The Executive
HOUSEKEEPER
Vol 17
No 3
PP322210/00016
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Publishers LETTER
H
otels might not always be the best place to unwind over Christmas but here at the Executive Housekeeper we’re hoping that you’ll have a moment to celebrate and enjoy the festive season. We’re kicking off the last issue for 2013 with a fantastic article by Elizabeth Gillespie on the use of steam and microfibre. The study was done at Monash Health with some excellent results. We will also be looking at consultative selling and seeing what benefits it can bring to housekeeping departments. This is where a lot more collaboration between the housekeeper and salesperson occurs with your needs being more readily considered. For something a bit heavier we look at the vexed issue of death in housekeeping. It’s every employee’s worst fear on the job. It might be unlikely that you’ll encounter death when you walk into a hotel room, but it’s certainly worth hearing from Neutral Zone’s George Livanios on what to do if it does happen.
On a positive note, we chat with the 2013 Executive Housekeeper of the Year Shirley Delaberbis and her story of turning a housekeeping department on its knees into a well-trained unit with strong employee satisfaction. We also speak with Con Katsinas on his experience as the head of a housekeeping outsourcing company and what makes the concept so successful. We also look at the art of communication, entrance matting, Romilly Madews article on a ‘green makeover’ for hotels, mattress cleaning and our good friend Col Nation looks at how using an incorrect chemical to remove a stain can turn into a major disaster. Thank you to everyone who has contributed to the magazine throughout the year and to the housekeepers who have enjoyed reading it. See you again in 2014! Merry Christmas, Neil Muir
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Adbourne Publishing 18/69 Acacia Road Ferntree Gully VIC 3156 PO Box 735, Belgrave, VIC 3160 www.adbourne.com Editorial Consultant Max Agnew Editorial Contributor Thomas Johnson
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Contents 8
PEHN News
10 PHAN News 14 SEQPHA News 16 Talking at Cross Purposes 21 Encountering Death 24 Cleaning Clinical Areas Without Chemicals 29 Myths of Entrance Matting 31 Quality vs Price 32 Hotel Properties Reconsider Carpeting 34 How Consultative Selling Works for You 40 Watermark Hotel & Spa, Gold Coast 42 Incorrect Bed Valances 44 Shirley Delaberbis Profile 48 Con Katsinas Company Profile 50 Peter Jones Profile 52 The Greatest Asset of an Organisation 56 Increase Your Guests Perception of Cleanliness 60 Elspeth Langham Interview 64 What Makes Paint Environmentally Preferable? 67 Product News
Cover images shows Watermark Hotel & Spa, Gold Coast
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PEHN NEWS I
nternational Housekeeper’s Week is a yearly event celebrated all over the world to recognise and honour the hard work and sometimes thankless task that the Accommodation Industry Housekeeping Department employees perform.
race, also won by the Metropol team. The amenities soap stack was judged on creativity, the loudest applause was won by the RACV Hotel and the Toilet Roll mummy was well and truly wrapped up by Crown Towers, who finished first and had the neatest mummy.
Last year we had a BBQ to thank the Housekeeping Teams from different hotels. This year we had a Mini Olympics held at the Flagstaff gardens City bowls on 11th September which was a very successful event. Over a 100 Housekeeping staff from Clarion Suites Gateway, Crown Metropol, Crown Promenade, Crown Towers, Park Hyatt, RACV and Radisson Flagstaff Hotels participated in this event.
The overall games winner was Crown Metropol for winning 2 events. The place for the runner up was decided via a tiebreaker question which was won by the RACV Hotel and hence third place went to Crown Towers.
The games kicked off with Lawn bowls which was won by the Crown Metropol Team followed by the three legged
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The trophy won by the overall games winner will be passed around to the winner of each years games. Due to the success and fantastic attendance to this event, we plan
to hold this each year, so at least once a year the teams from different hotels can get together, enjoy and have fun. If your hotel did not participate this year, start preparing for next year. To be part of this we need to have some of your Housekeeping employees to be a member of PEHN. The night ended with a raffle of prices. Thanks to the kind donations of prizes, food and party items by the hotels and suppliers: AHS, Bluestone Recruitment, Clarion Suites, Crown Hotels, GH Beard, Int Interior Images, Marie Brereton Design, Mcohn & Associates, Metwood, Park Hyatt, RACV Hotel, Radisson Flagstaff. The continued support of the Hotels and suppliers are the key to the success of the PEHN events. Our next event for this year was the AGM in October. Our last event for the year will be the very popular Christmas party in December. If you would like more information on how to become a member, or how to attend and be added to our email list, please do not hesitate to email us on pehn.aus@gmail.com or visit our website: www.pehn.org
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PHAN NEWS PHAN “THANK YOU” HOUSEKEEPING PARTY
O
n 20th September 2013 the Professional Housekeepers’ Association organised a party to say a big “Thank You” to all housekeeping team members. The party coincided with International Housekeeping Week and was held at Menzies Sydney Hotel. A great deal of thanks goes to Zarife Melick and the Menzies team who were very generous to their industry colleagues as well as looking after us magnificently on the night. Each year the PHAN Committee organises an event that can be attended by all of the housekeeping fraternity. This event is only made
possible by the generous support from the 23 sponsors. Due this support – the housekeeping department staff – the guests on the evening contributed only $20 each for a 5 star environment, a wonderful 3 course meal, entertainment, Housekeeping’s Got Talent Quest and dancing to a DJ. Great value in anybody’s books! The president, Maureen Jolowicz, welcomed everybody and announced that the Mystery Celebrity had entered the building and yes, “Elvis the King” walked into the ballroom and gave a spectacular performance for 45 minutes. This was followed by the “Housekeeping’s Got Talent”
TRADE SHOW FOR PREFERRED SUPPLIERS
P
HAN supports 21 suppliers who appear on the PHAN website. In order to qualify to be a preferred supplier a company must be nominated and seconded by at least 2 PHAN members. They must have displayed excellent service and quality products over a period of time. On 12th August 2013, at the Radisson Blu Plaza Hotel Sydney, these companies were invited to participate in a tradeshow to showcase their service or products. This provided a great opportunity to see and talk with PHAN members regarding their product range, new items and established favourites Each company was invited to give a three minute presentation to the 30 PHAN members who attended. The
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evening was relaxed and jovial and the conversation flowed freely. Many relationships were re-ignited and networking abounded! The evening proved to be a great success and concluded with sumptuous canapés and cocktails and more conversation! Thank you to the Radisson Blu Plaza Sydney for their generous ‘Mates Rates” and the divine food.
quest. And yes the Housekeeping Departments definitely have many talented people. From six candidates Elvis judged Mary and Sangita from The Darling who performed a traditional Indian dance routine as winner on the night. They received the $500 prize. All the guests flooded onto the dance floor and danced the night away under the direction of our DJ “Punch.” Wonderful door prizes were drawn during this disco time. A huge thank you to our 23 sponsors who made it possible to have this fantastic Housekeeping “Thank You” Party.
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PHAN NEWS PHAN MEMBERS ATTEND THE AUSCLEAN PURLINE SHOW
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n Wednesday 16th October PHAN members visited the Ausclean Purline Show at Rosehill Racecourse. The trip started with a train ride! The most efficient way to get to Rosehill from the city is by train, we all gathered in the guard’s carriage, a good way to meet up as we did get on at different stations. The plan was to arrive one and a half hours before our booked seminar by Con Katsinas. Con is the CEO of International Hotel Services and his presentation was “Outsourcing to a Hotel”. Our original program was abandoned, when at the last minute we decide to attend the seminar by ISS “Improving cleaning service outcomes – Lowering risk through engaged employees, fair pay and challenging current methods”. This did prove to be beneficial. The presenter, Chris Joyce, National G.M. Sales, ISS Facilities Services enlightened us on how a professional contract cleaning company can actually contribute to your business and improve outcomes not only financially but from an environmental and OH&S perspective. Con Katsina’s presentation followed. Con is very passionate about both outsourcing and hospitality industries. His background in the hospitality industry enables him to totally understand the needs of his clients and he recruits management with a hospitality background. As well as providing the day to day line and supervisory staff, the experienced management team build on the relationships and often provide much needed expertise to enhance the hotel operations. The feeling of the PHAN membership attendees was that outsourcing companies often do not have a good reputation but companies with this type of philosophy and professionalism will not only endure in the industry but also enhance the reputation of “outsourcing”. Time was now limited to attend the rest of the show but a whirlwind tour did throw up some gems including using “ionized water’ to clean and cleaning with steam. All in all an educational end enjoyable experience.
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SEQPHA NEWS
by Libby Sharp, president
W
ell again that silly season is approaching and I know like many others out there the Hospitality Industry is always busy, and for the Housekeeping Department lots of dirty rooms with lots of kids enjoying their holidays. To be honest I am not looking forward to it but like the rest of you we cope and get through it. October has been such a busy month with occupancy all over the Gold Coast, it certainly exceeded what we expected, and the weather has been so delightful, but sadly no rain. Well we have certainly been busy here in South East Queensland. In August we had a delightful breakfast at the Emporium Hotel in Brisbane with lots of fundraising and a fabulous turnout. September we had another Breakfast with lots of fun at the Grand Chancellor Hotel in Surfers Paradise. October rolled around and I can honestly say I have never seen such a delightful buffet breakfast set up at the QT in surfers Paradise. QT has just been refurbished and is a real funky style hotel. The food and the presentation was amazing with so many food stations it even had old fashioned milk bottles with flavoured milk and straws for the children. It truly had the WOW factor. Dodie who is the Housekeeper donated some delightful prizes also which helped us raise so much for our charity. Also at the breakfast, we handed over a cheque for $1,000 to Ken Holmes from Currumbin Wildlife Sanctuary for our sponsorship of two Koalas.
