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Dusters Total Solutions Services Pvt. Ltd. (DTSS) is the India's leading Integrated Facility Management (IFM) company and a part of the SIS Group, a publicly listed multinational business services organization. (BSE: 540673; NSE: SIS) DTSS delivers end-to-end Facility Management Solutions that enhance workplace safety, operational efficiency, asset performance, and regulatory compliance through a self-performed, technology-enabled service model.
Its comprehensive portfolio includes Soft Services, Technical & Engineering Services, Business & Production Support, Horticulture, Pest Management, Hospitality, Laundry, Floor Care, and specialized Pharmaceutical solutions. Backed by a workforce of over 50,000 professionals, DTSS serves diverse sectors including Manufacturing, Pharmaceuticals, Healthcare, Data Centres, Commercial Real Estate, Retail, Education, Industrial Facilities, and Residential Communities, making it a trusted facility management partner for organizations across India.
Strong presence across 27+ states, 50+ cities, 23+ offices, and 22 SBUs, enabling consistent, localized support anywhere in India.
Serving 1,500+ clients, managing 350+ million sq. ft., and employing 50,000+ trained professionals, making it one of the largest IFM players in the country.
ISO 9001:2015, ISO 14001, OHSAS 18001 certified, with deep expertise in cGMP, USFDA-compliant processes, especially for Pharmaceutical and Healthcare sectors enabling
End-to-end service range including Engineering, Soft Services, Production Support, Horticulture, Pest Control, Hospitality, Laundry, and specialized solutions for highly regulated environments.
Proven track record across all the key sectors: Manufacturing, Pharmaceuticals, Healthcare, Data Centres, Commercial Spaces, Residential, Hospitality and Education.
Digitally enabled solutions, focus on high uptime (e.g., 99.99% in Data Centres), strong customer satisfaction (3.6/4 index), and continuous service innovation backed by the SIS Group.
The world of cleaning and housekeeping is transforming. Facility Management (FM) is no longer just about maintaining spaces — it is about creating smarter, safer, and more productive workplaces through technology, innovation, and skilled professionals.In this podcast, we explore how FM technology, automation, AI, smart cleaning solutions, and digital tools are changing the way housekeeping teams work. Discover how modern facility management is helping janitors and housekeeping professionals improve efficiency, reduce physical workload, gain new skills, and unlock better career opportunities.From traditional cleaning methods to smart facility operations, this episode reveals how technology is reshaping the future of cleaning, workplace culture, and the FM industry.
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More than a decade ago, when Fransiska Barla left her village for Ranchi she was looking for work that would help her family get through each day. Before joining the Manipal Hospital, she took up domestic work for about a month – sweeping, washing utensils and whatever came her way...
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Partner with DTSS for integrated facility management across soft services, technical services, safety & security, and specialized services — delivered by a 50,000+ workforce across 20+ states.
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As India’s aviation sector rapidly expands into Tier 2 and Tier 3 cities, maintaining high standards of airport hygiene has become both a logistical challenge and a strategic imperative. From robotic cleaning systems and sensor-based fixtures to manpower limitations and evolving compliance norms, the complexity of airport facility management is increasing with each takeoff.
This in-depth feature from Clean India Journal explores how regional airports like Ayodhya, Pune, Trichy, and Ahmedabad are redefining hygiene through a blend of technology, planning, and people power.
With case studies spanning automated cleaning, green design and agile staffing models, the report highlights how smart facility management is becoming mission-critical in ensuring safe, clean and passenger-ready terminals across the country.
As India’s aviation sector expands across metro and Tier II & III cities, the load on airport hygiene systems is more pronounced than ever.
From managing unpredictable crowd surges at Tier-2 airports to integrating robotics in sprawling terminals, the pain points are consistent: manpower limitations, delayed security clearances, misuse of sensor-based fixtures and a rising demand for cleanliness meeting compliance and comfort.
Through a cross-section of case studies from the fully automated systems of Ahmedabad to the people-led adaptability of Ayodhya, Clean India Journal interacts with airports as they redefine cleanliness to a strategic, real-time response system.
Each of the stories in the following pages reveals a unique formula. Pune’s green-led master planning, Trichy’s scale-ready infrastructure, Ayodhya’s preparation mode, DTSS’s flexible manpower tactics and Tenon’s high-control zone delivery — all anchored in real-life operational pressures.
Together, they paint a larger picture of how India’s airports are not only responding to hygiene demands, but setting new benchmarks through design, technology and planning.
As passenger expectations rise and the spotlight on public hygiene sharpens, airport facility management is no longer invisible. It is central, visible and mission critical.
Dusters Total Solutions Services Pvt. Ltd. (DTSS), a leader in Integrated Facility Management (IFM), revolutionised Puducherry’s government hospitals and won the Swachh Bharat Award in just nine months. Clean India Journal spoke to CEO Sanjeev Kumar and his team to understand how the transformation was achieved.
“Clean, efficient and well-managed hospitals are not just about hygiene — they are about healing, dignity and trust.”
— Sanjeev Kumar
The strong odour of phenyl which greets patients on entering hospitals is a thing of the past. Nowadays, the chemicals used for critical cleaning in hospitals are anything but smelly, yet they achieve the required level of hygiene and sterilisation. This transformation of large private institutions and smaller government facilities has been a pleasant surprise.
