Effective October 6, 2009

CIMS 1006 : 2009

CERTIFIED GB CERTIFIED

The Cleaning Industry

Management Standard

ISSA
7373 N. Lincoln Ave. / Lincolnwood, IL 60712-1799 USA
800.225.4772 / 847.982.0800 / Fax: 847.982.1012
www.issa.com/standard
 Cleaning Industry Management Standard
Introduction

Managing a successful cleaning organization, be it a building service contractor or an in-house custodial/cleaning

department, requires hard work, dedication and, perhaps most importantly, a thorough understanding of the
customer’s service requirements. It is necessary, therefore, to manage an organization in a manner that is predicated
on ensuring quality, efficiency and overall customer satisfaction.

The Cleaning Industry Management Standard is designed to assist cleaning organizations in setting up a
management system that allows an organization to meet those goals. In essence, the Standard should be thought of
as a management framework that can be used to develop customer-centered, quality organizations.

Further, the optional Green Building component provides organizations an opportunity to implement a
standardized framework for the delivery of environmentally preferable cleaning services. The criteria specified in
Section 6 is closely tailored to meet the specific green cleaning requirements in the LEED for Existing Buildings:
Operations and Maintenance (LEED-EBOM) Green Building Rating System, and compliance helps an organization
demonstrate their ability to assist customers achieve LEED points, while greening their overall operations.

Quality and Customer Satisfaction

Compliance with the Standard is dependent on a dedication to quality and meeting customer requirements, and is
based on universally accepted management principles that are the hallmarks of successful organizations. Further,
compliance with the Standard is undeniably achievable by all cleaning organizations, regardless of size and
sophistication. In fact, the Standard elements were developed through a true consensus-based process to ensure that
it is applicable to cleaning organizations of all sizes and levels of service and those representing all segments of the
cleaning industry.

One of the most important features of the Standard is that it is non-prescriptive and is based on management
principles that have proven to be primary characteristics of quality, customer-centered cleaning organizations. The
Standard, therefore, does not require, recommend or otherwise endorse any particular process or product; it allows
individual organizations flexibility in choosing the most effective ways in which to meet their management
requirements.

The Standard’s management and Green Building provisions have been intentionally designed to be as simple and
straightforward as possible and, as mentioned above, applicable to all cleaning organizations from the largest
national building service contractors to the smallest in-house custodial/ cleaning departments. Ultimately, it is
designed to assist cleaning organizations in developing customer-centered, quality organizations and to guide
organizations in managing their businesses in the most efficient and cost-effective manner possible.

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Acknowledgments
The Cleaning Industry Management Standard was developed through a consensus-based effort involving industry
experts, trade and professional associations, educational institutions, and other organizations.** In accordance with
a true consensus-based process, all views and objections have been considered, every attempt has been made to
resolve those objections that have been raised, and, ultimately, the management and Green Building elements
contained herein have been agreed to by a substantial majority of those interested parties who elected to participate
in the development process.

ISSA has guided and administered the process, but this Standard would not be possible if not for the hard work and
dedication of the industry as a whole. ISSA and its Board of Directors would like to thank those volunteers who
agreed to participate in the creation of this Standard, including the American Institute for Cleaning Sciences, who
assisted ISSA in the administration of the Standard’s development, and the members of the Standing Technical
Committees, who generously offered their time, effort, and expertise.

American Institute for Cleaning Sciences (AICS)

 James Peduto
Chief Operating Officer-AICS

 David Frank
President-AICS

Standard Development Technical Committee

 Joe DeCarlo, Chairman
A.J. Management

 John Carmichael
NISH, Vienna, VA

 Shari Epstein
International Facility Management Association, Houston, TX

 George Gogola
College of American Pathologists, Northfield, IL

 Mark Kischner
Doubletree Guest Suites & Conference Center, Downers Grove, IL

 Bob Pils
Colgate University, Hamilton, NY

 Hazel Reese
International Executive Housekeepers Association, Westerville, OH

 Beatrix Schmidt
HCI Consulting Group, LLC, Aurora, CO

 Steve Spencer
State Farm Insurance, Bloomington, IL

 Marsha Surprenant
Boeing Corporation, Seattle, WA

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 Cleaning Industry Management Standard
ISSA Standards Expert Technical Committee
 Linda Silverman, Chairwoman
Maintex, City of Industry, CA  Clay Gilbert
Thornton-Brothers, Athens, GA
 Randy Brame
Brame Specialty Company, Durham, NC  John Reed
Betco Corporation, Toledo, OH
 Gus Dominguez
Waxie Sanitary Supply, Lakewood, CA  Robert Robinson
Kaivac, Inc., Hamilton, OH
 William Fisher
Intelligent Cleaning Systems, Westfield, IN