In November we are having a Breakfast organised by Sheila the Housekeeper at Coolangatta Beach House which is situated right on the beach, hope the sun shines for us. And our final get together is our Christmas drinks which is being held at the Watermark Hotel Surfers Paradise with Denise the Executive Housekeeper. All the years that we have been fundraising and helping people and wanting prizes for this quest, there is one special lady Mardi Shennan, a committee member who works for AH Beard, who is such a generous supporter of our association and is always there with a major prize to donate and who gives so much of her time to assist others. Well this lovely lady has just been diagnosed with Cancer. The treatment for Mardi’s particular cancer is extremely expensive and so along with her employer A.H Beard and all the members of SEQPHA we are organising a “Party style” fundraiser in the new year with entertainment and lots of fun to help Mardi with her medical costs. This lady is truly remarkable and always laughing and is truly loved by all, but Mardi has determination in her and I know that she will get through this with all the support from her family and all of her friends. As the year comes to an end SEQPHA will continue to assist those with Cancer and from all the committee I wish you Health and happiness for 2014 and a very safe and happy Christmas.
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Talking at Cross Purposes: How gender informs our communications in the workplace
by Sarah Tidey, Worklogic Pty Ltd
F
rom romantic comedies to self help books like “Men are from Mars women are from Venus”, the challenges of communication between men and women have received a lot of coverage. Whilst misunderstandings and different approaches are the stuff of comedy in the movies, in the workplace the repercussions of fraught communications between genders can be serious. A number of experts have explored how women and men communicate differently in the workplace. In this article we discuss some of the key ways in which men and women communicate differently in the workplace and use some case studies to demonstrate how a better understanding of these different approaches can reduce the risk of workplace complaints.
Why iS ThiS STuff WoRTh kNoWiNg? The short answer is that the more we work to understand each other’s differences in the workplace, the more harmonious and hence the more productive the workplace will be. Statistics from the Workplace Gender Equality Agency1 show that women comprise 45.7% of all employees, of whom 53.9% work full time (24.6% of all employees) and 46.1% work part time (21.1% of all employees) so the numbers of men and women in the workplace is pretty even (albeit working in different capacities). Hence the more we understand each other the better it will be for everyone.
DR PaT hEim’S gENDER DiffERENcES iN ThE WoRkPLacE Dr. Pat Heim CEO, and bestselling author, has become recognised internationally as the expert in the area of gender differences in the workplace. She has published several books and DVDs on the subject. According to the research conducted by Heim, men and women behave according to two separate cultural rules about what feels comfortable. According to Heim, learning the cultural differences which define what is “right” for men and women and maintaining a good sense of humour is the first step towards more meaningful communication between the genders.
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Below we set out a summary of some of the key points she makes:
hiERaRchiES v TEamS Dr Heim’s theory is that from the time they are children, men and women are encouraged to see the world in different ways and they carry these ideas into the workplace. Boys learn how to be aggressive, how to deal with conflict and competition, how to win and lose and how to be leaders and take risks. Girls are encouraged to be cooperative and supportive of one another, to build and preserve relationships, avoid risks and be fair to all. The flow on effect of this Heim argues, is that in the work environment men are comfortable with hierarchical structures which have often been learnt from playing sport, where each person has clear roles and the lines of authority are defined. Men tend to see each member of the team as having distinct roles to play. Women on the other hand prefer flat structures at work. They work by forming relationships to improve communication. They view their responsibility as a team player as being willing to help out anyone on the field. Women will ask questions to try and find out the information they need to get the job done, and this can often be seen as questioning their male superiors. In the work we do at Worklogic we have seen the hierarchies v teams dynamic give rise to problems in a number of settings.
cASE STUDY John and Lisa were working together on a new project marketing a new software product. Their boss, David had designated them specific tasks to do. Lisa went back to David several times to clarify aspects of her task. Whilst Lisa was researching her part of the project she spoke to other people who worked in their area. Angie gave Lisa some PowerPoint presentations she had done for a client in the same industry and Beth suggested they go out for a coffee to talk about how she had approached a similar project. Lisa completed her task and offered David some additional information that was relevant to John’s. John completed his task without consulting anyone else.
turn may perceive men as being unresponsive to suggestion when in fact they are processing the information before answering.
To Lisa’s frustration, David viewed John’s contribution more favourably because he had done only what was asked, he had stuck to his designated role within the team. David thought that Lisa asked too many questions, had wasted time and tried to delegate her work, when she believed she had done the right thing by getting input from other members of the team, which ultimately enabled her to provide a piece of work that went beyond what was asked. Learnings for Lisa: She should have explained to David why she had approached the project the way she did and the benefits her approach brought to the project. Learnings for David: Lisa’s approach was different from John’s but ultimately brought positive results. David needs to stay open minded about the route taken to get to the ultimate result.
PRocESS focuS v goaL focuS Dr Heim’s research also suggests that women prefer to discuss or process issues whereas men are more interested in “fixing”or “killing” issues. Men tend to be interested in achieving a specific goal, whereas women are interested in the process of getting there. Women will talk through the thought process behind their decisions before giving their “bottom line” answer whilst men will process internally, giving the bottom line answer and only provide further background detail if asked. This can lead to a perception in men that women are overly talkative and that they are looking for approval. Women in
In our work we see some great live examples of this difference in the area of email communications between men and women. Men online want to get straight to the point and end the conversation. Their exchanges tend to be briefer and more laconic, lacking in “warmth” whereas women provide more detail and may make things more complex by asking questions or requesting further information.
CASE STUDY Worklogic was asked to investigate a complaint by one board director against another. The female board director accused the male director of being deliberately rude and unresponsive to her proposals. She accused him of giving one word or two word answers to her emails and not addressing her in person. He on the other hand considered her emails flowery and embellished and felt that he was responding in an efficient and expedient manner and not providing additional information that wasn’t required or that could be discussed at the meetings. Emails, texts and tweets can be a minefield or misunderstandings. The Heim Group offers this for both genders to use to reduce the risk of misunderstandings online: For men: Use complete sentences in response to a query, otherwise you come across as being terse or too busy. Reply to emails promptly. For women: Use a professional tone and avoid personal language. Be decisive and avoid tentative and unclear requests. The use of emotions and abbreviations can be seen as too cutesy and not taken seriously.
LiNEaR v muLTiPLE focuS Heim’s other proposition is around that over-utilised term “multi tasking”. Her premise is that men usually lead linear
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lives, they go to school, they might study, then they go to work, however women usually live multiple lives, they go to school, get married, have a child, go back to school, have another child, work part time, work full time. This distinction can lead to problems in the workplace when men perceive women who multi task as having too much going on and distracted. Women on the other hand see men who are doing one thing at a time as not working hard. Many of the complaints we see arise from women and men not acknowledging this difference in approach. For example women are often seen as being distracted from the main game because they are leaving to pick up children early, or needing time off to care for an elderly parent. When men make these complaints the common response we see is “oh well it’s alright for him, he just stays in his office and works on that one project and never helps me or my colleagues.” Again this is another example of a difference in approach, and need not affect outcome or productivity.
a hEaLThy baLaNcE Whilst being aware of these differences makes for a more informed workplace it is too prescriptive to say that women always behave in one way and men another and in fact both genders will display “feminine” or “masculine” characteristics. In order to achieve a healthy balance in the workplace the answer is not to employ fifty percent men and fifty percent women but to ensure that these work styles or characteristics are evenly represented, so that the workplace can harness the best traits of both. The trick is to have people appreciate there are many ways to achieve the end and “my way” is not always the right way. This notion as supported by a study conducted by the Stanford Graduate School of business in 20112, which found that women who are aggressive, assertive and confident but can turn these traits on and off depending on the social circumstances get more promotion than either men or other women. The survey researchers described these women as “chameleons” – who adapted their actions according to the social environment they found themselves in.
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So where does all this leave us? We all recognise the value in understanding cultural differences in the work environment – we know that by understanding Japanese business etiquette for example the paths of communication is likely to be smoother and more successful. Understanding the impact that gender has on communication styles is one more way that workplaces can gain a more sophisticated understanding of their most valuable asset – their people.
References 1 See www.wgea.gov.au 2 www.stanford.edu/group/knowledgebasewww.theheimgroup.com
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*Illustration purposes only E&OE
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Encountering Death in housekeeping
by Tom Johnson
F
ew housekeepers will enter the industry expecting to encounter death. Unfortunately, the reality for housekeepers is that some will come across the deceased as they enter rooms for routine cleaning. The industry is however making bold steps towards improving their procedures for dealing with death and safeguarding housekeepers, guests and other staff. George Livanios is the founder and Managing Director of safety and security company Neutral Zone. George, who had previously worked as a commercial pilot, started Neutral Zone in 1994 and is now contracted to 350 international hotels across Australia. This year those hotels have experienced 12 people dying as a result of crime, natural causes or suicide. As housekeepers are often the first to come across the situation, their actions are crucial towards the safety and security of others. “Housekeepers are our frontline defence in relation to the security of the guest’s property and the hotel itself,” George says. “We make sure that the housekeepers have a security awareness program in place.” In these situations, George’s immediate advice for a housekeeper is to remain calm. A housekeeper should then communicate the situation, usually to the hotel’s switchboard operator or assistant manager. That person will then come to the room and perform first-aid if there is a chance of reviving the subject, for instance if they had a heart attack. They will then call emergency services. “After that Neutral Zone aims to maintain the dignity of the deceased and to secure the site if it is a crime scene.” The chances of a housekeeper encountering death are modest.