DTSS achieved this in Puducherry through awareness and consistency, using videos and posters to bring about a significant change in hospitals. This change has led to moments where patients being discharged share their happiness with housekeeping staff through warm embraces and generous words of praise. This previously unheard-of change in behaviour is particularly significant in smaller cities across India.
The government of Puducherry took a major step in strengthening its public healthcare infrastructure with the construction of the Super Speciality Hospital for Women and Children in 2011. To sustain the hospital’s operational excellence and maintain high standards of hygiene and safety, the government adopted a progressive approach — outsourcing non-clinical functions to professional facility management specialists.
DTSS was awarded the contract in 2024 to manage non-clinical operations completely at two of Puducherry’s largest government hospitals — together spanning over 5 lakh sq. ft. and 1,100-plus beds.
The Rajiv Gandhi Government Women & Children Hospital (RGGW&CH) has 500 beds and is spread over approximately three lakh sq. ft., while the Indira Gandhi Government General Hospital & Post Graduate Institute (IGGGH&PGI) has 626 beds spread over approximately 2.4 lakh sq. ft.
DTSS transformed the hospital environments, setting a new benchmark for public healthcare facility management and earning the coveted Swachh Bharat Award for excellence in cleanliness and hygiene. And all this in just nine months.
The engagement was conceived as a comprehensive IFM partnership — integrating diverse non-clinical services under one accountable, technology-enabled system.
DTSS’s scope included:
The project aimed at addressing core challenges within the system, including fragmented service delivery and multiple vendors, deferred maintenance and infrastructure risk, pressure concerning hygiene and infection risk, cost pressure and inefficient processes, regulatory and accreditation compliance issues, unsatisfactory patient and visitor experience and challenges with the legacy workforce.
“DTSS’s integrated approach brought in measurable improvement in hygiene, safety, and patient satisfaction — essential metrics for any modern healthcare facility,” said Sanjeev.
DTSS focused its efforts across nine strategic areas to deliver systemic improvement:
The transformation quickly yielded clear results, with the most significant improvement being in infection control and hygiene standards. There was also:
DTSS’s model extended beyond optimising hospital operations — it strengthened the entire healthcare ecosystem.
For instance, maternity wards often presented challenges due to body discharge from the birthing process. Compounding this, the disposal of sanitary napkins by flushing them in toilets frequently caused clogging and added to unhygienic conditions for new mothers and infants.
This unsanitary practice has been slowly rooted out with constant displays of videos and posters to patients and visitors alike on the dangers of this method of disposal. The fact that the housekeeping team is burdened with the removal, cleaning and disposal of used sanitary napkins is driven home constantly to sensitise all within the hospital walls.
Let’s take a look at the value-adds:
1. Patient-Centric Outcomes
2. Operational & Administrative Efficiency
3. Compliance & Accreditation Readiness
4. Workforce Empowerment & Local Employment
5. Environmental Sustainability
6. Public Health & Community Confidence
This remarkable transformation was nationally recognised when both hospitals — RGGW&CH and IGGGH&PGI — were awarded the Swachh Bharat Award for excellence in hospital hygiene and sustainable facility management.
Today, the organisation serves 100-plus hospitals across India, including Manipal Hospitals, Apollo Hospitals, Bombay Hospital, Indraprastha Medical Corporation, and Tata Medical Trust, continuing its mission to deliver safe, sustainable and patient-centric healthcare environments nationwide.
“Clean, efficient and well-managed hospitals are not just about hygiene — they are about healing, dignity and trust. DTSS’s work in Puducherry proves that public healthcare can be managed to a high standard,” added Sanjeev.
The air crackled with excitement at the 21st Clean India Show, where a prestigious gathering of corporate professionals, industry leaders and dignitaries descended to attend the CREFM Masterstroke Awards at the Bombay Exhibition Centre, Mumbai. More than 15 of these coveted awards were presented to honour commendable achievements across three segments.
The event, organised by VIS Group and Messe Frankfurt and powered by Clean India Journal, saw intense competition, particularly in the Sustainability Leader of the Year and Champion of the Year categories, which received the highest number of entries. Due to the high calibre of submissions, jury's choice and special awards were instituted to recognise more well-deserving winners.
The CREFM Masterstroke Awards are unique as they focus on the recognition of successful operational models rather than just general performance. They aim to identify and honour the successful models adopted by service providers and FM professionals, celebrating those who are leveraging innovative products, solutions and processes to create a lasting impact.
Our applicants have climbed mountains in the sustainability category. A few notable mentions are:
Team Prakriti from Sasken Technologies Ltd has achieved a commendable 86% reduction in GHG emissions. Beyond operations, their scalable initiatives, like the Kaizen engagement framework and the digitisation of grassroots women's empowerment programmes with SEWA, are notably significant.
Dusters Total Solutions Services Pvt Ltd achieved measurable environmental results. In FY 2024–25, the company achieved significant milestones, as below:
World Trade Centre – Kochi, managed by Brigade Group, has initiated green energy power procurement from 2024 from KINESCO for common areas, which is around 3.3 lakh kWh per month. They quantified a lot of their sustainable initiatives; their total water savings per year with the usage of waterless urinals is 2,340 KL.
