You may have heard that self-cleaning restrooms are starting to make their way into Canadian cities. At first, the concept sounds almost futuristic: a public restroom that can automatically clean itself between uses, reduce maintenance demands, and give people a more reliable place to go when they’re downtown, in a park, using public transit or attending a public event.

For facility managers and cleaning contractors, it’s easy to understand the appeal. Public restrooms are essential, but they are also among the hardest spaces to keep clean, stocked, and consistently open – especially in high-traffic or unpredictable environments. Any technology that promises to improve hygiene, expand access and ease the pressure on cleaning teams is worth paying attention to.

However, recent Canadian examples have shown that “self-cleaning” does not mean “self-managing.” In Calgary’s East Village, automated public washrooms that had served the community for nearly a decade were closed in 2022 as the local development corporation sought safer, more functional alternatives amid rising maintenance costs and safety concerns. In Montreal, local reporting has also pointed to self-cleaning public toilets being closed because they were broken.

These examples don’t mean automation has failed. Rather, they teach us an important lesson about how we move forward: the best restroom hygiene outcomes come from technology and human expertise working together.

Where automation can help most – and what it can’t predict

The real value of automation is consistency. Automated flushing, touch-free fixtures, timed occupancy controls and programmed cleaning cycles can help facilities maintain a cleaner baseline between staff visits. In high-traffic public environments, that can make a meaningful difference – especially when restroom access is limited and cleaning teams are responsible for covering large or dispersed areas.

But public restrooms are rarely predictable: usage can spike, supplies can run out, fixtures can break and users can encounter barriers that make the space feel unsafe or unusable. A self-cleaning system can complete a programmed cycle, but it cannot always judge what needs attention next.

This is where cleaning professionals make the difference. They can spot what technology may miss – whether a spill needs immediate attention, a dispenser should be refilled before the next rush, or a broken lock has made a stall unusable for guests who need privacy.

Cleaning professionals are skilled operators

Cleaning professionals are essential operators in a modern hygiene system. A trained cleaner does far more than wipe surfaces. Cleaning professionals assess risk, prioritize tasks, identify early signs of equipment failure, and respond to unexpected conditions. They make the judgment calls automated systems can’t – knowing when a restroom needs a deeper clean, when traffic patterns have changed, when supplies should be restocked ahead of schedule, and when an issue needs to be escalated before it becomes a closure.

Research indicates that Canadian cleaners take pride in their profession, while still citing a need for stronger support. 85 per cent of Canadian cleaners say they are satisfied with their job, and 78 per cent say they feel respected and valued by their employer. Still, more than half cite tools, supplies, and equipment as a workplace challenge[1].

For facility managers, there’s a clear call to action: equip cleaners with better tools, better data, and better systems so they can focus their expertise where it has the greatest impact.

The next phase is augmented hygiene

The strongest model for facilities is not fully manual or fully automated. It’s augmented hygiene: a hybrid approach that uses technology to improve efficiency while relying on people for judgment, adaptability and quality assurance.

In practice, this can include connected dispensers that alert teams before supplies run out, traffic data that helps managers adjust cleaning schedules, automated systems that handle routine rinsing or flushing, and trained staff who inspect, restock, sanitize, and respond to issues in real time. Technology can help cleaning teams move from reactive work to proactive service.

A practical path for Canadian facility leaders

For facility managers considering automated restroom solutions, the lesson isn’t to avoid technology – rather, it’s to plan for the operating model that supports tech improvements.

Before implementation, teams should ask:

• Who will monitor system performance and respond when something breaks?
• How will cleaning teams receive alerts or data from connected systems?
• What is the plan for supply refills, misuse, seasonal conditions and peak traffic?
• How will the facility maintain privacy, safety and accessibility?
• What training do cleaning professionals need to manage the technology effectively?

Self-cleaning restrooms can be part of the solution, especially in communities where public restroom access is limited. But they shouldn’t obscure the human expertise required to keep those spaces safe, functional, and trusted. The facilities that deliver the best hygiene outcomes will be the ones that treat automation not as a replacement for people, but as a tool that helps skilled cleaning professionals do their best work.

Because at the end of the day, a clean restroom isn’t created by technology alone, but rather, a system – one that combines smart tools, thoughtful design and the human judgment needed to serve every visitor with dignity.

Katrin “Kat” Ferge is the North American Regional Marketing Manager for Professional Hygiene – Commercial segment at Essity. In her role, she is focused on Essity’s professional hygiene brand Tork and helping businesses including office buildings, recreational facilities, passenger terminals and educational institutions leverage better hygiene for better business performance. She has more than 15 years of experience in brand communications and marketing. Kat received her bachelor’s degree from Ludwigshafen University of Business and Society in Germany and later received her MBA from the Thunderbird School of Global Management at Arizona State University.

Source:

[1] Tork Insight Survey 2025.