There are no official statistics for fatalities in Australian hotels. However, of Neutral Zone’s 350 hotels, only onein-thirty have experienced a death this year. Nonetheless, if it does happen then hotels are becoming increasingly prepared to supply counselling services and support for staff. “My advice for hotels is to always have a counselling service in place, and often they can be outsourced. The problem though is that there is not enough promotion to staff that counselling services do exist and that they are not alone when these things happen. It all comes down to the company making sure that they look after their staff, because they are the ones who look after your company.” According to the Australian Bureau of Statistics, there were 2,273 suicides committed in 2011; an average of six per day. Safe Work Australia’s report Workrelated Traumatic Injury Fatalities also found that there were 374 work-related deaths in 2010-11, including deaths at work, travelling to and from work or as a bystander. However, adequate training, protocols and counselling can lower the impact of death on housekeepers, guests and other staff. George aims to educate senior managers on the psychological effects that witnessing the aftermath of suicide or a crime can have on housekeepers. He holds training sessions which acknowledge that these scenarios do occur, that the welfare of the housekeeper must be a priority and the importance of cooperating with police if the death is suspicious. A major challenge has been that the issue of death is not recognised as much as other issues. For instance, patron violence and responsible service of alcohol are heavily publicised issues in the hospitality industry. Although
death trauma issues are not getting out of hand, appropriate protocols for handling it must be developed alongside other issues. When RSA problems became more prominent in the 1990’s, educating hotel staff about their responsibilities and changing habits was the biggest challenge towards enforcing the laws properly. Likewise, sanitation has also become a major issue over recent decades. Special biohazard procedures and kits are becoming commonplace for certain types of cleaning. George is now repeating that process with death in housekeeping. A positive development has been that Executive Housekeepers are now taking a much more active role in ensuring the welfare of their staff. Although the role may once have been more exclusively about cleaning rooms, George has noticed that Executive Housekeepers are more often ‘thinking outside the box’. He has also noticed that safety and welfare have become bigger priorities in recent years, which is a positive development for housekeeping staff. George is motivated in the hospitality industry by the personal connections which he makes when working with hotels and housekeeping departments. “I enjoy the hotel industry and I enjoy the teams and the staff members. From the security managers of the hotels to the Executive Housekeepers across the country, it’s what keeps us going and why we stay in the industry.”
References ABS Suicide source: http://www.abs.gov.au/ausstats/abs@.nsf/ Lookup/3303.0Chapter222011 http://www.responseability.org/__data/assets/ pdf_file/0008/7991/Suicide-Overview-ofsuicide-in-Australia.pdf Safe Work Australia source: http://www.safeworkaustralia.gov.au/sites/ SWA/about/Publications/Documents/730/ WorkRelatedTraumaticInjuryFatalities2010-11.pdf
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Cleaning Clinical Areas
without chemicals
by Elizabeth Gillespie BN, RM, Dip Project Mx, SIC, Cert OR Mx, MPubHlth(Melb) Clinical Nurse Consultant – Infection Control Sterilisation and Infection Control – Co-Director Monash Health
Cleaning clinical areas without chemicals – an overview
M
onash Health (formerly Southern Health) is undergoing a major change in environmental cleaning. The technology being implemented across the entire health service uses microfibre and steam and is based on the findings of a pilot study conducted at Monash Health in 2011. This was undertaken in a 32 bed acute ward and a 60 bed aged care ward and the details of the pilot have been published elsewhere.1
The health service has around 2150 inpatient beds, employs 500 cleaning staff and more than 13,000 clinical and support staff. Over 8,000 babies are born each year and more than 250 programs and services are delivered. Jessie MacPherson Private Hospital is the first private hospital in Australia to implement clinical cleaning without chemicals and Dandenong intensive care unit is the first intensive care unit in Australia to implement cleaning without chemicals. Moorabbin hospital is the first to introduce environmental cleaning without chemicals in the operating suite. This operating suite consists of 4 operating rooms with recovery and holding bay facilities. The unique component of this pilot is that cleaning technology has been extended to operating room nurses and technicians who clean and monitor medical equipment. This extension of the technology is piloting a system that, once established ,will be rolled out to all 28 operating rooms across Monash Health.
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Before commencing the initial pilot at Monash Health in 2011, clinical testing was undertaken to assess the capacity of microfibre and steam technology to remove significant pathogens such as vancomycin resistant enterococcus and clostridium difficile. A specific cleaning assessment method was also developed using a fluorescent cream applied to 10 high touch points.2 This is an inexpensive way of validating cleaning, costing less than 10 cents per room and with the advantage of obtaining the results at the time of the assessment. The feedback from cleaning staff has been overwhelmingly positive when using this simple, timely and inexpensive education tool.
How does microfibre and steam technology work? Microfibre cloths are a combination of polyester and polyamide. The polyester scrubs and cleans the surface, while the polyamide provides the absorbent quality. By applying friction, particles of dust and dirt are attracted to and trapped by the individual microfibres. Microfibres are more effective when used with small amounts of water. By working like a magnet, the microfibre cloth attracts dirt, soil and bacteria into the fibres via capillary action. Ultramicrofibre has a weight of less than 0.3 decitex and has been demonstrated to give the most superior clean.3 Microfibre technology is a substitute to traditional cleaning with detergent and water, including a second step of disinfection. Lifting buckets of water to fill and empty, has been eliminated, along with wringing of mops before use.
Steam technology uses very high temperatures (140 degrees celsius) and dry steam (97% dry) is used to replace the need to scrub surfaces. Most bacteria and viruses are killed at 60 degrees Celsius so a disinfection advantage is possible. However, when used in conjunction with ultramicrofibre, the steam is able to reduce the amount of scrubbing or abrasive cleaning required by cleaning staff and the microfibre attracts the soil, then physically removes it from the environmental surface. 3,4
Our results Where undertaking 2-step cleaning (detergent and water cleaning followed by disinfection with hypochlorite) the time taken on average was 160 minutes per room and bathroom. With the new technology we have been able to demonstrate a time reduction of 100 minutes from 160 minutes to 50-60 minutes. The 2-step cleaning also cost us $142 AUD per room and bathroom which included dry cleaning window drapes and engagement of staff to remove and replace window drapes. Dry cleaning of window drapes has now been eliminated and replaced with steam cleaning or the drapes have been replaced with blinds. We estimate there were on average, more than 150 2-step discharge cleans, being undertaken every week across the entire health service. This microfibre and steam technology has been shown to be very effective at removing bioburden. The results are similar to a 2-step clean and because is takes around the same time as a
normal discharge clean it can be used every time for every patient discharge. This creates an enormous infection control advantage for health care since every discharge clean now uses the highest level of cleaning every time. The combination of microfibre and steam has the advantage of
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5. T he reduction in risk of allergy/ chemical irritation
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Following our initial pilot we conducted focus groups of our cleaning staff. They told us that they were less exhausted after their shift because the steam and microfibre technology saved them having to manually scrub surfaces.
2. The reduction in water use by 90% 3. The reduction in risk of back injury 4. The reduction in risk of slips and falls
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They were also overwhelmingly positive about the new technology and following the initial pilot begged us not to take it away. As a result the technology has remained in place for these 92 beds for almost 30 months. In October 2012, a large number of patients were admitted to our 32 bed ward where the microfibre and steam technology was in place. The technology proved to be as effective in controlling environmental contamination from gastroenteritis as the traditional method.5
The future Across the health service, nurses and other healthcare professionals continue to clean medical equipment using the traditional method – detergent and water or detergent and water followed by disinfection with hypochlorite for 2-step cleaning. There is an exception in the operating suite, where the pilot is currently underway. Once the system is
established, it can be implemented in other controlled areas such as intensive care units, central sterilising departments and haemodialysis units for healthcare workers and technicians who clean and monitor medical equipment. With each new area, the system can be adapted, using the infection control principles established during the initial pilot. By the end of 2013, Monash Health will be releasing an e-learning tool that provides competency training for microfibre and steam cleaning. This will be available on the websites of Electrolux, Karcher and KTEX who have proudly sponsored this e-learning package. The content has been provided by Monash Health Infection control and Epidemiology unit and access will be freely available from each of the sites. www.electrolux.com.au; www.karcher.com.au; www.ktex.com.au;
References 1. Gillespie E, Wilson J, Lovegrove A, Scott C, Abernethy M, Kotsanas D, Stuart R. Environment cleaning without chemicals in clinical settings. Am J Infect Control 2012; Nov [Epub ahead of print] 2. Gillespie E. Standard for using a fluorescent marker. Am J Infect Control 2012;40:85-6 3. Wren M, Rollins M, Jeanes A et al. Removing bacteria form hospital surfaces: a laboratory comparison of ultramicrofibre and standard cloths. Journal of Hospital Infection 2008;70:265-71 4. Sexton J, Tanner B, Maxwell S et al. Reduction in the microbial load on high-touch surfaces in hospital rooms by treatment with a portable saturated steam vapour disinfection system. Am J Infect Control 2011;39:455-62 5. Abernethy M, Gillespie E, Snook K, Stuart R. Microfibre and steam for environmental cleaning during an outbreak. Am J Infect Control 2013 in press. This article was co-ordinated through Lycette and Associates.
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Myths of
ENTRANCE MATTING by Gerry Goldberg, Mat World
The is no doubt that there are misconceptions and myths relating to the use of entrance matting and it would be to the benefit of all property owners and managers if these misconceptions were dispelled.
F
irst and foremost is the belief that mats are essential in, and should only be used when there are, wet weather conditions. The belief springs from the desire to prevent slips on wet floors, particularly at entrances, especially when entrance lobbies are constructed, as so many are, from some form of stone or from some form of plastic such as vinyl sheet or tiles.
