Public washrooms are among the most frequently used yet often overlooked components of urban infrastructure. Whether in airports, shopping malls, parks, beaches, hotels or transport hubs, their condition can significantly influence how people perceive the quality of a facility. A well-maintained washroom reinforces confidence in its management, while an unpleasant experience can undermine an otherwise exceptional environment. 

Across the Gulf Cooperation Council (GCC), substantial investments in tourism, hospitality, transport infrastructure and public spaces have raised expectations for hygiene and service quality. As visitor numbers increase and public destinations become busier, maintaining washroom standards throughout the day presents a growing operational challenge. 

Yet an important question remains: are facilities being assessed on how clean they appear during inspections, or on how effectively they serve users throughout the day?

For cleaning professionals and facilities management operators, the distinction is critical. A washroom may have spotless floors and polished fixtures but still fail to deliver an acceptable experience because of empty soap dispensers, inadequate accessibility, malfunctioning equipment or excessive waiting times. 

Three industry experts — Sarika Saluja, General Manager, World Toilet Organization; Pamini Hemaprabha, International Hospitality Consultant; and Silke Joypaul, Senior Manager, PM Cleaning Services — share their perspectives on the standards, operational practices and performance indicators needed to improve public washroom management across the GCC. 

Beyond Visible Cleanliness: What Defines a Good Washroom? 

Traditionally, washroom inspections have focused heavily on visible cleanliness. Floors, sanitary fixtures, mirrors and odour control remain important indicators, but they do not provide a complete picture of hygiene or service quality. 

A genuinely effective public washroom must combine cleanliness with functionality, accessibility, adequate supplies and consistent maintenance. 

Sarika Saluja believes the industry needs to reconsider the fundamental purpose of washroom assessments. 

“A public toilet can look clean yet fail users through a lack of soap, inaccessible facilities, long queues or poor maintenance.” 

Her observation highlights an important gap between facility appearance and user experience. Even a newly constructed washroom can fall short if its design or management does not adequately address the needs of its visitors. 

Pamini Hemaprabha similarly emphasises that washroom standards should reflect the entire experience rather than isolated cleanliness indicators. 

“A useful washroom report card should assess more than appearance. It should consider cleanliness, maintenance, accessibility, ventilation, safety and the availability of basic supplies.” 

This broader approach requires facilities managers to evaluate not only whether cleaning tasks have been completed, but also whether the washroom remains comfortable, safe and operational. 

Silke Joypaul draws attention to the difference between visual presentation and actual hygiene performance. 

“A washroom may look spotless, smell fresh and have well-stocked dispensers, but appearances alone cannot establish hygiene standard.”

Effective cleaning must therefore address high-touch surfaces such as taps, door handles and dispensers, alongside reliable handwashing and drying facilities. 

For operators, the implication is clear: cleanliness must be evaluated as part of an integrated service rather than as a standalone housekeeping activity. 

The Challenge of Maintaining Standards Throughout the Day 

One of the greatest challenges in public washroom management is maintaining consistency under fluctuating demand. 

Airports, shopping malls, hospitality venues and recreational destinations experience substantial variations in footfall. A washroom that meets every requirement early in the morning may face depleted consumables, wet floors, blocked fixtures or overcrowding during peak periods. 

The GCC's cooler months introduce additional pressures as residents and tourists increasingly visit parks, beaches, waterfronts and outdoor attractions. 

Saluja stresses that infrastructure and operational planning must anticipate these fluctuations. 

“Public washrooms need sufficient capacity to accommodate seasonal peaks while maintaining hygiene, accessibility and service quality.” 

This requires a proactive approach that considers visitor volumes, staffing requirements, supply replenishment and contingency arrangements. 

Hemaprabha also identifies continuous upkeep as a defining characteristic of successful washroom management. 

“In busy locations such as malls, airports, hotels, transport hubs and event venues, a washroom that is clean at opening but may need dedicated professional during peak hours in meeting the standard guests expect.” 

The operational challenge is not simply determining how frequently washrooms should be cleaned, but ensuring cleaning resources are deployed when and where they are most needed. 

