Explainer
Comment
Economics
5 min read

Cleaning up cleaning: the problem with split shift work

Unhealthy and unnecessary working practices impact unseen cleaners. It doesn’t have to be like that argues Ryan Gilfeather.

Ryan Gilfeather explores social issues through the lens of philosophy, theology, and history. He is a Research Associate at the Joseph Centre for Dignified Work.

A cleaner sweeps between large white interior walls of a concourse.
Photo by Verne Ho on Unsplash.

In offices across the country cleaners are often kept out of sight whilst the other workers do their jobs. Cleaners are instead brought in for two short shifts, the first starting as early as 1, 2 or 3 am, and a second beginning around 8pm. Most of us overlook this pattern of work, taking for granted that it is necessary.  

However, dig a little deeper, and its insidious nature emerges. We begin to see how it is mostly unnecessary and harms the flourishing of cleaners in their health, family, and dignity. It treats small financial gains as worth more than human lives.  

For many industries, cleaning does not need to happen in the early mornings and late nights. Consider the downsides of daytime cleaning. The cleaner would need to manoeuvre around colleagues at their desks and in meeting rooms, but they would still clean to a high standard in a similar timeframe. Their job does not need to be done during unsociable hours. There is a minor cost to the company in the office. The office worker might need to briefly step away from their desk for a moment as it is cleaned, they may be momentarily distracted by the sound of a hoover, and a meeting room may be out of action for a very short time. The only costs would be a tiny loss in efficiency and profits to the companies who hire these cleaners. Since the negative consequences of daytime cleaning, instead of split shifts at unsociable hours, are so marginal, the current working patterns are clearly unnecessary. 

No choice, compelled to say yes 

Importantly, these cleaners often do not have any other choice. I meet many of these cleaners in my work at the Joseph Centre for Dignified Work. None of them choose to work split shifts at unsociable hours. For many, employment with better conditions is simply not available. About 27 per cent are migrants and often they lack English-speaking skills, preventing them from getting other kinds of jobs. 59 per cent have attained an education below the equivalent of C or 4 at GCSE, so it is hard for them to find other work. 17 per cent are ethnic minorities, who face greater barriers accessing other kinds of work. They have to work, they often have no better choices than cleaning, and in this industry they cannot say no to these working patterns. In this way, they are compelled to say yes to these kinds of split shifts.  

Split shifts deadly consequences 

This working pattern damages health. A recent medical study demonstrates that working night shifts, a similar pattern to split shifts, more than doubles the odds of developing breast cancer Another study shows that shift-work disturbs worker’s circadian rhythms. This in turn leads to problems with cancer, heart health, mental health, and more. Split shifts have deadly consequences for cleaner’s health. 

Eroding family time 

Split shifts also steal cleaner’s time from their families. When cleaners earn below the real living wage, their family relationships suffer; 48 per cent say that their wage level has negatively affected their relationship with their children. For many, poverty wages force cleaners to take on two or more jobs. As Angus Ritchie, an Anglican priest, academic, and campaigner for marginalised communities puts it, poverty wages force workers to: 

 ‘to choose between spending enough time with their children and having enough money to provide for them.’ 

These cleaners, who are often on poverty wages too, may only be able to briefly see their children between the end of school and the beginning of the nightshift, but will miss out on caring for them in the morning and enjoying extended periods of quality time. Therefore, when employers unnecessarily force these working hours upon cleaners, it also harms their relationships with their families. 

Denying dignity 

These patterns of work also render cleaners invisible. In an Equality and Human Rights Commission report from 2014, cleaners spoke about how they were made to feel ‘invisible’ and like the ‘lowest of the low.’ It is hardly surprising that they have this experience when the patterns of work we force upon them are designed to literally stop office workers from seeing them. Cleaners do crucial work which enables the broader enterprise of offices all around the country to function, yet they remain hidden away, their existence and contribution unseen and unacknowledged. Needless to say, these unnecessary split shifts take away their dignity. 

Why value humanity 

Campaigning to oppose this practice are Christians. Here’s why. The Bible and its tradition teaches that all human beings share the same inextinguishable value. As part of the story of creation says,  

“God created humankind in his image, in the image of God he created them.” 

Over the centuries Christians have interpreted this passage as affirming the same fundamental value of every person as one made in the image of God. Every person in some way dimly mirrors God’s inestimable goodness and love, and is, therefore, of greater value than all the riches of the world. To treat someone as less valuable than us or material goods is to deny the reality of how God created the world. 

Split shifts at unsociable hours, however, represents the opposite belief. As argued above, these patterns of working are largely unnecessary, and only lead to small financial gains for the companies who hire the cleaners through tiny increases in efficiency. However, these small riches are treated as worth more than the flourishing of lives which are of inestimable value because they are made in the image of God. Fractional gains in money are placed above their ongoing health, their family relationships, and their dignity through recognition. These meagre financial rewards are more treasured than the flourishing of lives made in the image of God.  

The working patterns are bad for cleaners. Not just because they damage health, but more fundamentally, because they deny the reality of God’s desire for creation. Enforcing split-shifts in pursuit of financial gain values small amounts of money above the flourishing of human beings, the infinitely valuable image of God, in their health, family, and dignity. 

Christians are beginning to oppose this practice. For example, in 2017, three Christian organisations (Centre for Theology and Community, Church Mission Society, and the church, St Andrew by the Wardrobe) launched Clean for Good. This ethical cleaning company treats cleaners fairly; they pay the Real Living Wage and give holiday leave, sick pay, training and guaranteed working hours. Crucially, they also don’t force cleaners into working anti-social hours. They offer cleaners working conditions and hours which enable them to flourish in their health, family, and dignity, because they truly believe that these workers are infinitely valuable, being made in the image of God.  

Article
Character
Community
Economics
4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns
A knitted post box topper shows a group of people and the word powerhouse.
Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results. 

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow. 

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training. 

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet. 

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources. 

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship. 

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home. 

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.  

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.  

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating. 

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors. 

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality." 

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust. 

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer." 

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals. 

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose. 

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.  

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together. 

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow. 

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