Wet and Dry The misbelief is that such entrance matting has only one function – to prevent slips and falls. But the truth is that entrance matting has a far broader function than that, important though the prevention of accidents may be. There are issues that require consideration of adequate matting in all conditions, both wet and dry It is a little understood fact that, in public buildings, 70% to 80% of all dirt, dust and grime is tracked in from outside and spread through the floors of the building. It is also a fact that the cost of removing one kilogram of dirt from a modern building is in excess of $1500. Of that cost only about 5%-10% is spent on supplies and equipment whereas 90% to 95% is spent on labour and overheads It becomes apparent, therefore, that two options in floor maintenance are either to spend a considerable amount on maintenance or allow that dirt to accumulate through poor or limited maintenance. The problem with allowing dirt that consists, mainly, of highly abrasive silica in the form of sand, to remain on the floor surface
is that its cutting effect is dramatic and it is highly destructive of floor surfaces and those floor surfaces are extremely expensive to replace. It is a further fact that it takes only 1500 pairs of shoes entering a building where there is no mat to remove 42% of the floor finish and reduce the gloss by 24%. Naturally, carpet is similarly affected in terms of wear and unsightly appearance. Assuming that only a hundred people a day passed through an entrance door where there is no mat, almost half the polish would be removed in just two weeks. There is a further option and that is the installing of adequate matting which can make a vast difference to floor wear as well as to floor maintenance costs. One good 1.8 m long mat will save 2 to 4 times its cost in labour in just one month. Such a mat will collect a half a kilo of dirt in one month and on that basis saves one half of $1500 or $750 in labour in that month. Such a mat would generally cost less than $200. And the longer the mat, the more effective it would be in preventing damage to the floor itself. In fact it takes approximately 6 metres of matting to remove 80%90% of the dirt. It would therefore appear that quality entrance matting designed to suit the traffic conditions and capable of collecting both dirt and moisture are a critical first line of defence in a floor maintenance program
The value of quality And that brings forth the question of the quality of the matting. Another
myth is that a mat is a mat is a mat and that as long as a mat is in place its quality is inconsequential. That is definitely false thinking. Considering that the matting is taking up the wear that would otherwise affect the floor itself it is essential that entrance matting have specific qualities. Firstly it needs to be of a design that would remove the dirt from under shoes as those shoes walk over the mat. At the entrance to a private home it is common for those visiting to respect the home and wipe their feet, generally at least twice each shoe, before entering. No such respect exists in the entrance to a public building and visitors simply walk in; hence the need for a long enough mat for feet to strike the mat sufficiently often to remove the dirt. In the process the mat must retain the dirt yet the dirt needs to be just as easily removed when cleaning the mat. And while that dirt is caught in the pile of the matting, the fibre in that pile must be tough enough to resist the cutting action of the silica sand. In short, the weight of fibre per sq metre of matting is extraordinarily relevant. Appearance is deceptive in matting and a mat with half the weight of fibre can, when new, appear identical to another mat with twice the weight. The fibre weight, not the mat weight, is so important. It should always be checked out at time of quote The mat should be capable, as well, of holding a considerable amount of moisture as it is wiped from shoes on wet days yet the fibre must be
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hydrophobic so that it releases that moisture to evaporation as soon as the wet conditions change to dry.
Ineffective entrance mats Finally, the use of mats that are not well designed to hold dirt and trap moisture should not be used in entrances. Too often rubber mats, designed for their anti-fatigue qualities, are found at entrances. They do neither of the required jobs satisfactorily and are, frankly, a waste of money due to their ineffectiveness as entrance mats. However they are not the only ineffective mats found in entrances. In days gone by there were only coir (coco-fibre) mats available. The synthetic fibre mats of today were unknown. However coir mats have severe limitations. The fibres are easily cut by silica and break off the mat and end up on the floor itself. In addition coir holds water but does not readily
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release it and so stays wet for a long time after wet conditions have passed. Coir is difficult to clean when dirty and the use of water to wash such mats creates its own problems. Then, what are often called “spaghetti” mats – a random mesh of vinyl fibres – are also a poor product for entrances. The vinyl fibres have little strength to resist the depredations of sand and the result is obvious traffic wear patters where the fibres have been cut off and lost. Such mats should also not be used in public building entrances. Gerry Goldberg is Executive Chairman of Pall Mall Manufacturing Co Pty Ltd of which Mat World is the company’s specialist matting
division. Mat World has been a leader in the commercial matting industry for over thirty years and has developed a very wide range of matting to ensure that the right mat is available for any given condition. Goldberg’s understanding of the needs of matting is based on his close to fifty years of involvement in the cleaning and hygiene industry both in Australia and overseas as well as his company’s involvement in the development of the commercial matting industry in Australia. This includes his recently expired five year term as President of the National Cleaning Suppliers Association of Australia.
Quality vs Price
by Helen Hurst, National Sales & Marketing Manager of Bev Martin Textiles
“Price has no meaning without a measure of the quality being purchased.” ~W. Edwards Deming
I
t has always fascinated me on how price can be the main axis on writing sales business, in some cases, pricing is the reason for purchasing particular items from certain suppliers. Most people understand the relationship between quality and price to a certain degree. If you are in search of a hospital and you came across a “shack” with a sign that says “discount Surgery for $50”, you would walk the other way, fast! That’s because you know that in order for a company to slash their prices, there is a good chance there is a drop in their quality too. It’s the age old argument; the quality of the product versus the price. Commoditisation has made many products irrelevant in the quality versus price argument as generic and low cost equivalents. Baked beans are just baked beans right? Supermarket shelves are full of many generic brands to choose from. Just like Cars are cars, most having 4 doors and 4 wheels, with no real purpose other than to get us from A to B, only difference is the price and how we decide get there, are you after comfort, luxury and reliability or a uncomfortable drive with no extra luxuries included? The same can be said within our own industry. The marketplace has become quite price driven over the years, especially since the GFC in 2008/2009. In a rough economy, money can become tight and there may be times when quality is not your top priority,
but you should keep in mind the concept “you get what you pay for”. Remind yourself that low prices do mean low quality in products. What at first seemed like an affordable choice could end up costing you more in money and wasting valuable time. In an ideal world we would have a balanced ratio between both, a product with a moderate quality and a moderate price, unfortunately this is hard to achieve, finding the equilibrium between the two. A decision could be made on the type of product you want? A cheap product with a questionable quality, or a more expensive product with high quality, giving you a longer lasting product that could give you a greater return on your product investment. Not needing to replace your stock levels as often within the budgeted year. Biggest mistake one could do is to try to maintain their own quality standards on product/services whilst purchasing low quality linen items for their rooms/restaurants. In a price driven market, product quality is not the only thing that suffers, so does price integrity and customer service. The value (quality) of anything determines its worth (cost). In tough economic times, it can become alarming how often we have to discount price before we can prove the value of the product. There are two
sides to “value”, price and cost. Price is what one pays for a product or service; cost is what the investment is over the life of the product. If we question the “value”, then “price” becomes relevant. Pick two of the following three: price, service or quality. There is no way of obtaining all three options at once. If you choose to lower your price, something in service and/or quality will suffer. Prices can also be driven by the consistency of the product purchased. Are you receiving consistent quality from you current linen supplier? Are you confident that on every purchase order placed with your current linen supplier that you will receive the same type of linen product as previously before? We at Bev Martin Textiles can guarantee that you will receive the same consistent quality/product as previously purchased; along with great customer service, consistently. We strive to achieve this, by working closely with our offshore mills, making sure that our products are the same each time we import. We maintain our accreditation to ISO 9001. Next time you are looking at purchasing products for your business, consider the quality of the product, the value of the product and the cost of the product it can bring to your business, it just may save you in the end.
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Hotel Properties
Reconsider Carpeting by Robert Kravitz
C
arpet tiles, otherwise known as modular carpeting or carpet squares, were actually invented hundreds of years ago. They were installed in wealthy people’s homes in the Middle East and later in Rome, where they became somewhat of a status symbol. However, carpet tiles came into their own as a carpeting and flooring alternative in many areas of the world in the mid-1950s. Today, however, many facilities, including hotel properties, are now giving carpet tiles closer consideration. Many of us first remember seeing carpet tiles installed in offices and large public areas, such as airports, in the 1970s and 1980s. As is true today, the big plus with carpet tiles is that stained or worn tiles could simply be replaced, which is not often possible with conventional wall-to-wall carpeting. For 24/7 facilities, such as a hotel, the ease of quick replacement of a damaged carpet tile offers cost, safety, and many other benefits. However, carpet tiles installed years ago were often considered cost prohibitive and not always visually appealing, especially for a hotel property, because there were few choices of designs and colours. But, this is not the case today. Some of the biggest changes in carpet tiles in the past decade or so have been in their design and overall appearance. In recent years, interior designers are no longer trying to make carpet tiles look like broadloom carpeting, which was once the goal. Instead, they have embraced the tile idea and the result has been a much larger selection of colours and designs. And, thanks to advances in how carpet tiles are manufactured, prices have declined considerably as well. These price reductions have broadened the appeal of carpet tiles significantly. Hotel properties are often also able to save money when installing carpet tile, compared to more conventional carpeting. This is because carpet tiles typically take less time to install and cause less disruption to the hotel, which are critical factors for these businesses, as mentioned.