Joypaul reinforces this point by questioning the limitations of periodic inspections. 

“A satisfactory inspection records a moment in time; it does not guarantee the same experience for the next user.” 

For cleaning contractors, this creates a strong case for demand-responsive scheduling. Fixed cleaning frequencies provide structure, but supervisors must also have the flexibility to adjust staffing and interventions based on actual conditions. 

Accessibility, Inclusion and the Question of Potty Parity

While hygiene remains central to washroom management, accessibility and equitable provision are equally important. 

Public facilities serve individuals with different physical abilities, ages and personal requirements. Women, children, older people, caregivers and people with disabilities may experience washroom environments differently. 

A facility that appears adequate from a design or capacity perspective may not necessarily provide equal access in practice. 

Saluja raises the issue of potty parity, particularly the imbalance that can arise when men's and women's washrooms are allocated equal numbers of cubicles despite differences in usage patterns. 

“Providing equal numbers of toilet cubicles for women and men does not necessarily ensure equitable access.” 

Women may require additional time because of menstruation, pregnancy, caregiving responsibilities or accompanying young children. Consequently, identical cubicle provision can produce unequal waiting times, particularly during major events. 

Addressing this issue requires planners to consider demand patterns, appropriate capacity, family facilities and accessible design from the outset. 

Hemaprabha agrees that inclusive provision should be an essential component of performance assessments. 

“Accessible facilities and family-friendly features matter too, helping ensure that washrooms work for people with different needs.” 

Accessibility should also extend beyond physical design. Clear signage, functional fixtures, adequate maintenance and unobstructed access all contribute to whether a washroom can be used independently and comfortably. 

For GCC municipalities, developers and facilities managers, incorporating inclusion into washroom planning and audits could help bridge the gap between infrastructure provision and actual user experience. 

Smart Washrooms: Turning Data Into Better Service 

Technology is increasingly influencing how public washrooms are monitored and maintained. 

Smart dispensers, footfall counters and digital inspection platforms can provide cleaning teams with information about usage patterns, consumable levels and emerging maintenance requirements. 

These systems can help facilities managers move from reactive cleaning to more informed operational planning. 

However, technology alone cannot guarantee improved hygiene outcomes. 

Joypaul points to Dubai Airports as an example of how real-time monitoring can support washroom operations, particularly through tracking traffic and consumable levels. 

“The value lies in turning information into action. An alert about low soap levels is useful only if someone takes responsibility and replenishes the dispenser promptly.” 

Her observation underlines the importance of combining digital systems with clearly defined responsibilities and responsive supervision. 

Technology can indicate that a washroom has experienced heavy usage, but it cannot necessarily determine whether every surface has been cleaned effectively or whether a fixture requires immediate attention. 

Saluja similarly recognises the value of digital monitoring while emphasising the importance of sound operational foundations. 

“Technology and effective facility management can improve service delivery, but they must be supported by adequate infrastructure and demand-based planning.” 

Hemaprabha advocates a practical approach in which technology supports established cleaning and maintenance procedures. 

“High-traffic public environments can make consistent upkeep challenging. However, practical steps—frequent inspections, reliable cleaning procedures, sustainable solutions, attention to details, durable fixtures and easy ways for guests to report problems—can make a noticeable difference.” 

The message for cleaning and FM providers is that smart washroom management must be built around operational outcomes, not simply the adoption of digital tools. 

Hand Hygiene: Closing the Gap Between Provision and Practice 

Hand hygiene remains one of the most fundamental aspects of public washroom performance. 

Providing reliable access to water, soap and hand-drying facilities is essential. However, availability must be maintained consistently, particularly in high-traffic environments. 

An empty dispenser or malfunctioning tap can compromise the user experience even when the remainder of the facility is well maintained. 

Joypaul emphasises the shared responsibilities involved in maintaining effective hand hygiene. 

“Users share responsibility for good hygiene, while facility managers, cleaning teams and service providers must create the conditions that support it.” 