The esteemed panel of jury included Dilip Lalwani, who has served over 25 years at Sodexo India and in the healthcare and aviation industries previously; Pallavi Chaudhari, who comes with a distinguished industry career and is currently a respected academic leader at DY Patil Deemed to be University; Prof Dr Wilson Lukose, who brings over 28 years of academic and industry expertise and is currently principal in-charge at Bharati Vidyapeeth College of Hotel & Tourism Studies; and Lt Col Navinder Narang, distinguished veteran, corporate leader and acclaimed author, having served in senior leadership roles within the ICICI group.
Clean India Journal extends its hearty congratulations once again to all the winners and participants of the CREFM Masterstroke Awards.
Champion of the Year (FM Service Provider)
Champion of the Year (FM Professional)
Sustainability Leader of the Year (FM Service Provider)
Sustainability Leader of the Year (FM Professional)
Best Sustainable Model – Commercial Space
Fransiska Barla's rise from a housekeeping worker to supervising 150 staff in a Ranchi hospital is a story of grit and growth. With no formal training, she learned on the job and now leads with empathy and discipline, writes Manka Behl.
More than a decade ago, when Fransiska Barla left her village for Ranchi, she was looking for work that would help her family get through each day.
Before joining Manipal Hospital, she took up domestic work for about a month — sweeping, washing utensils and whatever came her way. "It was difficult in the beginning; I had never worked before this," said Fransiska.
In 2015, she joined Duster Total Solutions Services (DTSS), the facility management company responsible for the services at the hospital.
"Initially, I began with the most basic responsibilities — cleaning clothes, women's washrooms. Over time, I moved to ward cleaning, learning each task step by step."
Fransiska learned everything on the job. From understanding hygiene protocols to handling cleaning chemicals in precise dilutions, her knowledge came from observation, practice and persistence. Today, she speaks of chemical compositions and cleaning techniques with clarity.
Fransiska's sincerity did not go unnoticed. "They liked my work." Referring to her seniors in DTSS — Sameer and Subodh Sir — she said: "They asked me if I would like to be a supervisor of the housekeeping team."
The transition, however, was not easy. "It was very difficult initially. I would cry too. But my seniors supported and encouraged me."
"If you scold, the workers' mind doesn't work. If you explain calmly, they understand."
Fransiska's promotion to supervisor in 2019 marked more than a professional shift — it changed how the world addressed her, and how she saw herself.
She remembered being addressed as "Ma'am" very early, which felt unfamiliar. "When people suddenly started wishing me 'Good Morning Ma'am', it felt strange," she remembers. But over time, the hesitation gave way to comfort and eventually to pride.
Today, Fransiska oversees nearly 150 staff members, all women. Her day begins before her shift with checking attendance, assigning duties, conducting briefings, and ensuring every area is covered.
But what defines her leadership is not authority — it is empathy. "If someone does not do the work properly, I explain it with patience." She consciously avoids scolding. "If you scold, their mind does not work. If you explain calmly, they understand."
Her approach comes from experience — of having once been inexperienced, unsure and naïve.
Even as she manages a large team, she remains conscious of the limitations. "We are not very educated, but we try to gain knowledge through everyday experiences."
In a workforce where staff is all women, Fransiska's journey carries a deeper significance. She is not just managing teams — she is quietly setting an example.
Her message to other women is simple and grounded: work with sincerity, support your family, and don't hold yourself back.
Cleaning, for her, is not just routine — it is directly linked to the safety of the patients. "In a hospital, hygiene is most important. If it is not clean, patients can get infections."
Her understanding of cleanliness goes beyond surface-level — it is about ensuring that every space, from washrooms to wards, is maintained in a way that does not put patients at risk. "We are well aware of what cleaning agents to use and in what proportions. Different surfaces require different approaches, and we are mindful of that."
Among the many days that have passed in routine, one moment has stayed with her. During a round in a private ward, a patient noticed her work and appreciated the cleanliness of the premises. "I do not remember the patient's name, but I do remember his room number was 124. I felt very happy that day."
With parents and siblings to support, the responsibility rests entirely on her shoulders. "My family is very happy now."
Her income supports not just daily needs, but also her siblings' education — making her a key pillar in her family's progress.
If there is one belief that defines her journey, it is this: dignity lies in how you approach your work. "Never consider work a burden," she says. "When you earn your own money, it feels good."
Fransiska sees this as the beginning. "I now aim at becoming an executive," she said.
Engineered to perform. Built to last. Technical maintenance and engineering solutions across MEP, HVAC and asset management.
Technical maintenance covering mechanical, electrical and plumbing systems, HVAC and full asset management — delivered by a skilled technical workforce under DTSS's self-performed model. Preventive and predictive maintenance, energy efficiency optimization, minimal downtime strategies and OPEX solutions built around reducing total cost of ownership. Smarter maintenance, stronger asset performance, from Dusters Total Solutions Services Pvt. Ltd., part of the SIS Group.
Preventive keeps to a schedule; predictive reads the asset and intervenes before the schedule says so. Running both is what moves a plant from reacting to failures to preventing them.
HVAC and utilities are usually the largest controllable line in a facility budget. Optimising them produces savings that recur every month rather than once at tender.
