nekemte Branch 10 217.29 2,420.42 1,015.50 132.38 624.81 535.83 - 4,946.23
Total 771 14,145.22 184,367.58 78,133.90 20,970.87 47,417.32 24,007.85 1,318.32 370,361.06
2. Ethio- Djibouti Railway
2.1 South District 1 1656.18 407.33 653.65 90.95 643.16 3,451.27
Total 1 1656.18 407.33 653.65 90.95 643.16 3,451.27
Grand total 772 15,801 184,775 78,788 21,062 48,060 24,008 1,318 373,812
 Cleanable Area Measurment Summary Addis Ababa & Branches - December 2019
No.
# Names of Branches
Branches
Carpeted Non-carpeted Coridor & stairs Toilet compound warehouse Garage Total % Share
1 Cbe (Addis Ababa) 551 12,362.78 127,132.39 62,748.36 17,491.59 38,138.27 16,334.78 18.00 274,226.17 73.36
2 Cbe (Regions) 220 1,782.44 57,235.19 15,385.54 3,479.28 9,279.05 7,673.07 1,300.32 96,134.89 25.72
3 Ethio-Djibouti Rail way 1 1,656.18 407.33 653.65 90.95 643.16 3,451.27 0.92
Total 772 15,801.40 184,774.91 78,787.55 21,061.82 48,060.48 24,007.85 1,318.32 373,812.33 100.00
In general 373,812.33 cm2 cleaning area has been cleaned for the above client banks and companies.

As we can see from the above table Commercial Bank of Ethiopia has more than 99.08% of the total cleanable area, and
Ethio_Djibouti Rail way transport corporationa has 0.92%, share from the total cleanable area respectively. This indicates that
Commercial Bank of Ethiopia is the main cleient customer and we have to give more attention interms of assigning well trained
cleaners as well as supervisors and also in the distribution of the cleaninig materials.

On the other side we also have to give concern about other client customers to rely on us to our services.

10.Branches Supervision Activities

 To provide satisfactory service to our client organization, we have to

conduct strong supervision activities. So, in order to provide effective

service to our client organization we have to start implementing of

supervision standard manual. During the time of supervision the

supervisor perform different activities like checking cleaner’s

appropriate attire of uniform, quality of the service, cleaner’s work

ethics on work places and punctuality and others work related to these

issue.

 Supervision plan and performance based on supervision level of

standard in terms of supervision frequency depicted in the table below.

 Branch's Supervision Reports - last Six months
Plan Branches Branches Total No. of
Plan to Branch
No. District Name Customer Name Supervision supervised 2 supervised 1 supervision Performance (%)
Supervision
Redendency times a month times a month Redendency

CBE 50 600 48 1 577 96.167

1 Central DBE 1 12 1 0 12 100.000
Sub Total 51 612 49 0 588 96.078

CBE 108 1296 86 22 1054 81.327

2 East Enjender 1 12 1 0 12 100.000
Sub Total 109 1308 87 0 1044 79.817

CBE 87 1044 80 7 967 92.625

3 West DBE 1 12 1 0 12 100.000
Sub Total 88 1056 81 7 979 92.708

CBE 79 948 74 5 893 94.198

4 Kolfe DBE 2 24 2 24 100.000
Sub Total 81 972 76 5 917 94.342

CBE 61 732 46 15 567 77.459

DBE 1 12 1 0 12 100.000
5 South Sidama Bunna 1 12 1 0 12 100.000
Ethio-Djibouti 1 12 1 0 12 100.000
Sub Total 64 768 49 15 603 78.516

CBE 27 162 27 162 100.000

6 Sululta
Sub Total 27 162 27 162 100.000

CBE 33 198 33 198 100.000

7 Beklobet Sub Total 33 33
198 198 100.000

CBE 62 372 50 12 312 83.871

8 Sebeta
Sub Total 62 372 50 12 312 83.871

CBE 28 168 28 168 100.000

9 Sendafa
Sub Total 28 168 28 168 100.000

CBE 20 120 20 120 100.000

10 Bishoftu DBE 2 12 2 12 100.000
Sub Total 22 132 22 132 100.000

CBE 36 216 25 11 161 74.537

11 Burayu
Sub Total 36 216 25 11 161 74.537
 CBE 25 300 25 300 100.000
12 Mekelle DBE 1 12 1 12 100.000
Sub Total 26 312 26 0 312 100.000