Assessor Technical Committee

 Ted Stark III, Chairman  Bill Garland
Dalco Enterprises, New Brighton, MN Daniels Associates, Toronto, ON, CA

 James R. Allen  Jim Harris

HCI Consulting Group, LLC, Aurora, CO Janitronics; Concepts IV; Cleaning Industry Research
Institute, Albany, NY
 Frank Degar
Pillar Management Associates Lexington, SC  Bruce Stark
Colorado State University(ret.), Loveland, CO
CIMS-GB Technical Committee
 Steve Ashkin
The Ashkin Group, Bloomington, IN  Keith Schneringer
Waxie Sanitary Supply, San Diego, CA
 Taylor Bruce
IH Services , Greenville, SC  Bruce Stark
Stark Consulting, Loveland, CO
 Vinnie Del Borrello
Jones Lang LaSalle, Miami, FL  Frank Trevasani
Spartan Chemical Co., Maumee, OH
 Roger McFadden
Corporate Express, Wilsonville, OR  Jenny Carney
YRG sustainability, Chicago, IL
 Kimberly Thomas
University of Georgia, Athens, GA

**Organizations that participated in the development of the Standard include:

 Association of Higher Education Facilities Officers (APPA)
 Association of Residential Cleaning Services International (ARCSI)
 Cleaning Management Institute (CMI)
 International Custodial Advisors Network (ICAN)
 International Executive Housekeepers Association (IEHA)
 International Facility Management Association (IFMA)
 Institute for Supply Management (ISM)

ISSA would like to extend a special thank you to the Institute of Inspection, Cleaning and Restoration Certification
(IICRC) and Jeff Bishop for graciously providing editorial assistance and unselfishly contributing their expertise.

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 Cleaning Industry Management Standard

Scope, Purpose and Application

Scope
The ISSA Cleaning Industry Management Standard and CIMS-GB criteria describe the procedures and
principles to be considered in designing and implementing quality management/ environmentally preferable
programs for cleaning organizations. This Standard applies, without respect to the size of the organization,
both to cleaning organizations that self-perform cleaning and to building service contractors.
Purpose
The purpose of this Standard is to set forth the policies, processes, procedures, and supporting documentation
that guide cleaning organizations in establishing customer-centered organizations.

Because of the unique characteristics of the cleaning industry, it is impractical to prescribe policies, processes,
and procedures that apply to every situation. In certain circumstances, minor deviation from portions of this
Standard may be appropriate.

Application
This Standard was written directly for use by those involved in the cleaning industry, but may also have
application for property owners/managers and other materially interested parties. Thus, it is applicable to in-
house cleaning organizations, not-for-profit entities, and for-profit cleaning businesses, including building
service contractors.
This Standard defines management, operational, performance system, process, performance measure, and
environmental preferability requirements. Compliance with the Standard demonstrates that the organization
is structured to deliver consistent, quality services. The Standard should be thought of as a framework to help
cleaning organizations develop as customer-centered, quality organizations, while the Green Building criteria
should be thought of as a framework to help in the development of a practical green cleaning program.
Certain provisions of the Standard pertaining to legal and/or regulatory requirements are specific to cleaning
organizations operating within the United States. International organizations seeking to meet the requirements
of this Standard shall comply with all parallel laws and/ or regulations that apply in their specific jurisdictions.

Definitions
Throughout this document the terms “shall,” should,” and “may” are used to distinguish between those
processes, practices and elements that are mandatory, those that are strongly recommended, although not
required, and those that are suggested.

shall: when the term shall is used in this document, it is a mandatory requirement of the Standard. All
elements that contain the term shall must be satisfied in order to achieve full compliance with the Standard.
should: when the term should is used in this document, it means that the practice or procedure is a
recommended element of the Standard. Only a percentage of the elements containing the term should need be
satisfied in order to achieve compliance with the Standard.
may: when the term may is used in this document, it means that the practice or procedure is advised or
suggested, but is not a requirement of the Standard and not satisfying these elements does not affect
compliance with the Standard.

