Belfast Cleaning Workers’ Co-operative is a worker-owned cleaning business established in 2012 by women from communities on both sides of the Belfast peace wall, created to provide secure employment, fair pay and greater control over working life.
Today, the co-operative provides commercial cleaning services across Belfast. Alice McLarnon, a founding member of Belfast Cleaning Workers’ Co-operative, explains how the co-op was established and what worker ownership means in practice.
Building a business from a community project
“The seed was planted in 2011 when the MTV Music Video Awards came to Belfast. We were working with two groups of women from either side of the Springfield Road interface, who had come together through human rights, equality and conflict resolution training, delivered by Trademark Belfast, an independent organisation that supports workers and communities. We wanted to keep those relationships going beyond the project.”
“When an opportunity came up to provide cleaning services for the MTV Awards, two women from different communities took it on, pooling their earnings and bringing equipment from home. The feedback was fantastic, and that sparked the idea for Belfast Cleaning Workers’ Co-operative.”
“With support from Co-operatives UK advisers, we developed a business plan and registered Belfast Cleaning Workers’ Co-operative in 2012. We became the first cross-community workers’ co-operative in Northern Ireland.”
Creating better jobs in the cleaning sector
“Many of the women involved already worked as cleaners and had experienced low pay, insecure hours and zero-hour contracts. We wanted to create secure, fairly paid jobs that offered greater stability and security.”
“From the start, we paid the Real Living Wage and only recruit when we can offer secure work with sufficient hours.”
“For us, good work means more than pay. It means having a voice, being treated with dignity and being supported when life happens. That’s why the co-operative model felt like a natural fit.”
Running the business collectively
“Everything is discussed openly. We meet regularly, and everyone can contribute and vote on decisions, whether it’s contracts, equipment, uniforms or future plans.”
“For new contracts, members carry out site visits, assess requirements and report back before deciding together how to resource the work.”
“Members also vote on how any surplus is used, including bonuses, dividends and community support.”
“There is no hierarchy. Every member has an equal voice and an equal stake in the success of the business.”
Supporting flexibility and inclusion
“We try to provide work close to where people live. If too much of a wage goes on travel, the job isn’t sustainable. We want work to be accessible and practical.”
“We also want to challenge assumptions about cleaning. Cleaners are too often overlooked, despite doing essential work. Through the co-op, we show that cleaning is skilled work that deserves respect, fair pay and recognition.”
Adapting and growing through shared values
“COVID-19 was one of our biggest tests. Within a week, we lost around 60% of revenue as offices closed. Some staff were furloughed, and others were shielding.”
“We adapted by investing in fogging equipment and offering deep cleaning and disinfecting services. This generated enough income to support the business and enabled every worker to continue receiving 100% of their wages. To us, that was co-operation in practice.”
“Everyone understands the co-op’s finances. Costs, income and decisions are shared openly, especially during difficult periods.”
“Many opportunities have come from organisations that share our values — trade unions, social justice groups and Women’s Aid. These partnership relationships have helped us grow sustainably, but growth has always had to protect our ethos and benefit workers.”
“Recruitment remains a challenge. Demand is strong, but finding people willing to join can be difficult, which limits growth and adds pressure on existing members.”
“Over more than a decade in business, the co-op has maintained its commitment to secure employment, fair pay and shared ownership while adapting successfully to changing economic conditions.”
Building skills, engagement and ownership
“Workers are involved in the day-to-day running of the co-op and contribute by identifying new customers, sourcing supplies, suggesting improvements and finding ways to reduce costs.”
“Because members own the business, they take pride in its success and often grow in confidence as they take on new responsibilities.”
“During COVID-19, we invested in online training. Members completed courses in health and safety, manual handling and cleaning qualifications, helping them build skills and confidence.”
“Success for us has never just been about profit. We have created jobs in communities facing barriers to employment and helped people build confidence, skills and financial security.”
Lessons learned from building a worker co-op
“Many people still don’t understand what a co-operative is. We’ve spent a lot of time showing that a co-operative is still a business, but one based on equality, participation and shared ownership. We need more awareness, particularly among young people.”
“There are practical barriers because many organisations and systems do not always recognise the co-operative business model.”
“However, support is available from organisations such as Trademark Belfast and Co-operative Alternatives, which help businesses explore and develop co-operative models.”
“Our experience shows that worker ownership can be a powerful way to create secure jobs, build skills and give people greater control over their working lives. We would encourage anyone exploring a business idea to consider whether the co-operative model could work for them.”