CBE 35 420 35 420 100.000

13 Adama DBE 2 24 2 24 100.000
Sub Total 37 444 37 0 444 100.000

CBE 26 312 16 10 202 64.744

Enjender 1 12 1 0 12 100.000
14 Hawassa
DBE 2 24 2 0 24 100.000
Sub Total 29 348 19 10 238 68.391

CBE 21 252 16 5 197 78.175

15 Bahirdar DBE 2 24 2 24 100.000
Sub Total 23 276 18 5 221 80.072

CBE 25 300 20 5 245 81.667

16 Diredawa DBE 1 12 0 1 1 8.333
Sub Total 26 312 20 0 240 76.923

CBE 11 132 11 132 100.000

17 Nekemte DBE 1 12 1 12 100.000
Sub Total 12 144 12 0 144 100.000

CBE 12 144 12 144 100.000

Ayuday 1 12 1 12 100.000
18 Wolyta
DBE 1 12 1 12 100.000
Sub Total 14 168 14 0 168 100.000

CBE 18 216 18 216 100.000

19 Dessie Enjender 1 12 1 12 100.000
Sub Total 18 216 18 0 216 100.000

CBE 19 228 19 228 100.000

20 Jimma DBE 1 12 1 12 100.000
Sub Total 20 240 20 0 240 100.000

CBE 8 96 8 96 100.000
21 Gondor DBE 2 24 2 24 100.000
Sub Total 10 120 10 0 120 100.000

CBE 19 228 19 228 100.000

22 Shashemene DBE 1 12 1 12 100.000
Total 20 240 20 240 100.000
TOTAL 618 7416 546 42 6594 88.916
 11. Performance of Activity Plan in the fiscal Year 2018/19
Activities planned to perform in budget Accomp
year lishmen Remark
t (%)
1. Provide Support to Recruit Cleaners Conducted by branches based on
100%
when needed client requisition.
2. Give Induction training to the Given by field supervisor when
100%
recruited employees. new cleaners employed.
Conducted by field supervisor
3.Give on job training to the recruited and from head office at the time
employees at each regular supervision 90% of regular supervision for this
period have year we give 8 branches on
job training during supervision.
4. Assigning employees to Vacant post
Conducted by branches each
based on the requisition of client 100%
month when cleaners resign.
organization.
5.Conducting cleaning area Develop format used for
measurement activities and submit the collecting measurement data
data to concerned branch & finance & 98% All new opened and expanded
accounts department to enable them branch of client banks cleaning
collect appropriate service charge area has to be measured
6.Request the Uniform & cleaning Conducted by cleaning service
senior officer as well as cleaning
material Items supplies to logistic &
service field supervisor.
facility division and follow up the 98 % All the necessary formats
developed and be functional by
status of distribution to each district
Branch employees and field
based on their demand supervisors
7.Preparing periodic reports,
monitoring the performances, Conducted by cleaning service
85% senior officer and field
identifying the gaps between the plans supervisor.
and performances
8. Prepare Annual Plan 2019/20 of the
100% 
section
Major Challenge’s /problems/ Encountered/
 Inadequate Vehicles, for the section to undertake the day today
activities like supervision and follow ups.
Lack of enough man power in head office as well as supervisors in
newly opened sub-branches.
Lack of enough store at branches mainly at newly opened sub branches
in order to store the cleaning materials and distributed it on time based
on demand of customers.
Late of cleaning Materials distribution for client organization due to
inadequate cleaning materials in store.
Delay of cleaning area measurement due to lack of man power when
branches make expansion and newly opened.
Delay of cleaning area measurement confirmation by the client
organization to provide appropriate manpower and cleaning materials
as well as to collect service charge on time.
Lack of acceptance and delay in conformation to agreements regarding
with ATM service charges in our customers.
Lack of cutlery of waste materials in some regional customer branches.
Lacks to supervisors give attention to supervision (field) activities
mainly in regional branches due to busy in office activities.
Absence of resting room for cleaners at the client organization. In west
district and branch levels, in Nekemte ,jimma, west district ,North
district ,east district ,south district of around Addis Ababa for the for
direction.
Delay of reports required by head office from branches.

12.Mitigation has been taken

 Optimizing the operation of the existing vehicles, using public transport
and on foot to handle /undertake/ the day today activities.
 To solve the problem of cleaner’s resting room and other issues like
absence of exact area measurement of cleaning area; the department
prepared different discussion forum with client organization and
conduct area measurement activities by our-selves in collaboration with
branch managers.
 To diminish delay of report we have to communicate and remind the
branch manager by using telephone.