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Other Definitions:
appropriate: fitting for a particular condition, application, business, occasion, or situation.
cleaning: locating, identifying, containing, removing, and properly disposing of undesirable substances from
surfaces or materials.
cleaning personnel: employees who deliver cleaning services. They may often be referred to as janitors,
custodians, cleaners, production staff, or housekeepers.
customer: the person(s) or group that is the direct beneficiary of the cleaning services being rendered. As used
within the Standard, customer refers to the individual or entity that contracts to have a service provided and/or
to the receipt of services provided by an in-house operation.
due diligence: proper care, attention or persistence in doing a thing; such a measure of prudence, activity, or
assiduity, as is properly to be expected from, and ordinarily exercised by, a reasonable person under the
particular facts and circumstances.
element: an individual part of the standard. Each section of the standard is comprised of numerous elements.
employees: individuals who are hired to perform a job in exchange for compensation.
environmentally preferable: Executive Order 13423 defines environmentally preferable as "products or
services that have a lesser or reduced effect on human health and the environment when compared with
competing products or services that serve the same purpose".
green cleaning: the use of cleaning products and practices that have lower environmental impacts than
conventional products and practices.
industry-accepted: a methodology or technique that is commonly used by members of the trade.
management: individuals who make decisions about how the organization is operated.
materially interested parties: an individual or entity substantially and directly affected by the services
provided.
non-technical training: customer service, interpersonal skills, management, supervision, communication, and
other non-cleaning task related training.
organization: a group of people that provide cleaning services. It includes in-house cleaning organizations,
not-for-profit companies, and for profit cleaning businesses such as building service contractors.
potentially infectious material: includes the following human body fluids: blood, semen, vaginal secretions,
cerebrospinal fluid, synovial fluid, pleural fluid, pericardial fluid, peritoneal fluid, amniotic fluid, saliva in
dental procedures, any body fluid that is visibly contaminated with blood, and all body fluids in situations
where it is difficult or impossible to differentiate between body fluids.
quality plan: a document that explains how the organization will achieve its quality objectives.
rapidly renewable resources: agricultural products that take ten years of less to grow or raise and can be
harvested in a sustainable fashion.
reasonable: in accordance with sound thinking, within the bounds of common sense: prudent. It applies to
that which is appropriate for a particular situation.
section: one of the five major subdivisions of the standard. Each section is comprised of numerous individual
elements.

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suitable: appropriate to a purpose, use or situation.

standard of care: practices that are common to reasonably prudent members of the trade who are recognized
in the industry as qualified and competent.
technical training: cleaning task and skill training.

1. Quality System: This section describes quality system requirements. It sets forth a general framework
to ensure effective operations and continual improvement. Elements include:
1.1. Definition of Cleaning Service Requirements
1.1.1. There shall be a site-specific scope of work or performance outcome describing
cleaning service requirements.
1.1.2. Changes to the service requirements shall be documented.
1.1.3. Cleaning service requirements should be consistent with the organization’s stated
mission and values.
1.2. Quality Plan
1.2.1. The organization shall have a written Quality Plan. The Plan is a written process for
determining whether cleaning service requirements are met and for identifying
improvement opportunities. It commits the organization to attaining the level of
service as defined by the customer and the organization in the scope of work or
performance outcomes.
1.2.2. The organization should communicate the plan to materially interested parties.
1.2.2.1. Each customer may receive a copy of the plan.
1.2.2.2. Each person in the organization may receive a copy of the plan.
1.2.2.3. The plan may define roles and responsibilities of operational personnel.
1.2.2.4. Each person in the organization should receive documented training
related to the plan.
1.2.3. Service quality measurement/metrics
1.2.3.1. The organization shall measure and document its performance against the
scope of work and performance outcome requirements.
1.2.3.2. The measurements should be taken at a frequency appropriate for scope
of work and performance outcome requirements.
1.2.3.3. The factors being measured should be reasonable and suitable for scope of
work and performance outcome requirements.
1.2.3.4. The organization shall use one or more of the following measurement
tools:
1.2.3.4.1. Surveys
 Customers completing the surveys should submit them directly to
appropriate representatives of the organization, rather than to the
on-site supervisory personnel.
 Surveys should be reviewed with appropriate customer
representatives.

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1.2.3.4.2. Inspections
 Operational inspections by cleaning personnel should be performed
as service is delivered.
 Site supervision should conduct site inspections.
 Management should conduct unannounced site inspections.
 Customers may participate in management-level inspections.
1.2.3.4.3. Complaints
 The organization should maintain a record of complaints.
 The organization should keep the source of complaints as
confidential as possible.
 The organization should document what procedures have been
implemented in response to a complaint to minimize the possibility
of a reoccurrence.
1.2.3.4.4. Customer Evaluations
 Customers may perform self-evaluations of the site.
 Organizations may provide customers a checklist or form to guide
self-evaluation.
1.2.3.5. Feedback Cycle
1.2.3.5.1. The organization shall respond to both positive and negative
customer feedback and inspection results and shall fully
investigate complaints.
1.2.3.5.2. Organization management should meet with the designated
customer representative to review survey and inspections
results and to discuss complaints.
1.2.3.5.3. When corrective action has been taken, the organization
should inform the customer representative and request
feedback.
1.2.3.6. Evaluation of Progress and Continuous Improvement Plan
1.2.3.6.1. Appropriate levels of management should follow a
documented process in reviewing performance results.
1.2.3.6.2. There should be a written corrective action plan that is
consistent with the organization’s policies and procedures.
1.2.3.6.3. There should be a written plan that describes how the
organization will measure, report, and implement
performance improvement.
1.2.3.6.4. Each customer representative may receive a copy of the plan.