Adaptability Many facility managers find that another plus with today’s carpet tiles is their adaptability. If new areas are added to a facility—for instance, a meeting hall in a hotel is expanded—it can be easy to install additional carpet tiles with the same design, colour, and appearance of existing tiles. Furthermore, the appearance and feel of the new installation is often very similar to the current tiles installed. Carpet tiles are also versatile in how they can be arranged, which is another benefit hotel designers enjoy. Unlike
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wall-to-wall carpets and many types of hard surface floor coverings, carpet tiles can be arranged in a variety of patterns to essentially make a design statement. For instance, the following are some possibilities: • Monolithic: Facing all tiles in the same direction can produce a seamless appearance similar to broadloom carpets. • Quarter-turn: Every other square is quarter-turned to change the appearance and colour reflection of the carpet. • Eclectic: Two or more patterns as well as two or more colours produce a random, yet consistent, design. • Directional: Using different coloured carpet tiles can help provide direction. As examples, signs indicating that yellow tiles lead to a specific area and blue to another are common in healthcare facilities and schools. • Random/mix-and-match: While there is some consistency with the eclectic design, mentioned earlier, with random/ mix-and-match, the installer is often given full range to install the tiles in any particular pattern or no pattern at all. For those properties focusing on environmental strategies, such as many leading hotels, there are also green and sustainability benefits to some carpet tiles. Some are made from recycled materials and are recyclable. With these tiles, the backing may have a high percentage of both post-
consumer and pre-consumer recycled content. Both of these features help reduce the amount of waste going to landfills and, because some backing materials are made with soy and pine resins, may help reduce our use and dependence on petroleum products. (See sidebar: “What’s on the Back?”)
Care and Maintenance Issues As with other types of carpeting, the most important way to maintain carpet tile’s appearance and enhance its lifespan in a commercial facility is regular vacuuming. While an upright vacuum cleaner may be sufficient, some hotel housekeeping professionals recommend using a backpack system. Most studies indicate vacuuming using a backpack is much faster, which can be a cost savings. As to the actual cleaning of carpet tiles, there are some issues that must be addressed. For instance, some carpet manufacturers have expressed concern about rotary agitation on carpet tiles associated with bonnet or shampoo cleaning because these methods might loosen the tiles or pull up edges. This could result in a slip and fall accident and require premature replacement of certain tiles. In addition, many bonnet cleaning solutions contain a high level of solvents to break down oil-based soiling. Some believe that a buildup of this chemical residue can lead to a negative effect on the adhesive used to glue down the carpet tiles.
carpets can also be used on carpet tiles; however, use solvent spotters sparingly. Solvent spotters are often used to remove gum, adhesives, tar, oils, grease, and ink from carpets and other surfaces. With this information in hand, floor installers can recommend carpet tiles to their clients as a viable flooring alternative. While these tiles are popular in certain areas of many types of facilities, building owners and managers are often not aware of their possibilities. With the choices now available, installers can offer their clients a wide variety of carpet tiles, along with other types of floor covering materials. Mark Cuddy is the national sales manager for U.S. Products, maker of professional carpet cleaning and floor care equipment. He may be reached via his company’s web site at www.usproducts.com
What’s on the Back? Carpet tile backings have become stronger and far more durable in recent years. Some of the most popular carpet tile backings are made with polyvinyl chloride (PVC). Others are made of other polymeric compounds and polyurethane. These backings have helped produce a more seamless edge to carpet tiles and offer a more cushioned feel when walked on.
Low moisture methods, including encapsulation, are another option. Using the encapsulation method, the carpet cleaning technician applies a solution fortified with polymers that encapsulates or entraps the soils to the tiles. Then, a cylindrical brush machine with rotating brushes is used to agitate the carpet and work the solution into the fibres. Next, the technician vacuums and with each vacuuming, he or she removes more soils from the carpet. While these cleaning systems can work, in most cases they are considered interim or appearance maintenance measures. Eventually, carpet tiles are most effectively cleaned using hot-water carpet extractors. Heated cleaning solutions are important because the increased temperature improves the effectiveness of the cleaning chemicals, reduces the total amount of moisture that must be used to clean the carpet, and speeds up drying times. The extractor is able to deep clean the tiles, removing soils. This not only improves the appearance of the carpet tiles, but it also increases their longevity. Other care and maintenance issues include: Spills: Spills should be addressed as soon as they are discovered. If the spill is semi-solid, scrape the area first. Then blot the area with a clean, white cloth. Further attention may be necessary if the spill has left a spot. Spots: Spots are foreign matter on the carpet fibres and should also be removed as soon as they are noticed. Many of the products used to remove spots from conventional
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How Consultative
Selling works for you by Blyth Hurley
S
elling has become much more professional in recent years, especially when compared with the profession’s image a half century ago. Back then, people often referred to salespeople as “product pushers.” Yet interacting with salespeople still makes some people uneasy, and the reason is simple: People don’t enjoy someone trying to sell them something. This is just as true of hotel housekeepers and administrators as anyone else. For instance, a gentleman recently told me about a meeting he attended to hear about a new educational training program. While he was interested in the program and thought it could benefit him, he purposely left his credit cards, checks and money at home. He did not want to be sold something on the spot that he might regret buying a day or two later. Part of this reaction to salesmanship is simply human nature. Buyers, including managers and housekeepers in hotel properties, do not want to feel pressured, whether they are purchasing a training program or a container of all-purpose cleaner. But the sales process itself causes much of the apprehension that housekeepers often feel around salespeople. Instead of building trust and respect, the process can create just the opposite. Fortunately, many salespeople, including those in the professional cleaning industry, are now taking sales professionalism to a new height. They are using their relationships with their clients to build trust and respect not only for salespeople, but also for the entire sales process and the end-customer. In the case of hotel administrators and housekeepers, this can result in more effective purchasing decisions, which in some cases can
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also produce significant cost savings. This approach to the selling process is known as consultative selling.
Understanding Consultative selling Consultative selling is not a new concept. Some salespeople believe elements of consultative selling first appeared just after World War II, when many corporations and salespeople felt a need to re-evaluate the entire sales process. Also known as valueadded selling, need-satisfaction selling or professional selling, the thrust of the process is a departure from traditional “product push” selling to focuses on customers’ needs. “Communication is core to the process,” said Leah Runge, marketing manager for AFFLINK. “It’s an exchange of information in which the salesperson uncovers and develops a true understanding of the hotel’s [cleaning and maintenancerelated] needs. In some cases, hotel administrators and housekeepers are not even sure exactly what their needs are, so the process can be very revealing.” According to Runge, the next step in the process builds trust and respect for both parties, as well as for the actual sales process. The salesperson – in this case, the janitorial distributor – acts as a consultant, helping cus tomers select from a broad portfolio of products to address their unique cleaning needs. Of course, for the distributor to become an effective consultant, he or she must be well versed on many products and their features and benefits, which can be problematic. “For instance, there are literally hundreds of floor care products, finishes and glosses available on the market today,” Runge said. “Some
are green, some are conventional, some are designed for stone floors and others are designed for tile and grout. Additionally, some products will produce a high-gloss shine, while others are designed more to protect the floor. The array of products in just this one category is staggering.” Many distributors are ramping up product knowledge training as one way to address this problem. However, some distributors are also turning to new technologies that store large volumes of data on all types of cleaning and maintenance-related products. These are often web-based analytical tools that allow distributors to gather information (during the communication process mentioned earlier) on what products are currently being used in a hotel property and to then input that data into the system. The distributor can then advise the administrator or housekeeper on alternative products that might be more effective, less costly and possibly even necessary, as in the case of implementing a green cleaning program.
The Focus Is on Value Of course, salespeople already discuss product features and benefits during any selling process. However, with consultative selling, the salesperson brings this aspect of the relationship with you – the hotel administrator or housekeeper – to a higher level, focusing on the product’s value to the customer. (See sidebar: What Should Consultative Selling Look Like to You?) This approach changes the focus from strictly comparing product features to basing purchasing decisions on value – a timely message given today’s economy. Because of the recent economic downturn and its negative impact on the hotel industry, end-
• Consultative selling is a learned skill. While many salespeople understand bits and pieces about consultative selling, they have not received training about the actual process.
users are now much more focused on return on investment (ROI) when selecting one product over another, as well as a product’s total cost of ownership (TCO). A good example of the importance of value is the selection of certain environmentally preferable cleaning products. At first glance, when comparing green and conventional cleaning products, green products may be more costly. However, closer investigation can reveal the following: • Green products are far more concentrated than conventional products, so they last longer overall • Because Green products have a higher dilution ratio (more water/ less chemical) for certain cleaning tasks, less is used, which can help lower cleaning’s impact on the environment even more • Green products can be used on a wider variety of surface types and fixtures, so fewer cleaning products may need to be purchased, providing another cost savings
Value can also be found in more practical ways. Manufacturers and distributors often have special sales and discount programs on certain products, tools or equipment. Taking advantage of these programs can provide significant savings for hotels. Again, administrators can use modern technologies to keep track of special promotions and take advantage of these opportunities. As mentioned earlier, consultative selling is not new. Given its numerous benefits for both distributors and end users, why aren’t more distributors using this sales method – and why aren’t more hotel/hospital administrators, housekeepers and other endcustomers asking for it? There are several reasons, among them: •C onsultative selling takes more time, at least initially. While the entire process is ultimately automated, the initial consultation can be timeconsuming and, in some cases, neither the distributor nor the customer wishes to engage in the process.
• Housekeepers may not be interested in spending that kind of time on one purchase. During the 1990s – a boom era for many in the hotel industry – the focus was often on simply getting the product to the property as quickly as possible. The emphasis was less focused on product features, benefits and value. • In some cases, price is paramount. Certain customers are not interested in a product’s ultimate ROI or TCO if it has a higher initial cost than other products. Consultative selling has drifted in and out of vogue over the years. Its most recent resurgence has most likely been driven by the downturn in the economy. All purchasers, including hotels and other types of facilities, are now much more concerned about the value of the products they buy. As a result, today’s educated end customers value a trusted, expert supplier that can advise them with in-depth product knowledge and long-term savings in mind. Blyth Hurley is a freelance writer for the professional cleaning, hotel, education, and medical industries. This article was first published in eht June 2013.
