Comparing quotes for a large Yennora site with very few people

The floor does not care how many people work on it. A large slab needs machine attention on a cycle set by traffic and dust rather than by headcount. The amenities behave in the opposite way: a washroom serving twelve people needs a fraction of the attention one serving a hundred does, regardless of how big the building around it happens to be and no headcount figure will tell a provider anything useful about it.

Quotes that miss this arrive at odd figures. Priced by area, the amenities allowance is generous and the site pays for attention it does not need. Priced by headcount, the floor programme is thin and the building deteriorates slowly in a way nobody connects to the quote. Splitting the two makes both halves visible and correctable and it makes future changes considerably easier to price.

Give them the floor area, the headcount, the shift pattern and whether drivers or visiting contractors use the amenities. That last item matters more than people expect on a transport site, where the number of people using a washroom can be several times the number employed there. Providers cannot allow for what they have not been told and a transport site can easily double its effective amenity load that way.

Also tell them how much of the floor is racked or obstructed. A large area with dense racking has far less machine-accessible surface than its total suggests, and a quote based on the gross figure will either be too high or will assume coverage that cannot be achieved. Providers who ask about this during the walkthrough have priced warehouses before and their questions during the walkthrough will show it.

Once the split exists, compare each half against the others. Differences in the floor programme usually come down to coverage rate assumptions and how much of the floor is included. Differences in the amenities half usually come down to attendance frequency and whether consumables are inside the price. Both are straightforward to resolve with one round of questions and one round of questions usually closes the gap entirely.

Keep the split in the arrangement afterwards. It makes future changes simple: a rise in headcount adjusts one half without reopening the other, and a change to the racking layout adjusts the floor programme alone. That is considerably easier than renegotiating a single blended figure every time one aspect of the operation changes and it keeps both halves visible at every review. Ask for the split to survive into the signed document.