Facility operators must ensure that essential supplies are accessible, functional and replenished promptly. Clear signage, appropriate dispenser placement and routine checks can support hygienic behaviour. 

Hemaprabha highlights the importance of accountability and regular performance reviews. 

“Ultimately, hygiene is not a one-time achievement; it depends on consistent standards and accountability.” 

For cleaning teams, this means treating consumable replenishment and equipment functionality as integral components of hygiene management rather than secondary maintenance tasks. 

Saluja proposes that basic hygiene provision should be among the first questions considered in any washroom assessment. 

“A public washroom report card should begin with four questions that matter most to users:” 

Her proposed assessment addresses availability, access to water and soap, accessibility for people with special needs, and the ability to maintain cleanliness and functionality throughout the day. 

These fundamentals provide a useful starting point for developing consistent performance standards. 

Building a Measurable Public Washroom Report Card 

The concept of a public washroom report card offers an opportunity to introduce greater transparency and accountability into facility management. 

Rather than relying exclusively on visual inspections, operators could adopt a structured evaluation framework combining hygiene, accessibility, infrastructure performance and user satisfaction. 

Proposed Public Washroom Report Card 

Editorial framework based on the contributors' recommendations 

Saluja supports the development of a comprehensive framework that can guide investment and operational improvements. 

“A GCC-wide survey, combined with facility audits, would help identify gaps and guide investment priorities.” 

Such an approach could help public authorities and private operators identify recurring weaknesses, compare performance across facility types and prioritise corrective measures. 

Hemaprabha emphasises that performance assessments must reflect the experience delivered throughout operating hours. 

“A strong report card is one where cleanliness, comfort and accessibility are maintained throughout the day—not just when an inspection is expected.” 

Joypaul believes assessments should also establish whether identified problems are being resolved effectively. 

“The most useful report card shows where service is falling short, why problems recur and what needs to change.” 

For FM companies and cleaning contractors, these indicators could also inform service-level agreements, workforce deployment, training requirements and client reporting. 

A report card would be most valuable when used as a continuous improvement mechanism rather than another administrative exercise. 

Sustainability Without Compromising Hygiene 

Sustainability is another consideration shaping the future of public washroom operations. 

Responsible consumption of water, cleaning chemicals and disposable supplies can contribute to wider environmental objectives. However, resource efficiency must not come at the expense of hygiene or user comfort. 

Smart dispensing systems, durable fixtures, appropriate cleaning procedures and more accurate demand forecasting can support better resource management. 

The challenge is finding a balance between operational efficiency and consistent service delivery. 

Facilities managers must ensure that efforts to reduce consumption do not create shortages, inadequate cleaning frequencies or poorly maintained infrastructure. 

Integrating sustainability into washroom assessments would allow operators to evaluate environmental performance alongside hygiene, maintenance and accessibility. 

This is particularly relevant as cleaning and FM providers across the GCC face growing expectations to demonstrate both service quality and responsible resource management. 

From Clean Facilities to Dignified Experiences 

Public washrooms may represent a relatively small component of a major development, but their impact on the visitor experience can be substantial. 

For the GCC, where infrastructure quality, hospitality and public service standards are closely connected to regional ambitions, washroom performance deserves greater attention. 

The experts' perspectives reveal a common priority: moving beyond superficial cleanliness towards measurable, consistent and inclusive service delivery. 

Achieving this requires collaboration between public authorities, developers, facilities managers, cleaning contractors and users. It also demands adequate infrastructure, trained personnel, reliable maintenance systems and meaningful performance monitoring. 

Ultimately, the success of a public washroom should not be determined solely by how it looks immediately after cleaning, but by whether it remains hygienic, accessible, functional and comfortable for everyone who uses it. 

As Saluja concludes: 

“Delivering a dignified washroom experience requires treating it as a shared service responsibility, supported by effective management, adequate staffing and continuous user feedback.” 

For the GCC cleaning and facilities management industry, the next step is to translate these expectations into measurable standards. Because the true measure of a public washroom is not simply whether it looks clean, but whether it consistently delivers hygiene, accessibility and dignity.