• Green products are safer for users, reducing possible injuries or negative reactions and thereby reducing absenteeism • Green products result in fewer guest complaints, ultimately improving the bottom line Considering these facts, it is clear that a green product’s overall value, in terms of ROI and TCO, is realised. In many cases, new technologies – such as the analytical tools mentioned earlier can be used by distributors to educate you about this approach to value.
What Should Consultative Selling Look Like to You? In order to make the most of your time in a consultative selling situation, you should be sure you’re receiving the following: • A chance to discuss your cleaning challenges and specific needs
• A distributor who listens carefully to those challenges and needs • Product options from the distributor that can address those needs • An evaluation of these options from the distributor that prove their value to you and your facility
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Cleaning Disasters
by Col Nation
I
n the last issue I wrote about Décor Disasters where poor choice of fabrics and carpets has lead to some disappointing and somewhat costly disasters that could have been avoided with some thought about dealing with the inevitable spots and spills that are bound to occur along with the need for normal maintenance and cleaning. Some fabrics and carpet are just a disaster waiting to happen. In this editorial I will discuss the other side of the coin where even a well chosen fabrics or carpet can be ruined by incorrect cleaning methods or chemistry. With cleaning we have to consider both Physics and Chemistry. Okay we are not going to all become rocket scientists after this editorial but there are some simple basic rules that we can follow to help minimise the damage and maximise the effect. There are two main areas where things can go wrong. You can choose the wrong cleaning chemistry and cause chemical burns, or you can use the wrong method and cause physical damage, or leave residue problems, or you may just make a really big mess by doing all three.
I recently spent a week on a brand new 22 storey building fixing all three problems on a beautiful plain coloured, loop pile wool carpet. Before the building was even finished there were the inevitable spills and spots you get when tradies are working, you know, spots of paint, drips of sweat, dust and spilled drinks and who knows what. So a cleaning contractor was
called in to clean up after the messy tradies and it resulted in lots and lots of spots from detergent residues. They hadn’t done too bad a job of cleaning up the original spots, but left hundreds of bigger dark marks.
minutes, just few seconds, what is important is to give it some form of agitation. Now here lies a problem. Rubbing the chemical into the stain causes fuzzing of the fibres and this can give it a different appearance in the areas treated. Never rub a stain. Always use a tamping action, like hitting it with a drumming action. It may squash the pile down a bit temporarily, but this can be brought back up later. You can’t re-ravel an unravelled piece of yarn, so it’s best to use a blotting or tamping action to prevent fuzzing of the surface. This leads to the two important rules of spotting. “Blot, dilute, blot” and “Clean like with like”.
What was the problem? The spotting chemical itself was not the problem, it was the fact that they simply used too much and didn’t get it out again. A detergent’s job is to look for dirt and grab hold of it. It did that very well, so all of the residual detergent attracted soil. This caused the larger dirty marks. Another effect of detergent can be due to its actual wetting action. Wool is a porous fibre that normally has a lot of air contained in the cellular structure of the wool. When this air is displaced with detergent and left to dry it leaves the fibre with a translucent effect meaning that it looks darker. You will see this effect by applying some water on paper and you see a darker spot until it dries. The simple fix for this problem was to simply rinse the detergent residue from the carpet. Another problem can be the way a spotter is applied and worked. Detergents need a couple of things to help them work. One is “dwell time.” Leave it on for a period of time and it will work better, but how long should this take? This can depend on what it is you are trying to shift, but many modern detergents don’t need
Blot dilute blot. Blot up as much of the spilled liquid as possible using paper towel. Toilet paper is as good as anything if you don’t have anything else. A microfibre cloth is ideal as well or whatever else you can lay your hands on that is absorbent. Okay maybe not the good white linen, but you get the idea. So you blot up the majority of the spill and there will usually be some little bit left. You dilute this remaining spill with the appropriate solution and then blot this out. And this brings us to the second rule of spotting “Clean like with like”. It is as simple as it sounds. If the spill was ‘water based’ then clean it with water. Most things we spill are water based beverages, beer, red wine, soft drink and the like. These beverages are just chemicals such as sugars, flavour and colour dissolved in water, so they are water soluble and don’t need detergents at all. In fact a detergent will simply carry the colouring into the fibre where it might be even more difficult to get out. So blot out the excess, apply water to dilute it and then blot again. Now if water doesn’t work to dilute the spot then you might need the detergent to assist. This is typical for oily or fatty spills such as milky drinks. Sugars, starches and salts will
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easily dissolve in water, but oils and water don’t mix, so we use detergents or solvents for this. We still use the physics, Blot, Dilute, Blot. Apply minimal amounts. If the spot is the size of your fingernail then don’t treat an area the size of your hand. This was part of the problem in the new building I was talking about before. Remember the headache adds on TV “If pain persists, call your doctor” well think of this with spotting “If the stain persists, call your professional carpet cleaner” because there may be some dyes present or you may need something a bit more advanced than what you have in your basic cleaning kit. So physics and chemistry are important when dealing with cleaning of soft furnishings. But how do I choose the right chemistry? You don’t have to be an industrial chemist, just buy products that are independently tested by the WoolSafe Organisation. This is an independent certification body for products to be used on wool and
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wool rich carpets. If it is safe to use on wool then it will be safe to use on any synthetic carpet or fabric as well. Just look for the WoolSafe logo or ask your supplier if they have WoolSafe approved products, and if not, why not. Now the physics part is up to the person using the cleaning products. Even the most mild cleaning products can cause problems if not used correctly. So in the case of the building I mentioned before the cleaning company would have saved a lot of money if they just spent some time and money with training. Yes even for basic spotting training can make a real difference. So if you have lots of soft furnishings to look after then spend some money on training. It will be a good investment. The last photo shows a brand new wool carpet that was cleaned by a carpet cleaner using a product that was not WoolSafe approved. The manufacturer of the product claimed it was safe on wool but the carpet was ruined on the very first clean because
of the alkaline residues left behind by the carpet cleaner. Now part of the fault was the poor wanding technique of the operator. There was insufficient overlap. The carpet was pre-treated with the detergent and not rinsed effectively and this has lead to alkaline burning causing the orange streaky marks. Good choice of detergent and good operation of the cleaning technique would have saved this particular company over $50,000.00 which was the replacement cost of the new carpet.
So just think of the physics and the chemistry and it will help you to avoid the cleaning disasters.
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Welcome To
Watermark Hotel & Spa Gold Coast Watermark Hotel & Spa Gold Coast aims to become one of the leading 4.5 star hotels on the Gold Coast and is also planning a major overhaul which will include refurbishing over 60% of its rooms, a sparkling new look for its pool and marquee area, and an exciting dining and entertainment precinct on the ground floor of the hotel.
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Incorrect Bed Valances
...the Housekeepers nightmare! by Gary Coman, CEO HotelHome Australia
Most Hotel Executive Housekeepers, some from the world’s best Hotels, have had “the horrors” at some stage, having to deal with “ill fitting” and shabby Bed Valances. It is the one Bed Covering product that can continually upset housekeeping staff, Hotel management and most importantly the paying guest. However when the correct quality Picket Quilted Bed Valance (as shown above) is chosen, these problems disappear. The “quick fix” fabric covered bed base with exposed castors, or cheaper domestic quality Bed Valances, are only an alternative for lesser quality Hotels and motels, where true Hotel style is not an important factor.
Q A
Why is it, this seemingly basic bed furnishing product can cause so much grief to so many and bring down the overall presentation of a Hotel room? Too many people involved in some form of supply to this industry, do not understand what is required to produce a properly fitting Bed Valance, using the correct fabrics which must give many years of hassle free neat and stylish bed presentation. Some of these people
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do have a certain amount of textile experience, however the Hotel Bed Valance has almost nothing in common with the cheaper retail style of product and it can be an expensive mistake in more ways than one, when not chosen correctly.
Wrong Decisions Decisions on Hotel room decor quite often involve a whole series of people. These can include architects and specifiers,interior designers, FF&E operators, Hotel management and
executive housekeepers. In most cases the housekeeper personnel know more about the requirements of the Bed Valance than all of the aforementioned people. However, fabric choice and product design are most often decided by people that are after a look and sometimes a price, without fully understanding the function of the product.
Fabric The fabrics chosen are very important because they perform a different function to most fabrics used in Hotel furnishings. The fabric must be heavy duty with a tight construction and it should have a high abrasive resistance to cater for pull along luggage and foot traffic. It should also be washable for boot polish scuffs and to reduce maintenance costs, whilst also being FR where applicable and non creasing for that perfect presentation for every guest.
HotelHome four sided Picket Quilted Bed Valance
neat finish fits in with almost any Hotel room decor, from semi traditional to ultra modern commercial and anything in between. A Picket Quilted Bed Valance, when manufactured correctly and properly colour coordinated, should be that silent, well tailored bed accessory that tastefully blends in with the whole Hotel room decor and not stand out like white socks exposed with short dark suit trousers.
Housekeeping Efficiency
Style The older style pleated Bed Valance is not so often seen in recent years. One of the negatives with this style was its inability to always sit evenly on the bed base and if it were pulled slightly to one side or end, it would then become caught in the bed castors during the cleaning process. This would eventually shorten the life of the Valance and cause it to look drab and “ill fitting� in too short a time, not to mention the extra time wasted by housekeeping.
Correct Decisions The Picket Quilted Bed Valance style is the highest standard for discerning Hotel properties. This simple, yet very
cover half of the castor for ease of floor vacuuming and bed mobility. This automatically takes the eye off the fully exposed castor which is a bad trait of beds with covered bases that in most cases, are not trying to compete with higher standard Hotels requiring the more professional look of a quality bed presentation. The Picket Quilted style is only made four sided, to ensure a snug fit (not tight) because the quilting has a degree of give which helps the Valance slide over the base and stay there at all times, even during sheet replacement.