The purchase price of an asset is the smallest number in its life. Coordinated maintenance changes the replacement cycle — which is where engineering FM actually pays for itself.
Scope is configured per site and per asset base. Figures as published by DTSS. Contact the team for a proposal matched to your asset register, plant age, criticality ratings and existing AMC arrangements.
Ask any engineering manager about a major failure and the story is rarely a surprise. It is a reading that drifted two quarters ago, a service visit that slipped, a work order closed without the part being replaced. Each decision was reasonable in isolation and invisible in aggregate. Engineering FM earns its fee by making that aggregate visible — a schedule with a record, condition data that triggers intervention before the calendar does, and one accountable team rather than a chain of vendors each holding a fragment of the history.
The schedule catches the routine; condition monitoring catches what the schedule would have missed. Running only one of the two is how most plants end up reacting instead of planning.
CAFM holds the register, the schedule and the outcome. When a technician changes or a contract renews, the asset's history does not leave with the person who remembered it.
Energy optimization on HVAC and utilities compounds monthly, while extended asset life defers capital expenditure. Together they are where the total cost of ownership case actually sits.
Housekeeping, professional cleaning and hygiene services — façade, carpet and pest control through to specialized floor care, sanitation and mail room services.
Explore Services →One contract across soft services, engineering, production support and specialist practices — people, technology and expertise brought together under a self-delivery model.
Explore Services →Specialized facility services for pharmaceutical plants — cGMP compliance, USFDA-aligned processes, validated cleaning protocols and contamination-free clean rooms.
Explore Services →Comprehensive hospital support — NABH and JCI-aligned practices, OT and emergency-trained teams, pan-India healthcare SOPs and integrated patient support services.
Explore Services →White space control, precision power and cooling support, 24/7 engineering cover, BCP and disaster readiness, and structured incident management with RCA.
Explore Services →MEP — mechanical, electrical and plumbing — plus HVAC and full asset management, delivered through preventive and predictive maintenance regimes.
This is the technical side of running a facility. The people-delivered side — housekeeping, professional cleaning, hygiene — sits under Soft Services, and both can be taken together under an integrated contract.
Preventive works to a schedule: service this asset every so many hours or months regardless of its condition. Predictive works to the asset: monitor its condition and intervene when the data says to, which may be sooner or later than the calendar.
Running both matters. The schedule catches the routine; condition monitoring catches what the schedule would have missed. Plants that run only one of the two usually end up reacting rather than planning.
Two ways that compound. Energy efficiency optimization on HVAC and utilities produces savings every month rather than once at tender. Extended asset life defers capital expenditure, which is usually the larger of the two.
The purchase price of an asset is the smallest number in its life. Agree the measurement baseline and the mechanism at proposal stage so the saving is demonstrable rather than assumed.
That is worth scoping explicitly. DTSS can work alongside existing OEM and AMC arrangements, and where it makes sense some scope can move to direct delivery.
Which is right depends on the asset, the warranty position and the incumbent. Share your current arrangements at proposal stage rather than after award — that is when the answer is cheap to change.
No. DTSS operates a self-performed model with a directly employed skilled technical workforce.
On the technical side this matters more than anywhere else. When a system is down, a subcontract chain is what turns a fault into a fortnight of correspondence about whose responsibility it was.
Through CAFM — the asset register, the maintenance schedule and the outcome held in one system, with SLA-driven delivery and structured reporting on top.
The practical benefit is continuity: when a technician changes or a contract renews, the asset's history does not leave with the person who remembered it. DTSS operates across 27+ states, 50+ cities and 23+ offices.
Use the Explore engineering services button. A useful proposal needs your asset register, plant age and condition, criticality ratings, existing AMC arrangements and current energy consumption.
That last one matters — without a baseline, no efficiency claim from any provider can be verified later.
Always on. Always ready. Reliable, responsive facility services engineered for maximum uptime and operational excellence.
Facility management for environments where the cost of an incident is measured in minutes. White space control, precision power and cooling support, 24/7 engineering cover, business continuity and disaster readiness, and structured incident management with root cause analysis — aligned to 99.99%+ uptime operation. Resilience engineered into every operation, from Dusters Total Solutions Services Pvt. Ltd., part of the SIS Group.
Access discipline, contamination control and movement protocol inside the data hall. In white space the greatest risk is usually a person doing something reasonable in the wrong place.
Cooling and power are the two systems that take a hall down. Supporting them properly means planned intervention rather than response — the failure you never hear about.
Round-the-clock engineering cover, because a data centre has no out-of-hours. Response time is the service, not an add-on to it.
Scope is configured per site and per criticality tier. Figures as published by DTSS. Contact the team for a proposal matched to your hall count, IT load, redundancy design and required response times.
Most facility contracts are judged on what gets done. A data centre contract is judged on what never occurs. That inverts how the work is organised: the value sits in planned intervention rather than response, in access discipline that prevents the incident nobody logs, and in root cause analysis that stops the same fault returning next quarter. It also means the honest measure of a provider is not their uptime figure but how they handle the one time it slips.
Controlled access, contamination control and defined movement protocol. In a data hall the most common risk is a person doing something entirely reasonable in the wrong place.
Precision cooling and power systems are supported on a schedule with a record. The intervention you plan is always cheaper than the one the alarm chooses for you.