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2. Service Delivery: This section describes the processes necessary to effectively produce and deliver
services. These customer-related processes include purchasing, staffing, and handling unexpected
events. Cleaning organizations must define and describe their unique business processes.
Elements to be addressed include:
2.1. Service Delivery Plan
2.1.1. Workloading: There shall be an industry-accepted methodology for determining the
number of labor hours needed to accomplish work requirements as specified in the
scope of work or performance outcomes.
2.1.2. Bidding/Costing Process: There should be a system for estimating job costs that
considers the following factors: costing of labor, materials, overhead, profit (if
applicable), taxes, insurance, and miscellaneous costs.
2.1.3. Budgeting: Cost controls should exist and be used to ensure that work is completed
within workloading, budgeting, and costing parameters.
2.1.3.1. The organization should have reporting systems, which provide accurate
budgetary support for all aspects of the operation.
2.1.3.2. Management should be alerted when costs are not within acceptable
parameters.
2.1.3.3. The organization should have a plan of action to make any necessary
budgetary corrections.
2.1.3.4. Staffing Plan: Staffing levels shall be based on workloading and one or
more of the following:
2.1.3.4.1. Budgeting
2.1.3.4.2. Costing data
2.1.3.4.3. Customer requests
2.1.3.4.4. Industry benchmarks
2.1.4. Work Plan: Individual cleaning assignments should be set forth in written work
plans.
2.1.5. Work Instructions: Standardized task procedures should be used across the
organization and such task procedures should be documented.
2.1.6. Contingency Planning: The organization should have:
2.1.6.1. Contingency plan(s) to manage staffing shortages and service
interruptions.
2.1.6.2. A process to obtain customer input and feedback when contingency plans
are used.
2.1.7. Special Requests: The organization shall have a plan to handle customer special
requests.
2.1.8. Emergency Response: The organization shall have a plan to respond to emergency
service needs.
2.1.9. Disaster Planning: The organization should have a plan to prepare for and deal with
natural or man-made disasters.

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2.1.10. Invoicing/Charge-back Procedures: Invoicing/Charge-back procedures shall be

documented.
2.2. Purchasing Procedures
2.2.1. Product/Equipment Performance Evaluation: Supply and equipment performance
evaluations shall be incorporated into the procurement process.
2.2.2. Standardization: The organization should use similar equipment and supplies in
similar facility types.
2.2.3. Inventory Control: Inventory management and supply control systems should be in
place, in use, and appropriate for the organization.
2.2.4. Equipment Maintenance & Repair: The maintenance and repair of equipment
should occur as the result of a planned process.
2.2.5. Contractor Management: To the extent that the organization employs contractors
and/or subcontractors:
2.2.5.1. Their selection and management shall be set forth in a written plan.
2.2.5.2. There shall be evidence that the plan is implemented.
2.2.5.3. The plan shall require that subcontractors produce proof of insurance.
2.2.6. Financial Controls: The organization should have appropriate financial controls over
the procurement process including:
2.2.6.1. Supply and equipment requisition
2.2.6.2. Approved vendor list
2.2.6.3. Order placement
2.2.6.4. Receiving inventory
2.2.6.5. Accounts payable

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3. Human Resources: In this section, the organization demonstrates that it efficiently and
effectively manages "human capital" in a way that enhances organizational performance.
3.1. Human Resource Policy: There shall be a written human resource policy.
3.2. Hiring Practices
3.2.1. Recruitment: There should be a written plan for recruiting employees and a means of
monitoring the plan’s effectiveness.
3.2.2. Selection: There shall be a written procedure for selecting qualified employees.
3.2.3. Retention: There should be a program in place to encourage and to measure
employee retention.
3.3. Site-Specific Orientation
3.3.1. Each employee shall participate in a site-specific orientation program.
3.3.2. There should be written documentation that an orientation program occurred.
3.4. Executive Development: There should be an executive development program or a continuing
executive education program.
3.5. Management Training
3.5.1. Technical: There should be a written curriculum for technical training of
management and documentation that personnel have been trained.
3.5.2. Leadership: There should be a written curriculum for leadership training of
management and documentation that personnel have been trained.
3.6. Cleaning Personnel Training
3.6.1. Technical: There shall be a written curriculum for technical training of cleaning
personnel and documentation that personnel have been trained.
3.6.2. Customer Service Training: There should be a written curriculum for customer
service training of cleaning personnel and documentation that personnel have been
trained.
3.6.3. Personal Development: There should be a written training curriculum for non-
technical skills of cleaning personnel and documentation that personnel have been
trained.
3.7. Training Format and Language: All management and cleaning personnel training shall be
offered in a format and/or language that is easily understood by the trainee.
3.8. Security: The organization should have a written curriculum for training all personnel in
security of the site owner’s and customer’s property.
3.9. Timekeeping/Payroll: The organization shall have a documented timekeeping and payroll
system.

