Conservator considers it important that its employees are offered the opportunities to develop themselves. When our employees enjoy their work, they are better placed to provide the best solutions for our clients. The care for our employees also contributes to a pleasant work atmosphere.
Conservator gives a lot of attention to the well-being, health and motivation of its employees. In order to ensure sustainable and committed effort from the employees, there is an extensive education and training programme in place. Health checks are also taking place regularly.
With 75 years of experience within industrial cleaning, Conservator has a proven track record with prominent customers in various industries. For each problem we will select a team with the most experienced professionals available.
Conservator imposes higher training requirements than the authorities and the industry demand. All employees at least meet the requirements imposed by the COSI knowledge centre that is coupled to the ORSIMA collective agreement. In addition, a personal development plan is discussed and implemented with all employees. In addition to regular external training, employees are also guided internally and trained in practice.
How do we distinguish ourselves? In one word: service. Our team really contributes ideas to help clients minimise the maintenance costs of their installations. In this respect, we are willing to go very far. For instance, together with a client we are looking whether we can reduce downtime from 12 to 6 hours by means of an upgrade of his reactor.
In addition to all the operational work, I also pay a lot of attention to the internal training of our employees. This seems obvious, but giving priority to this really makes a difference.
Recently, I was given this nice compliment: ‘If Conservator is doing a project, they send a real team.’
The preparation of a project is just as important as its execution. Particularly if several departments of a client are involved, it is important to get everyone around the table to agree to a plan that is clear to everyone. The time that you spend on this will ultimately pay itself back..
Moreover, I ensure that all operational people know what they have to do and that we are ‘in control’. This also applies to subcontractors, who we hire for chipping off refractory masonry for example. We train these people ourselves, so that we know that they use the right techniques and that they are able to work safely and efficiently.
At the Conservator Croup I get every opportunity to grow and develop personally … I started as Assistant Project / salary administrator and went on to become Project Administrator. One of my first projects was a complex tender, for which I had to use all my skills. So I’m really proud that we won that tender. In the meantime, I completed a senior secondary vocational education in business administration. This knowledge I can use in my current position as Head of the Operations Office.