CWS-boco further intensified its sales initiatives in the 2015 financial year and was thus able to increase revenue year on year. The higher costs related to the sales initiative were more than compensated for by increases in efficiency in the laundries and the supply chain. At EUR 75 million, CWS-boco’s operating profit once again surpassed the previous year’s level.
Sales and cleanroom business strengthened
CWS-boco further strengthened its sales function in the 2015 financial year and again increased the number of sales employees. In addition, the division also enhanced the Sales Excellence programme: sales employees go through a variety of training units over a twelve-month period and are supported by an experienced mentor during the programme. After the first participants successfully completed the programme in Germany in 2014, in 2015 it was adapted for the individual service lines of CWS-boco and rolled out in additional countries.
CWS-boco also further expanded its competitive position in the growth market of the cleanroom business in Germany. The acquisition of Zahn HiTex near Munich initiated in the previous year was successfully completed in 2015. The division’s cleanroom laundries service the growing demand for cleanroom apparel primarily in the microelectronics and pharmaceuticals industries.
Launch of operating own paid washrooms
The 2015 financial year also saw CWS-boco succeed in new business activities: an important new business comprises various service offers around high-quality public washrooms that are available to users for a fee. CWS-boco participated successfully in tender invitations for the operation of public washrooms in several countries. For example, in the Netherlands, CWS-boco together with its joint venture partner, Sanifair, won the bid for the operation of high-quality washrooms at major rail stations.
CWS-boco invests in laundries and IT landscape
CWS-boco continued modernising its European-wide laundry network in 2015 and closed laundry locations in Italy. By contrast, new laundries were opened in Germany, Croatia and Poland. These are based on a highly flexible laundry concept which not only improves the quality of services but also significantly reduces the use of resources. In addition, the focus was on further optimising both existing and new locations.
In addition, the division kicked off the implementation of a multi-year project to renew its IT systems. The objective of this project is to realise high, uniform standards of customer service and processes within the company with the help of a software application that is used throughout Europe. In addition, this software application is designed to support the cross-border integration of warehouse and service processes.
Positive revenue development
Revenue of CWS-boco in 2015 was EUR 779 million, 4 per cent over the previous year’s value. In addition to currency effects, smaller acquisitions, such as the one of Zahn HiTex, had a positive impact. Adjusted for these effects, revenue increased by 2 per cent compared to the previous year.
Revenue in CWS-boco’s core service business – the rental service for workwear, washroom hygiene products and dust control mats – increased by 2 per cent adjusted for acquisitions and currency translation effects. The expansion of the sales function has shown a positive impact in terms of new business. In addition, CWSboco further improved customer loyalty and once again reduced cancellation rates for all product segments compared to the previous year. This was due to the improvement in the quality of services, intensified customer support as well as an improvement in complaint and cancellation management.
CWS-boco supplements its service business by selling consumables, such as soap, disinfectant and paper, as well as dispensers and workwear. Adjusted for currency translation effects and acquisitions, revenue in this trade business in 2015 was 2 per cent below the previous year’s level.
Increased operating profit
Operating profit at CWS-boco in 2015 was EUR 75 million, EUR 4 million over the previous year’s value. The higher costs related to the sales initiative were more than compensated for by increased efficiency in operating processes. The ongoing modernisation of the laundry network and supply chain were of particular importance for this.