Structured incident management with RCA, backed by BCP and disaster readiness. The test of a provider is whether the same fault appears twice.
Housekeeping, professional cleaning and hygiene services — façade, carpet and pest control through to specialized floor care, sanitation and mail room services.
Explore Services →One contract across soft services, engineering, production support and specialist practices — people, technology and expertise brought together under a self-delivery model.
Explore Services →Specialized facility services for pharmaceutical plants — cGMP compliance, USFDA-aligned processes, validated cleaning protocols and contamination-free clean rooms.
Explore Services →Comprehensive hospital support — NABH and JCI-aligned practices, OT and emergency-trained teams, pan-India healthcare SOPs and integrated patient support services.
Explore Services →Technical maintenance across MEP, HVAC and asset management — preventive and predictive maintenance, energy efficiency optimization and OPEX solutions.
Explore Services →It is the standard DTSS operates to and aligns its practices around. It is worth being precise about what that means: uptime is a shared outcome. Facility management supports availability — it does not solely determine it, since design, redundancy, IT and network all contribute.
What a facility partner can commit to is response times, planned maintenance adherence and incident handling. Ask for those as contractual terms; they are the part an FM provider actually controls.
Controlled access, contamination control and defined movement protocol inside the data hall — who enters, what they bring, where they walk and what they touch.
It sounds procedural because it is. In white space the most common risk is not equipment failure but a person doing something entirely reasonable in the wrong place.
DTSS provides facility support for precision cooling and power systems — planned maintenance, monitoring and 24/7 engineering cover.
Where the boundary sits between DTSS, your own engineering team and your OEM contracts varies by site and should be defined explicitly in the scope. Get that written down before award rather than discovered during an incident.
Structured incident management with root cause analysis, supported by BCP and disaster readiness planning.
RCA is the part that matters commercially. Any provider can restore service; the test is whether the same fault appears again next quarter.
Yes — 24/7 engineering support is core to this service, because a data centre has no out-of-hours.
Confirm required response times per criticality tier at proposal stage. Coverage and response are different commitments, and only the second one is measurable.
No. DTSS operates a self-performed model — the engineers on your site are directly employed and trained by DTSS.
In a critical environment that matters. When a hall is at risk, a subcontract chain is what turns a fault into a conversation about whose responsibility it was.
Use the Explore data centre services button. A useful proposal needs your hall count and floor area, IT load, redundancy design, criticality tiers and the response times you need committed.
DTSS runs this alongside pharmaceutical and healthcare practices — the other two environments where the documentation and discipline demands are comparable.
Safer care. Stronger support. Comprehensive hospital support focused on patient safety, infection control and superior service standards.
Integrated facility management built for hospitals, where housekeeping is an infection control function and hospitality is part of the clinical experience. NABH and JCI-aligned practices, teams trained specifically for operating theatres and emergency areas, standardised healthcare SOPs applied consistently across sites, and integrated support spanning housekeeping, laundry and patient services. Support that protects every patient journey, from Dusters Total Solutions Services Pvt. Ltd., part of the SIS Group.
Your accreditation is yours to hold — but it depends heavily on what your FM provider does daily. DTSS works to practices aligned to those frameworks so the evidence is there when assessors are.
Theatre turnaround and emergency areas are not general housekeeping with a different mop. They need staff trained for the protocol, the timing and the pressure.
For a hospital group, the value is that the protocol does not change with the city. One standard, applied and evidenced the same way across every unit.
Scope is configured per site and per area risk level. Figures as published by DTSS. Contact the team for a proposal matched to your bed count, department mix, theatre schedule and accreditation requirements.
A hospital corridor and an office lobby look similar and are cleaned to entirely different standards, for entirely different reasons. Here the work sits inside the infection control chain: colour-coded equipment, defined contact times, a discipline about what moves between which areas. Get it right and it is invisible. Get it wrong and it appears as an infection rate, a failed assessment, or a patient experience score nobody can explain. DTSS builds this practice around trained people, standardised SOPs and a record of what was done.
Theatre and emergency teams are trained for those environments specifically. Turnaround time, protocol discipline and working calmly under pressure are learned skills.
Standardised healthcare SOPs applied pan-India mean a hospital group gets the same protocol and the same evidence format in every unit, regardless of local supervision.
CAFM monitoring and SLA-driven delivery generate the record continuously — so when NABH or JCI assessors ask what happened in a given ward last month, the answer already exists.
Housekeeping, professional cleaning and hygiene services — façade, carpet and pest control through to specialized floor care, sanitation and mail room services.
Explore Services →One contract across soft services, engineering, production support and specialist practices — people, technology and expertise brought together under a self-delivery model.
Explore Services →Specialized facility services for pharmaceutical plants — cGMP compliance, USFDA-aligned processes, validated cleaning protocols and contamination-free clean rooms.
Explore Services →White space control, precision power and cooling support, 24/7 engineering cover, BCP and disaster readiness, and structured incident management with RCA.
Explore Services →Technical maintenance across MEP, HVAC and asset management — preventive and predictive maintenance, energy efficiency optimization and OPEX solutions.
Explore Services →That is worth being precise about. Accreditation is held by the hospital, not by its facility management provider. DTSS works to NABH and JCI-aligned practices, which is what supports your accreditation rather than substituting for it.