Housekeeping staff are under enough pressure to keep to a time limit on room maintenance, a shabby Bed Valance is not something that can be made to look good, no matter how much extra time is wasted on it.
Final Result Specifications Required The bed base deck lining should never be exposed, even when guests draw back the bed covers, so a courtesy flange minimum 8 cm wide in the matching Valance fabric is always included. The Valance height should
Hotel guests are definitely more discerning today, with much higher expectations of presentation and cleanliness in their choice of properties they wish to stay in. Something very obvious like a shabby Bed Valance can be the catalyst for them to be looking for other areas in the room and maybe the whole Hotel, where they can be more critical of the standard that is not up to scratch and thus another customer is lost. Hotel management are easily frustrated with the knowledge that their Hotel standard and overall room presentation is being let down by something as simple as the incorrect choice of Bed Valances and the associated costs in replacing them. They are also very aware of the expectations of Hotel guests as per the above. Executive Housekeepers do need to be heard. ď Ž
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Shirley Delaberbis
Top housekeeper turns around Crowne Plaza Hunter Valley Change is always tough to introduce. People are naturally resistant to change, even when it is for the betterment of themselves or their workplace. However, change sometimes needs to be pushed despite resistance when desperate times call for desperate measures. This reality confronted Shirley Delaberbis when she took on the Executive Housekeeper position at Crowne Plaza Hunter Valley, two hours north of Sydney. “The hotel had had four Executive Housekeepers in five years and staff turnover was huge. The hotels owners company was in receivership when Shirley came in and the housekeeping department had staff who had worked there for long periods. Despite their experience and there was inefficiency & some were not prepared to change their ways. “Every Executive Housekeeper who had come in had wanted to make changes but they were held to ransom. I found it really difficult coming in and I didn’t think that I’d last longer than three months.” Yet Shirley is someone who refuses to give in. She is honest to herself and her goals and realises how crucial perseverance is towards overcoming challenges for the best outcome. Three years after taking on the position, Shirley was rewarded when she was announced 2013 Tourism Accommodation Australia (TAA) Executive Housekeeper of the Year. “My department was thrilled when I won the award as we’ve worked hard to earn each other’s respect. I was excited just to be nominated for the first time and then to win it was just the icing on the cake! I’m very humbled but once again I could not have done it without the likes of David Bark (General Manager), Cameron Speedie (Rooms Division Manager) and our new owner Dr Jerry Schwartz. When Shirley began at Crowne Plaza Hunter Valley she faced low productivity, high wage costs and a suspiciously high rate of sick leave. “Sick leave was huge when I commenced,” she says. “It would be nothing to get six or seven sick calls a day. I brought in a ruling where you could be requested to bring in a doctor’s certificate when taking a sick day. There was backlash from some claiming that their doctor was away on weekends but I simply had to ask them to go to the hospital instead. The Workcover was an issue and it was necessary to bring in a Risk Manager for a short time”. Since Shirley began at Crowne Plaza Hunter Valley, her Workcover premiums have dropped significantly and she will usually receive only one sick call a day (if that) at most from her 75 housekeepers. Instability was another major issue which Shirley resolved by hiring extra staff and converting her staff from casual workers to permanent part-time and full-time.
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PROFILE “This also brought our wage costs down and meant we could spend in other areas. This was vital for the hotel because up until 18 months ago, it was lucky to reach even fifty per cent occupancy. That has increased now since our new General Manager David Bark joined the Resort in March 2012”. Resistant housekeepers were another casualty of the period with approximately 60 per cent of Shirley’s original staff now having moved on. Shirley needed to take a hard line to deal with the constant threat of staff resignations by accepting that she would rather staff leave if they were not happy with the changes than to continue with the destructive culture that had snowballed over the years. Staff that have stayed were encouraged with a more positive culture and Shirley’s reinforcing of using IHG people tools to assist. “It was very difficult for my core staff who decided to stay with me during this time as we were working very long hours together. Within six months some supervisors also quit and although this meant I was working with new, relatively inexperienced supervisors, I was able to build my own team”. Shirley didn’t make radical changes straight away, instead sitting back and waiting for a few months to see what improvements she could make. It became apparent though that she needed to make her mark. “My first move was with our 170 two and three-bedroom villas and 150 hotel rooms across our 110 acres. The system was that two people would clean each Hotel room. When one person cleans a room it usually takes them 30 minutes, but with two people it was taking them 45 minutes! I needed to change this, so I offered the housekeepers the option of cleaning the Hotel rooms by themselves. Simply from that they threatened to go to the union, told me that it was against OH&S, they wondered what would happen if the person cleaning on their own had an accident. I’m very lucky that I have an understanding husband as I was coming home upset each night because of how strained the relationships were becoming at work. “After a couple of weeks I did have a couple of staff members come to me and say that they would like to try cleaning the rooms on their own. I trained them over the weeks and then more and more people started asking to work on their own too. The main reasons were that they didn’t need to check on their partner and that if something
went wrong they didn’t need to share the blame for it. Productivity shot up straight away.” Shirley credits some of the productivity gains to the hotel’s introduction of Optii Solutions; a computerised management system which tracks the whereabouts of housekeepers across the property and delivers productivity data such as the time spent cleaning each room. “Because of the hotel’s expansive area I don’t need to have a supervisor out trying to work out where everyone is and I’m able to see what effect my changes are making”. Shirley’s mentors throughout her career have been her Executive Housekeepers who she has worked under on her way to the top. “A lot of my mentors were actually in outsourced housekeeping. However when I worked with in-house (outsourced) housekeeping like at the Four Seasons Hotel in Sydney and The Star Casino, I would have direct contact with the Executive Housekeepers and so they were my mentors too”. “The best advice I’ve heard is just to roll with the punches. I think you also need to be very patient, and that’s something that I’ve learnt along the way”. The top award for Shirley didn’t come easy – in fact it took a string of brave decisions and a personal toll when putting her reputation on the line to change the culture and practises at Crowne Plaza Hunter Valley. Receiving the award however was a very sweet moment. “I started my outsourcing career with AHS Hospitality. Steve Tochner, who was their CEO when I started with them, Steve was the one who presented me with my award. It was very emotional for me as I am a firm believer in keeping up friendships and contacts throughout your career and he was someone who I’d kept in touch with. He said to me that he was proud of what I had achieved and I said to him that I owed a lot to him and his company which I started out at”. There is a saying that you can’t have pleasure without pain, and for Shirley that idea certainly rings true. She is very happy in her current role and has made a lasting impact on the hotel. Despite the hard road when starting out only two years ago, Shirley wants to continue her role in the beautiful wine region and enjoy the strong team bond which she has created.
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New adventures at Crowne Plaza Hunter Valley by Shirley Delaberbis Sampling regional food and wine is one of the great pleasures of travelling, yet a distinct field of taste is often overlooked when sitting amongst the fields of pinot noir and merlot. Can you taste hops, butterscotch, roasted malt, bitterness? Can you tell a sweet malty flavour from a comforting dark brew? Regional stouts, lagers and wheat beers have become the new playing ground for adventurous travellers, with the Crowne Plaza Hunter Valley specialising in the Lovedale microbrewery’s beer and cider offerings. The world class Schwartz brand will be poured from the taps alongside wines from the bottle in the upcoming Lovedale Bar at the hotel. Showing off your golf swing is another of those great pleasures on holiday. Two driving ranges on the property are planned alongside the 18-hole golf course. Otherwise a croquet court, beach volleyball and even giant chess boards (which light up at night) are ready for guests to enjoy. The kids can also be a part of the fun by catching their own train around the Crowne Plaza Hunter Valley. When it comes down to business, a new marquee is ready to cater for up to 400 guests. The marquee recently
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hosted the very successful Hunter Valley Wine Festival after an 18 year hiatus. Plans are also ready to go ahead for an additional conference centre to accommodate 1000 visitors. The Hunter Valley is expecting an influx of business visitors and this new centre will be the largest in the region. Brides and grooms looking for rolling green vines to be a part of the backdrop on their special day are being catered for too. A purpose-built pergola will be constructed on the lake of the first tee. Swans and bird life will remind wedding guests that they have escaped to the country but will be serviced to the highest standard. Refurbished hotel rooms and villas will sleep the guests. More plans are going ahead with the recent purchase of the 20 hectare
McWilliams Winery at Mount Pleasant adjoining the resort. This is giving the hotel plenty of room in preparation for the future and even a few new wines to add to their renowned selection. These are big changes but are all part of Dr Jerry Schwartz’s vision. As the new owner of the Crowne Plaza Hunter Valley, his eyes are on the future and he is determined to give his guests and staff a great experience. His brave ideas are being put into action and there is a lot of excitement surrounding the resort. I have been working at Crowne Plaza Hunter Valley for two years and I have experienced many changes. Now that Dr Jerry Schwartz has the reigns I am looking forward to an adventurous future with the resort.
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Con Katsinas
his career he has seen the importance of staff wellbeing for a company as well as individuals. To ignore staff wellbeing for short-term cost cutting damages the industry’s reputation and has lasting consequences.