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4. Health, Safety and, Environmental Stewardship: Quality cleaning and maintenance services are
safe, healthy, and sustainable. They also positively impact the built environment. This section
addresses the processes, systems, and documentation as they relate to the organization’s commitment
to those objectives.
4.1. Regulatory Compliance
4.1.1. Employers shall comply with all pertinent provisions of the federal OSHA Hazard
Communication Standard 1 and all comparable state requirements. Provisions that
must be complied with include, but are not limited to, the following:
4.1.1.1. Employers shall develop, implement, and maintain a written hazard
communication program.
4.1.1.2. Material Safety Data Sheets (MSDS) shall be readily available for all
hazardous chemical products. Each MSDS shall match the current
formulation of the corresponding chemical product. 2
4.1.1.3. There shall be a Chemical Inventory that contains an accurate and
complete list of all chemicals on site. 3
4.1.1.4. Employees who handle chemicals shall be trained on the use and hazards
of those chemicals. 4
4.1.1.5. All chemical containers shall be labeled as required. 5
4.1.1.6. Chemicals shall be used in a safe and proper manner and in accordance
with the manufacturer’s instructions.
4.1.2. Chemicals should be stored according to their classification and the organization
shall have a plan for spill containment and disposal/ recycling consistent with the
following:
4.1.2.1. Corrosives, flammables, and combustibles should be stored according to
applicable OSHA, EPA and NFPA standards.
4.1.2.2. There shall be a spill containment plan and documented employee
training.
4.1.2.3. There shall be a waste disposal and recycling plan and documented
employee training.
4.1.3. There shall be documentation that describes the organization’s selection and use of
Personal Protective Equipment (PPE). The employer shall comply with all applicable
OSHA and state requirements for PPE. 6
4.1.4. If cleaning personnel are required to clean blood or other potentially infectious
material spills, the organization shall comply with the OSHA Bloodborne Pathogen
Standard 7 or applicable state requirements. Provisions that must be complied with
include, but are not limited to, the following:

1
29 CFR 1910.1200
2
29 CFR 1910.1200 (g)(1) and (g)(8)
3
29 CFR 1910.1200 (e)(1)(i)
4
29 CFR 1910.1200 (h)(1)
5
29 CFR 1910.1200 (f)(1)(i)
6
29 CFR 1910 Subpart I
7
29 CFR 1910.1030

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4.1.4.1. The organization shall have a written Exposure Control Plan that is
reviewed and updated annually 8.
4.1.4.2. Employees shall be trained annually on the hazards of cleaning blood
and/or other potentially infectious material, and proper use of PPE. 9
4.1.4.3. A written procedure for cleaning blood spills shall be implemented. 10
4.1.4.4. Employees shall be offered the Hepatitis B vaccine. 11
4.1.4.5. Employees shall be trained on handling found sharps. 12
4.1.5. A qualified person shall inspect the workplace as often as necessary to identify
defective equipment or unsafe working conditions.
4.1.6. Employers shall comply with all other applicable OSHA and/or state employee safety
and health regulations.
4.2. Organization Policy/Environmental Management System
4.2.1. The organization shall have an environmental policy.
4.2.1.1. There should be a written statement of the organization’s commitment to
environmental ethics.
4.2.1.2. The policy should be appropriate to the nature, scale and environmental
impact of the organization’s services.
4.2.1.3. The policy should have a commitment to continual improvement.
4.2.1.4. The policy should have a commitment to pollution prevention.
4.2.1.5. The environmental objectives and goals as stated in the policy should be
reviewed at least once every twenty-four months.
4.2.1.6. The policy shall be implemented and maintained.
4.2.1.7. The policy should be communicated to all employees.
4.2.1.8. The policy may be available to the public.
4.2.2. Capability to Meet Customer Environmental and Safety Requirements
4.2.2.1. The customer may define its environmental and safety expectations for
the site.
4.2.2.2. At outsourced sites, the contractor shall have a written plan for how they
will comply with customer requirements.
4.2.3. Workplace Safety and Health Program
4.2.3.1. The organization shall have a workplace safety and health policy.
4.2.3.2. Management and employees shall receive documented training in safe
work practices.
4.2.3.3. Management and employees shall be trained in how to investigate and
report near-miss accidents and incidents.

8
29 CFR 1030(c)(1)
9
29 CFR 1910.1030(g)(2)
10
29 CFR 1910.1030(d)(4)
11
29 CFR 1910.1030(f)(2)
12
29 CFR 1910.1030 (d)(2)(vii) and (viii)

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4.2.3.4. Management shall review the program at least once every twenty-four
months.
4.2.3.5. There should be a written program that tracks all workplace injuries and
illnesses and demonstrates what actions have been implemented to
minimize a recurrence of the injuries.