Be wary of any FM provider who claims otherwise. What you actually need from a partner is protocols, training and documentation that hold up when assessors examine them — and that is what this service is built to deliver.
Yes. DTSS trains teams specifically for OT and emergency environments rather than rotating general housekeeping staff into them.
Theatre turnaround is a timed, protocol-driven task under real pressure. Emergency departments are unpredictable by definition. Both need people who have been trained for the setting, not just for cleaning.
Directly. Environmental cleaning sits inside the infection control chain — colour-coded equipment, defined contact times, discipline about what moves between areas.
Done well it is invisible. Done poorly it surfaces later as an infection rate, a failed assessment or a patient experience score nobody can account for. That is why this is scoped as a clinical support function rather than general housekeeping.
That is the specific benefit of pan-India standardised healthcare SOPs — the same protocol and the same evidence format in every unit, rather than a standard that varies with local supervision.
DTSS operates across 27+ states, 50+ cities and 23+ offices, so multi-site coverage is delivered by one organisation rather than assembled from regional vendors.
Hospital laundry and linen services, patient support and hospitality services, and integrated support spanning soft services and engineering under a single contract.
For most hospitals the value of integrating is that the linen chain, the ward round and the theatre schedule stop being three vendors' problems and become one partner's responsibility.
No. DTSS operates a self-performed model — the people in your wards and theatres are directly employed and trained by DTSS.
In healthcare that matters more than in most sectors. Training records, immunisation status and accountability for a lapse all need to sit with one identifiable employer.
Use the Explore healthcare services button. A useful proposal needs your bed count, department mix, theatre schedule, current accreditation status and which support functions you are considering.
DTSS has published case material on its hospital work, including a Puducherry hospital engagement. Worth asking for references in a setting comparable to yours.
Controlled spaces. Compliant operations. Specialized facility services for compliant, audit-ready and contamination-controlled pharmaceutical environments.
Facility services designed for pharmaceutical plants, where cleaning is not housekeeping but a validated process with a documented outcome. cGMP compliance, USFDA and other regulatory alignment, validated cleaning and disinfection protocols, personnel trained specifically for controlled environments, and 24/7 support for critical manufacturing areas. Precision-led support for critical environments, from Dusters Total Solutions Services Pvt. Ltd., part of the SIS Group.
In a regulated plant the protocol and its evidence are the deliverable. Validated procedures mean the method is defined, repeatable and defensible — not left to whoever is on shift.
cGMP compliance and USFDA-aligned processes built into daily delivery rather than assembled before an inspection. The difference shows up on an unannounced visit.
Gowning, behaviour and movement discipline in a clean room are learned, not assumed. The people in the room are the single biggest variable in contamination control.
Scope is configured per site and per area classification. Figures as published by DTSS. Contact the team for a proposal matched to your plant layout, classified areas, product type and regulatory obligations.
Pharmaceutical facility management is separated from ordinary housekeeping by one idea: the record is part of the deliverable. A surface that was cleaned correctly but not documented is, to an inspector, a surface that was not cleaned. That changes what you are buying — validated procedures rather than a cleaning schedule, trained cleanroom personnel rather than general staff, and evidence generated as the work happens rather than assembled the week before an audit.
Cleaning and disinfection run to validated protocols — defined agents, defined contact times, defined sequence. Repeatability is what makes the outcome defensible.
Gowning discipline, movement patterns and material transfer are learned behaviours. DTSS trains personnel specifically for controlled environments rather than rotating general staff into them.
CAFM monitoring and SOP-led delivery generate the record while the work is done. Audit readiness stops being a project and becomes the normal state of the contract.
Housekeeping, professional cleaning and hygiene services — façade, carpet and pest control through to specialized floor care, sanitation and mail room services.
Explore Services →One contract across soft services, engineering, production support and specialist practices — people, technology and expertise brought together under a self-delivery model.
Explore Services →Comprehensive hospital support — NABH and JCI-aligned practices, OT and emergency-trained teams, pan-India healthcare SOPs and integrated patient support services.
Explore Services →White space control, precision power and cooling support, 24/7 engineering cover, BCP and disaster readiness, and structured incident management with RCA.
Explore Services →Technical maintenance across MEP, HVAC and asset management — preventive and predictive maintenance, energy efficiency optimization and OPEX solutions.
Explore Services →The record is part of the deliverable. In a regulated plant a surface cleaned correctly but not documented is, to an inspector, a surface that was not cleaned.
So you are buying validated cleaning and disinfection protocols, personnel trained specifically for controlled environments, and evidence generated as the work happens — not a cleaning schedule with a signature at the end of it.
cGMP compliance, with USFDA and other regulatory compliance across the pharmaceutical practice. DTSS also holds ISO 9001:2015 and ISO 14001 certification.
Your specific obligations depend on your markets and product type. Share them at proposal stage so protocols and documentation are specified to match rather than adapted afterwards.
Contamination-free clean room environments are an explicit part of this service, delivered by personnel trained for controlled environments.
Area classification, gowning regime and permitted agents vary plant to plant, so scope is configured per area rather than applied uniformly. The team will want your classification map before quoting.
Campaign cleaning and changeover support are in scope, backed by 24/7 cover for critical manufacturing areas.
