With more than 5,340 employees according to STATEC, Dussmann Luxembourg has become the country's largest private employer. CEO Tun Di Bari, however, downplays the achievement: "We have not won the World Cup". In an interview with RTL, he explains how the group reached this milestone, why staff numbers fluctuate, and what the future holds.
While Dussmann is often associated primarily with cleaning services, the group's activities in Luxembourg are far broader. Di Bari explains that Dussmann Luxembourg operates as a multi-service provider built on four pillars; the largest of these is cleaning and facility management, employing over 3,000 people. This sector handles everything from basic cleaning to comprehensive maintenance for a wide range of clients.
The second pillar is Dussmann Security, which employs around 1,200 security agents and patrol officers. Their responsibilities include guarding and surveillance of buildings such as hospitals, including the Centre Hospitalier de Luxembourg (CHL) and the Centre Hospitalier Emile Mayrisch (CHEM), as well as supermarkets and banks.
The third branch, Dussmann Catering, manages collective catering services. This includes providing meals for businesses, hospitals, retirement homes, and schools. Through its Restopolis brand, Dussmann also serves nurseries and secondary schools across the country.
Finally, unique to Luxembourg is Dussmann Lavador, an industrial laundry facility based in Roost, Bissen. Boasting the most modern equipment within a 200km radius, this facility employs 220 staff and processes as much as 47 tonnes of laundry daily, a figure that makes it very likely Dussmann handled the linens during your last hotel stay in Luxembourg.
Dussmann has long been among Luxembourg's ten largest employers, but it now sits at the top of the list. Yet, for Di Bari, this is not a contest. "We have not won the World Cup! It is the daily work of our employees, managers, and teams that earns our clients' trust", he says.
The group's growth is closely linked to sector-wide collective agreements. Di Bari explains that when Dussmann wins a contract – be it for cleaning, security, or other services – existing staff are transferred as part of the agreement, providing employees with job security and continuity as well as helping to prevent precarious working situations. Consequently, staff numbers can fluctuate depending on contracts gained or lost, making growth a question of opportunity and performance, not just ambition.
Dussmann's workforce has expanded from 2,260 in 2006 to over 5,340 today. Di Bari stresses that this growth has been entirely organic and that Dussmann has not acquired other companies in Luxembourg, but rather has relied on competitiveness and innovation. The CEO explains that they listen to clients, who they see as partners rather than clients, and try to meet their needs, which builds trust.
Moreover, the company invests heavily in equipment, such as tractors, sweepers, and robots, and has recently focused on staying at the cutting edge of technology and digital processes. Di Bari sees reactivity and flexibility as their strengths, noting that Dussmann operates like a "well-organised army".
The actual number of employees has already surpassed official figures, reaching 5,480. With new contracts potentially on the horizon, that number could rise to 5,500 or even 5,550 by year's end. Growth, however, must be managed carefully, the chief observes, noting that it is a balancing act. He likens it to a football team, where strong management must accompany growth.
Di Bari insists that their employees remain their greatest asset. He hopes that people working in all of Dussmann's sectors, from cleaning staff and security agents to catering teams and refuse collectors, will receive the recognition they deserve, noting that "these are noble professions that merit greater appreciation".
Dussmann Luxembourg’s journey is, according to Di Bari, a steady progression built step by step, albeit with some shining moments. He cites the recent acquisition, in February 2026, of a major cleaning contract at the Hôpitaux Robert Schuman, which brought 120 new staff. Since 1 May 2026, Dussmann has also taken on cleaning the trains for CFL, Luxembourg's national railway operator, adding 90 more employees. With another ongoing tender that could represent 120 additional jobs, the company’s story continues to evolve with each new opportunity.
Looking ahead, Di Bari sees the greatest potential for expansion in the cleaning sector, with new, attractive clients still to be won. The security sector remains stable, but further growth will be more incremental, with the possibility of winning contracts for teams of 20 to 30 people at a time.