5. Management Commitment: This section allows an organization to demonstrate that it has instituted
appropriate management systems to meet customer needs and expectations, even in times of
organizational change. It includes a demonstration of:
5.1. Mission, Vision, Values: The organization shall document at least one of the following:
5.1.1. A written vision for its future.
5.1.2. A clearly written mission statement.
5.2. Planning: The organization should have plans to address two of the following three areas:
5.2.1. Strategic Plan: There may be a strategic plan that is used as a guide to meet future
goals.
5.2.2. Business Continuity Plan/Succession Planning: There may be a plan for the
continuation of daily business if a change in management occurs.
5.2.3. Training Plan: The organization may have a detailed training plan that covers all
aspects of an operation to ensure that all policies and procedures are understood and
adhered to.
5.3. Responsibility and Authority
5.3.1. Organizational Chart: There shall be a clearly defined organizational chart that is
accurate, up-to-date, and easy to follow.
5.3.2. Job Descriptions: There should be accurate and up-to-date job descriptions for every
position within the organization.
5.4. Communication Plan
5.4.1. The organization shall have clear procedures for effective communication among all
levels of the organization.
5.4.2. The organization shall have procedures for communication and feedback to
customers.
5.5. Risk Management
5.5.1. The organization shall affirm that it is in compliance with all applicable local, state,
provincial, and federal safety laws and regulations.
5.5.2. The organization shall produce proof of appropriate insurance.
5.5.3. The organization shall produce proof of proper licensing.

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6. Green Buildings and Service: This section lists the Cleaning Industry Management Standard’s Green
Building (CIMS-GB) requirements. It sets forth a specific framework to ensure that the organization
uses environmentally preferable cleaning practices in addition to the management best practices
identified in the five core sections of the Standard.

In order to obtain certification to CIMS-GB, an organization must meet the requirements of this
section as well as those in sections one through five of the Standard.
6.1. Green Cleaning Policy
6.1.1. The organization shall have a green cleaning policy that is distinct and separate from
the Environmental Policy required in Section 4.2 (Organization
Policy/Environmental Management System) and that sets forth standard operating
procedures addressing how green cleaning practices will be utilized, managed, and
evaluated.
6.1.2. The organization shall indicate the specific buildings, group of buildings, or
contracted facilities to which the green cleaning policy applies.
6.1.3. The organization shall incorporate the measurement tools, feedback cycle, and
continuous improvement plan requirements set forth in Sections 1.2.d through 1.2.f.
to evaluate the effectiveness of green cleaning technologies, procedures, and
processes.
6.2. Green/High-Performance Cleaning Program
6.2.1. Staffing: Determination of staffing levels shall be compliant with Section 2.1.a
(Workloading) and 2.1.d (Staffing Plan).
6.2.2. Training
6.2.2.1. Supervisor Training: The organization shall comply with the training
requirements set forth in Section 3.5 (Management Training).
6.2.2.2. Worker Training: The organization shall comply with the training
requirements set forth in Section 3.6 (Cleaning Personnel Training).
6.2.2.3. Safety Training: The organization shall comply with the safety training
requirements of Section 4.1 (Regulatory Compliance), including the
requirement to provide employees with training on the use and hazards of
chemical products.
6.2.2.4. Green Cleaning Training: There shall be a written curriculum for green
cleaning training of cleaning personnel and documentation that personnel
have been trained.
6.2.3. Chemical Handling, Storage and Disposal: The organization shall meet the chemical
handling, storage and disposal requirements set forth in Sections 4.1.a & 4.1.b
6.2.4. Floor Care Log: The organization shall have a written floor maintenance plan for the
buildings listed in Section 6.1.2 that tracks:
6.2.4.1. The number of coats of floor finish applied as base and top coats
6.2.4.2. Scheduled maintenance and restoration procedures and dates