Changeover is usually where facility support either protects or costs you production time. Round-the-clock availability is what stops the cleaning window from setting the schedule.
By not needing to prepare for one. SOP-led delivery with CAFM monitoring generates the record continuously, so audit readiness is the normal state of the contract rather than a project run before a visit.
Ask any provider to show you what a month of evidence looks like, unedited. That answers more than a compliance statement does.
No. DTSS operates a self-performed model — the personnel in your controlled areas are directly employed and trained by DTSS.
In a regulated environment that matters more than anywhere else. Training records, gowning discipline and accountability for a deviation all need to sit with one company.
Use the Explore pharma services button. A useful proposal needs your plant layout, classified areas and their grades, product type, campaign pattern and the regulatory obligations you are working to.
DTSS carries this expertise across its pharmaceutical and healthcare practices, and can review your current arrangement to identify where documentation or coverage falls short before you commit.
One facility. One integrated solution. People, technology and expertise working together for safer, smarter and more efficient facilities.
DTSS delivers integrated facility management solutions that simplify multiple business support services by bringing people, technology and expertise together. A customized approach ensures every facility operates safely, efficiently and consistently — while enabling clients to focus on the core business. Soft services, engineering, production support, horticulture, pest management, hospitality, laundry, floor care and specialized pharmaceutical solutions all sit under one contract, one delivery model and one accountable partner. From Dusters Total Solutions Services Pvt. Ltd., part of the SIS Group.
DTSS's own people across every service line, not a chain of subcontractors coordinated by a managing agent. In integrated FM that is the difference between one accountable partner and a procurement exercise you still have to run.
The commercial case for IFM is rarely the cleaning line. It is what planned, coordinated maintenance does to the replacement cycle of the assets you already own.
A pharma plant, a data centre and a corporate campus need different protocols, not the same package with a different logo. DTSS runs distinct practices for each.
Scope is configured per site — IFM is assembled from the service lines your facility actually needs, not sold as a fixed bundle. Figures as published by DTSS. Contact the team for a proposal matched to your portfolio, asset base and operating hours.
Bundling services under one contract is not automatically cheaper. It is cheaper when the provider genuinely self-performs, because the savings come from shared supervision, shared mobilisation and one team that can flex between tasks — none of which happen if the provider is really a managing agent subcontracting each line separately. That is the distinction worth testing in any IFM tender, and it is the one DTSS is built around: people, technology and expertise brought together rather than coordinated at arm's length.
Self-delivery across every line means a single trained team under single supervision. The efficiency is structural rather than a discount negotiated at renewal.
Pharmaceutical work runs to cGMP and USFDA-compliant processes; healthcare to NABH and JCI-aligned infection control; data centres to uptime and white-space discipline. Same company, different rulebooks.
SLA-driven delivery with CAFM monitoring and structured reporting. Across the business it supports a 3.6 out of 4 satisfaction index and, in data centres, 99.99%+ uptime.
Housekeeping, professional cleaning and hygiene services — façade, carpet and pest control through to specialized floor care, sanitation and mail room services.
Explore Services →Specialized facility services for pharmaceutical plants — cGMP compliance, USFDA-aligned processes, validated cleaning protocols and contamination-free clean rooms.
Explore Services →Comprehensive hospital support — NABH and JCI-aligned practices, OT and emergency-trained teams, pan-India healthcare SOPs and integrated patient support services.
Explore Services →White space control, precision power and cooling support, 24/7 engineering cover, BCP and disaster readiness, and structured incident management with RCA.
Explore Services →Technical maintenance across MEP, HVAC and asset management — preventive and predictive maintenance, energy efficiency optimization and OPEX solutions.
Explore Services →IFM is the umbrella, not a seventh option. Soft services, engineering, pharmaceutical, healthcare and data centre facility management are all delivered under it.
You are choosing a contracting model rather than a service: one provider, one delivery team, one set of SLAs and one point of accountability across everything your facility needs — instead of five vendors you coordinate yourself.
It depends entirely on whether the provider self-performs. Real savings come from shared supervision, shared mobilisation and one team that can flex between tasks. A managing agent who subcontracts each line separately delivers the simplicity without the saving.
DTSS operates a self-delivery model across its service lines, which is the specific thing worth testing in any IFM tender.
No. Scope is configured per site — IFM is assembled from the lines your facility actually needs rather than sold as a fixed bundle.
Many clients start with the two or three functions causing the most friction and extend as the relationship proves out.
Improved asset life and reduced downtime. That is usually where the commercial case sits — planned, coordinated maintenance changes the replacement cycle of equipment you already own.
The cleaning line is the visible part of an FM budget. The asset line is the expensive one.
Yes, through distinct practices rather than a generic package. Pharmaceutical work runs to cGMP and USFDA-compliant processes; healthcare to NABH and JCI-aligned infection control with OT protocols; data centres to white-space control, precision CRAH and power management with 99.99%+ uptime alignment.
DTSS holds ISO 9001:2015 and ISO 14001 certification alongside that sector expertise.
Through technology-enabled operations — CAFM for real-time monitoring, structured reporting and SLA-driven delivery, with 27+ states, 50+ cities, 23+ offices and 22 strategic business units behind it.
For a multi-site operation consistency is usually the whole point: the same process and the same reporting format regardless of which city the site is in. DTSS reports a 3.6 out of 4 customer satisfaction index across the business.
Use the Explore IFM services button to request a facility audit. A useful proposal needs your portfolio — building types, areas, asset base, headcount, operating hours and any regulatory obligations specific to your sector.
The audit is worth taking on its own terms: it identifies where your current arrangement duplicates effort or leaves gaps, before you commit to anything.
Smart soft services — reliable facility support for cleaner, better-managed spaces.
Housekeeping, professional cleaning and hygiene services that deliver spotless, healthy and aesthetically pleasing environments. Façade, carpet and pest control through to specialized floor care, sanitation and mail room services — delivered by a trained, uniformed workforce under DTSS's self-performed model, monitored through CAFM in real time, and run to audit-ready, statutory-compliant practice. From Dusters Total Solutions Services Pvt. Ltd., part of the SIS Group.
Direct workforce management rather than a subcontract chain. That is what makes control and accountability real — and it is the first question worth asking any FM provider.
Computer-aided facility management gives live reporting rather than a monthly summary — so drift in the standard is visible while it is still small enough to correct.
Smart cleaning solutions and specialized floor care using environmentally responsible chemistry — which matters increasingly when your own ESG reporting has to account for it.
Scope is configured per site. Figures as published by DTSS. Its wider portfolio also covers technical and engineering services, business and production support, horticulture, pest management, hospitality, laundry, floor care and specialized pharmaceutical solutions. Contact the team for a proposal matched to your building, headcount and operating hours.
Soft services is a people business that fails for process reasons. The team is capable, the proposal was sound, and yet twelve months in the standard has drifted because nobody wrote down what good looked like or checked whether it was still happening. DTSS builds against that specifically: directly employ the people so accountability has somewhere to land, define the work as SOPs and SLAs so the standard outlives any one supervisor, and run it on CAFM so drift is visible while it is still small. That is what the company means by transforming services into solutions.
The people on your site are DTSS's own, trained and uniformed. When something slips there is no chain of suppliers to work back through before anyone can fix it.
The work is defined before it is done and evidenced after. ISO 9001:2015 and ISO 14001 certification and cGMP experience mean the documentation discipline is already in place.
Real-time monitoring and reporting turns service quality into figures and a record, rather than a walkthrough and an impression. Across the business it supports a 3.6 / 4 satisfaction index.
One contract across soft services, engineering, production support and specialist practices — people, technology and expertise brought together under a self-delivery model.
Explore Services →Specialized facility services for pharmaceutical plants — cGMP compliance, USFDA-aligned processes, validated cleaning protocols and contamination-free clean rooms.
Explore Services →Comprehensive hospital support — NABH and JCI-aligned practices, OT and emergency-trained teams, pan-India healthcare SOPs and integrated patient support services.
Explore Services →White space control, precision power and cooling support, 24/7 engineering cover, BCP and disaster readiness, and structured incident management with RCA.
Explore Services →Technical maintenance across MEP, HVAC and asset management — preventive and predictive maintenance, energy efficiency optimization and OPEX solutions.
Explore Services →Housekeeping, mechanized janitorial support, professional cleaning — façade, carpet and pest control — plus high-rise cleaning, specialized floor care and sanitation, mail room services and specialized cleaning.
This is the people-delivered side of running a building. The technical side — MEP, HVAC, asset management — sits under Engineering Services, and DTSS also runs production support, horticulture, hospitality, laundry and specialized pharmaceutical solutions.
No. DTSS operates a self-performed model — direct workforce management, with trained and uniformed teams.
It is worth asking any FM provider this. With a subcontract chain, accountability disperses at exactly the moment you need it concentrated.
Through CAFM — computer-aided facility management giving real-time monitoring and reporting — layered over SLA-driven delivery and audit-ready practice.
The practical difference is that drift becomes visible while it is still small. Most FM contracts do not fail suddenly; they decline gradually, and without a live record nobody notices until it is a complaint. DTSS reports a 3.6 out of 4 customer satisfaction index across the business.
ISO 9001:2015 for quality management and ISO 14001 for environmental management, alongside occupational health and safety certification.
DTSS also carries deep cGMP and USFDA-compliant expertise from its pharmaceutical and healthcare work. Even on a commercial site that matters, because the documentation discipline those sectors demand carries across.
50,000+ professionals serving 1,500+ clients and managing 350+ million sq. ft., across 27+ states, 50+ cities, 23+ offices and 22 strategic business units.
DTSS — Dusters Total Solutions Services Pvt. Ltd. — is part of the SIS Group, a publicly listed multinational business services organisation. Scale matters in FM for an unglamorous reason: cover. A provider with depth in your city can replace an absent team member the same morning.
DTSS works across manufacturing, pharmaceuticals, healthcare, data centres, commercial real estate, retail, education, industrial facilities and residential communities.
Sector experience shows up in the details — a hospital corridor, a pharma corridor and an office lobby look similar and are cleaned to completely different protocols. Ask what DTSS has run in your sector specifically; the healthcare and pharma work in particular has published case material.
Use the Request a free facility audit button. A useful proposal needs your building type, area, headcount, operating hours and the services you are considering.
The audit is worth taking on its own terms — it will identify where your current scope is duplicated or missing before you commit to anything.