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6.2.5. Carpet Care Log: The organization shall have a written carpet care plan for the
buildings listed in Section 6.1.2 that includes scheduled maintenance and restoration
procedures and dates.
6.2.6. Hand Hygiene: The organization shall develop and adopt strategies for promoting
and improving hand hygiene.
6.3. Custodial Effectiveness Assessment (Quality System)
6.3.1. The organization shall evaluate the effectiveness of its green/high performance
cleaning program by meeting the requirements set forth in Section 1 (Quality
System).
6.4. Purchase of Cleaning Products and Materials
The requirements of this section apply only to products that are purchased by the organization
for use in buildings listed in Section 6.1.2.
6.4.1. Dilution Control: The organization shall use chemical concentrates with appropriate
dilution control systems to minimize chemical use to the maximum extent possible.
6.4.2. Cleaning Tools: The organization shall use environmentally preferable cleaning
materials whenever practical. This includes the use of microfiber tools and wipes and
other available materials proven to be environmentally preferable and recognized as
such.
6.4.3. Chemical Products
6.4.3.1. Cleaning Products: Products in this group include:
 General-purpose, bathroom, glass, and carpet cleaners used for
industrial and institutional purposes
 Cleaning and degreasing compounds
 Hard surface cleaners
 Carpet and upholstery care products
6.4.3.1.1. Criteria: A specified percentage of products in this group
shall:
o Be certified by Green Seal or Environmental Choice, or
o Be recognized by the U.S. Environmental Protection
Agency’s Design for the Environment Program (DfE), or
o Meet the requirements of the Alternate Qualification
provision set forth in Section 6.4.6.
6.4.3.2. Disinfectants, metal polish, floor finish, strippers, and other products not
included in Section 6.4.3.1. Products in this group include
 Disinfectants
 Digestion additives for cleaning and odor control
 Drain or grease trap additives
 Odor control additives
 Hard floor care

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6.4.3.2.1. Criteria: A specified percentage of products in this group

shall:
o Be certified by Green Seal or Environmental Choice, or
o Be recognized by the U.S. Environmental Protection
Agency’s Design for the Environment Program (DfE), or
o Comply with the California Code of Regulations
maximum allowable VOC content for the specific
product category, or
o Meet the requirements of the Alternative Qualification
provision set forth in Section 6.4.6.
6.4.3.3. Requirement: A minimum of sixty (60) percent, by purchase cost and
calculated per building, of the chemical products specified in Section 6.4.3
that are provided by the organization and used in buildings to which this
section applies (listed in Section 6.1.2) shall meet one of the applicable
compliance criteria.
6.4.4. Disposable janitorial paper products and trash bags: This provision only applies to
those purchases that are in the control of the organization. Products in this group
include:
 Paper towels and napkins
 Facial tissue
 Toilet tissue
 Hand towels
 Kitchen towels
 Plastic trash bags
6.4.4.1. Criteria: A specified percentage of products in this group shall:
o Be certified by Green Seal or Environmental Choice, or
o Meet the requirements of the Alternative Qualification provision set
forth in Section 6.4.6., or
o Comply with the U.S. Environmental Protection Agency’s
Comprehensive Procurement Guidelines for Janitorial Paper and
Plastic Trash Can Liners, or
o Be derived from rapidly renewable resources or made from tree-free
fibers.
6.4.4.2. Requirement: A minimum of fifty (50) percent, by purchase cost and
calculated per building, of the products specified in Section 6.4.4 that are
provided by the organization and used in buildings to which this section
applies (listed in Section 6.1.2.) shall meet the above criteria (6.4.4.1).
6.4.5. Hand soaps: This provision only applies to those purchases that are in the control of
the organization. Products in this group include:
 Industrial and institutional hand cleaners

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 Hand cleaners and hand soaps

6.4.5.1. Criteria: A specified percentage of products in this group shall:
o Be free of antimicrobial agents (except as a preservative and unless
required by health codes and other regulations), or
o Be certified by Green Seal or Environmental Choice, or
o Be recognized by the U.S. Environmental Protection Agency’s Design
for the Environment Program (DfE), or
o Meet the requirements of the Alternative Qualification provision set
forth in Section 6.4.6.
6.4.5.2. Requirement: A minimum of sixty (60) percent, by purchase cost and
calculated per building, of the products specified in Section 6.4.5 that are
provided by the organization and used in buildings to which this section
applies (listed in Section 6.1.2) shall meet the above criteria (6.4.5.1).
6.4.6. Alternative Qualification: A product shall be deemed in compliance with the criteria
of Section 6.4.3, 6.4.4, or 6.4.5 if there is independent documentation verifying that
the product meets the applicable certification/ recognition criteria referenced in the
section. The required verification shall be provided by one or more independent,
third-party laboratories.
6.5. Cleaning Equipment
6.5.1. Requirement: The organization shall purchase and use in buildings to which this
section applies (listed in Section 6.1.2), a specified percentage of cleaning equipment
which meets applicable environmental preferability criteria. The percentage shall be
calculated per building and shall be either:
6.5.1.1. A minimum of sixty (60) percent, by either purchase cost or number of
units, or
6.5.1.2. A minimum of thirty (30) percent, by either purchase cost or number of
units, in which case the organization shall also have a purchasing policy
specifying that new cleaning equipment must meet the applicable criteria.
6.5.2. Cleaning Equipment Environmental Preferability Criteria
6.5.2.1. Vacuum cleaners shall be:
6.5.2.1.1. Certified by the Carpet and Rug Institute’s (CRI’S) Green
Label Vacuum Cleaner program, and
6.5.2.1.2. Operate with a sound level of 70dBA or less.
6.5.2.2. Carpet extraction equipment shall be certified by the Carpet and Rug
Institute’s (CRI’s) Seal of Approval Testing Program for deep cleaning
extractors.
6.5.2.3. High-speed powered floor maintenance equipment (including electric and
battery-powered floor buffers and burnishers) shall be:
6.5.2.3.1. Equipped with vacuums, guards and/or other devices for
capturing fine particulates, and
6.5.2.3.2. Operate with a sound level of 70dBA or less.

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6.5.2.4. Propane-powered floor equipment shall:

6.5.2.4.1. Operate with a sound level of 90dBA or less, and
6.5.2.4.2. Have high-efficiency, low-emissions engines with catalytic
converters and mufflers that meet the standards for the
specific engine size as set forth by the U.S. Environmental
Protection Agency (EPA) or the California Air Resources
Board (CARB).
6.5.2.5. Automated scrubbing machines shall:
6.5.2.5.1. Be equipped with variable-speed feed pumps and on-board
chemical metering, or
6.5.2.5.2. Be equipped with variable-speed feed pumps and use
dilution control systems for refilling, or
6.5.2.5.3. Use only water and no added chemical cleaning products.
6.5.2.5.4. Battery-powered equipment shall be equipped with
environmentally preferable sealed batteries such as Lithium-
Ion, absorbed glass mat or gel cell batteries.
6.5.3. All cleaning equipment shall be:
6.5.3.1. Designed with safeguards, such as rollers or rubber bumpers, to reduce
potential damage to building surfaces.
6.5.4. Equipment Inventory List: The organization shall maintain a list of all powered
equipment that, at a minimum, includes:
6.5.4.1. Identification of each type of equipment by make and model
6.5.4.2. Number of pieces in use
6.5.4.3. Date of purchase
6.5.4.4. Purchase cost
6.5.4.5. Applicability of relevant sustainability criteria (Section 6.5.2)
6.5.5. Equipment Maintenance Log/ Plan: Maintenance of equipment shall occur as part of
a planned process as required in Section 2.2.d (Equipment Maintenance & Repair).
6.6. Indoor Chemical and Pollutant Source Control
6.6.1. To the extent the organization provides entryway matting systems at a building listed
in Section 6.1.2, the entryway matting systems (except of emergency exits) shall be:
6.6.1.1. Ten (10) feet long in the primary direction of travel where space allows,
and
6.6.1.2. The organization shall have an appropriate cleaning, maintenance and
replacement plan for matting systems in place.
6.7. Integrated Pest Management (IPM)
This section only applies to the extent that the organization delivers integrated pest
management services and only with respect to those buildings listed in Section 6.1.2 at which
those services are provided. If the organization does not provide integrated pest management
services, this section is not applicable.

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6.7.1. The organization shall have an integrated pest management plan that addresses the
management of pest populations inside the building. Such plan shall include:
6.7.1.1. Integrated methods, inspections, pest monitoring, and evaluation of the
need for pest control.
6.7.1.2. Specification of the circumstances under which an emergency application
of pesticides can be conducted.
6.7.2. The organization shall develop and implement a communication strategy that
provides universal notification to building occupants of pesticide application.
6.7.3. The organization shall maintain a pesticide application log that indicates the type,
quantity, and circumstance of any pesticides applied within a building.
6.7.4. The organization shall establish recordkeeping procedures for pest monitoring
locations and actions taken to prevent or mitigate infestations.
6.8. Building Exterior and Hardscape Management Plan
The section only applies to the extent that the organization is the primary provider of building
exterior services and only with respect to those buildings listed in Section 6.1.2 at which
building exterior services are provided. If the organization does not provide building exterior
services, this section is not applicable.
6.8.1. The organization shall develop and implement an environmentally preferable, low-
impact building exterior and hardscape management plan that helps preserve
surrounding ecological integrity.
6.8.2. To the extent that the organization delivers the following services, the plan shall
address:
6.8.2.1. Maintenance equipment
6.8.2.2. Snow and ice removal
6.8.2.3. Cleaning of building exterior
6.8.2.4. Paints and sealants used on building exterior
6.8.2.5. Cleaning of sidewalks, pavement, and other hardscape
6.9. Solid Waste Management (Recycling)
The organization shall have a waste reduction and recycling plan consistent with Section 4.1.b
(Waste Disposal and Recycling Plan). Such plan may include waste stream audit procedures
and a commitment to the diversion of waste through an active waste reduction and recycling
program. This section only applies to the extent that the organization manages the waste
stream.
6.10. Resource Conservation
The organization may have a written plan that addresses its efforts to conserve resources
including cleaning materials, water, energy, and transportation used during the cleaning
process.

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