Respect for housekeeping an integral part of Con’s work Fairness, honesty, respect. To Con Katsinas, CEO of International Hotel Services (IHS), these are traits which he believes should be much stronger in the relationship between hotels and housekeeping teams. With nearly 30 years of experience in the industry, including 15 at the helm of IHS, Con realises that housekeeping departments deserve support and that transparency between management and the housekeeping department is essential. “The housekeeping industry is very price competitive,” Con said. “As a result of that, staff can be undercut and sometimes hoteliers can turn a blind eye to that. Hoteliers need to have a duty of care to everyone who is in their hotel at any given time, including their housekeepers. When hoteliers have been given a price by an outsourcing company and they know that there’s no way that it could be correct, then I think the hotel needs to take more action as it certainly doesn’t do any justice to the hotel in the long run.” Speaking with Con you can feel the passion in his voice – he wants everyone at every level of a housekeeping department to be looked after. Through
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“I feel that the more transparent you are, the better the relationship for everyone involved,” Con said. “When we have an award rate increase which needs to be passed on for instance, my clients will want to see justification for the extra cost. I’ll go as far as writing out a full breakdown of the rate and I’ll even show the profit margin. You don’t need to be shy or embarrassed about it and because of the company’s economies of scale I should still be more costeffective than an in-house department (even with a wage increase).” Con urges housekeepers to check their agreements and to make sure they are receiving all their entitlements. The fair treatment of IHS’ housekeepers is one of Con’s most important commitments. “I get frustrated because as an outsourcing company you are put in the bundle where people think that you’re doing all the wrong things because that’s the reputation attached to the outsourcing industry. A lot of it comes down to hotels which indirectly encourage it as they’re not asking the right questions about wages and productivity rates to their outsourcing company.” IHS began in 1998 and employs over 500 staff members. They have over 30 clients including Hyatt, Echo Entertainment and Lancemore Group throughout New South Wales, Queensland, and Victoria. As IHS specialise in hotel services, they enjoy an intimate knowledge of hotels and are able to adapt to their changing demands a lot more effectively. “With our experience in the industry, we understand the requirements of
hotels better than our competitors. A hotel’s core business is to service the guests. Our core business is to specialise in housekeeping so we are forever looking for more innovative ways to be a step ahead of the market. With new technology in the market, it’s up to us to find solutions which can offer greater solutions to the hotel.” Recently IHS has written its own software program to manage its quality assurance program. Armed with iPads, IHS’ management can do room inspections and evaluate key performance indicators using its software. The Hotel is able to check on the audits as they occur and Head Office can then check all the hotel sites and confirm which ones have had the latest audits and whether there are any outstanding issues. Other technology and services are customised to add value to hotel operations. This is where Con sees how beneficial it is to maintain a strong relationship between IHS and the client – something which he considers to be one of the biggest changes in the industry over his career. “If you can sit down with a hotel and they give you a very clear guideline of their goals, then you can work with them. There are different levels of outsourcing, such as a very basic one which was the norm when I started. That was where hotels would be desperate for staff, so they would call you and you’d just send whoever to get the job done. Generally, they’re not going to be happy with their service because you’re filling a gap essentially. “Now the market has changed and hotels should be looking to utilise the value-added services of an outsourcing company. As an example, one of my operations staff with 30 years of experience sits on the executive committee of one of our hotels. The hotel gets the benefit of that experience and it cements our
COMPANY PROFILE relationship with the hotel, and we can specialise in our own areas.” IHS can provide housekeeping staff, process hotel wages, make emergency cleans and provide waste management and hygiene services. The company specialises in its ‘top up’ service where their staffing level can quickly respond to changes in the hotel’s occupancy. They also reduce the hotel’s premiums as costs including worker compensation, public liability and payroll tax are all absorbed by IHS. Economies of scale are one of the major financial advantages of an outsourced housekeeping department. “For me to have an Executive Housekeeper costing roughly $80,000 to $90,000 a year, I can spread that
cost across say 3000 rooms a day as opposed to a hotel which may only be able to spread it over 20. I’ve got three executive housekeepers who cover all of the company’s clients.” Con places a strong emphasis on quality training procedures for Housekeeping Attendants. When hiring new Housekeeping Attendants, Con mainly looks for the right attitude towards work and good communication skills. Additionally, IHS sponsors the AAA, PHAN and PEHN. “The industry is what feeds us, so it’s only fair that we give back. We need to support the associations so that the housekeepers can network and exchange ideas, which in turn support us.”
Although Con never imagined he would become a Chief Executive Officer so early in his career, he realises how suited it is to his interests. “I like managing people – that’s my thing. I love to see people grow and to go onto bigger and better things. I always thought it was the hotel which I loved but it was more the managing of people.” Con’s management style clearly works as his relationship between his management and staff is the envy of the outsourced housekeeping industry. With his uncompromising commitment to his staff and clients, Con makes sure that there’s a fair deal for everyone.
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Peter Jones
From a builder’s labourer in Liverpool (U.K.) to Executive Housekeeper of The Langham, Melbourne is rather an unusual career path but one that Peter Jones has thoroughly enjoyed. Peter left his home town of Liverpool to backpack around the world arriving in Australia in 1993. His first job in Australia was on Hayman Island resort working as a public area cleaner “cleaning up all the bird poo.” His time there was limited as his 1 year visa would only allow him to work for 3 months at one time. He continued to travel, ending up in Perth working as a busboy at the Radisson, Observation City, again for a period of 3 months. When his visa expired Peter returned to the U.K., taking up employment at The Hilton Park Lane, London as a houseman before a promotion to the role as Housekeeping Co-ordinator. Peter stayed at the Hilton for six years. It was whilst in London, he met his Australian wife who was one of several other Australians with whom he shared a house. Because Peter was ineligible for a second Australian work visa, he applied and was successful in obtaining a 1 year work visa for New Zealand. He gained employment at Sky City Auckland as a Housekeeping Co-ordinator. His then girlfriend followed him to New Zealand and they married soon afterwards. Peter then became eligible to return to Australia on a spousal visa and consequently took up a position as a Housekeeping supervisor at the Sydney Hilton staying for a year before moving to the Radisson Reef Resort Port Douglas again as a housekeeping supervisor. Finding the tropical climate hard to deal with, Peter and his wife returned to Melbourne – her home town. Peter was then hired as a supervisor in 2000 working at the newly opened Westin, Melbourne. When the Executive Housekeeper resigned, Peter was offered the position as Executive Housekeeper, a position he held for 7 of the 8 years working at The Westin. He left Westin in 2008 to travel to Dubai with his wife and 2 children as he was offered the position of Executive Housekeeper at the prestigious Royal Meridien Beach and Spa Resort. There, Peter was in charge of 580 guest rooms, the cleaning of 16 food and beverage outlets and an in house laundry. It was here Peter says he learnt the most exacting Housekeeping standards and developed a better eye for detail. He attributes his development to the then General Manager who made high demands on all hotel staff at all times. Staff in Dubai were in abundance due to lower wages and of many cultural backgrounds. Unusually Peter gained his Australian citizenship whilst working in Dubai at a simple ceremony at the embassy there. He rates his time in Dubai as his best Housekeeping experience mainly due to the sheer volume of rooms and public spaces and the vision that the company had of continually moving forward and improving. He was able to self-manage the department without constant referral to others. After 4 years and 2 now school aged children, Peter and his family returned to Melbourne 18 months ago. He had seen the position at the Langham advertised on the internet, applied and had a successful telephone interview.
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PROFILE Peter has just recently overseen the final refurbishment of the 350 guest rooms at the Langham.
other staff whilst on walkabout, update room status, and input engineering faults.
His current challenges see him managing a laundry with ageing equipment. He is hopeful of replacing some machines in the near future and project manage the associated operational issues that a reduced capacity will bring.
When asked if Peter had a personal cleaning tip to share with others, he quoted “The last thing that you see is the first thing the guest sees”. Through constant training, Peter is slowly motivating staff to increase personal interaction with guests and if a guest mentions a staff member by name on the comment card, they receive a reward such as movie tickets etc.
Peter is currently working on reducing staff turnover by identifying the need for a different style of advertising for the positions available and changing interview techniques to a more basic approach. His challenge of staff retention is one that most hotels face and changes in supervision techniques have been reviewed. These changes have resulted in a slower turnover of line staff. The Langham, Melbourne is the first hotel in Australia to introduce the operation of the “Opera system” through an ipod. The ipod that key staff carry enables them to talk to
On his days off, Peter and his wife continue to renovate their inner city home. His hobbies include cooking and watching his beloved Liverpool football team on T.V. whilst drinking a cold one!! His career goal is to become a Rooms Division Manager and I am sure he will be kicking goals just like his football team!!
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The Greatest Asset of an Organisation by John Poole
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want to examine what attributes makes an organisation think and function. We sometimes are too close to the forest to see the trees, as the old saying goes. I can confirm this from personal experience. We so often forget what makes the operation move toward the goal of a clean facility. Individual resources are assets that must be developed, understood and trained. Equipment – well, that’s easy: You just buy it, plug it in and off you go. Even with chemicals, hang the dispensing system on the wall, attach
a little water and presto, you have the right amount of chemical to do the job. Of course there’s more to it than that, but these are the inanimate tools of our trade. Now what about the other important asset? What about the people? Are they your most important asset? The assets who operate the equipment and apply the chemicals efficiently to complete the job. What about them? Are they as easy to replace if non-functional? You must allow time to train and explain the equipment, the chemicals and the cleaning process. You are most vulnerable as a manager if you do not take the time to train. Marcus Aurelius said, “People... you either instruct them or endure them”. (Hayes, 2003) So what’s it going to be? I feel today with the cleaning budgets and the push to a higher level of cleaning, we must look at the cleaner. As a manager, I used to agonise over hiring. Questions we all have asked ourselves: Can they do the job? Will they be on time? What kind of personal issues are they bringing? Will they listen to me and the supervisor? These are tough decisions, and usually a decision to hire has to be made quickly. You must have the staff to get the job done. Yep, been there. We all plan, but planning tends to fly out the window sometimes.
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To add to the conundrum, we must e-verify, background check, good idea to call some references just in case, I-9 forms, paper work and whatever else. This takes time and you are pressed to fill the position. Now you hire and spend the time training, watching, listening. Remember, get to know your cleaners. Who are they? They are the people that you have spent time selecting from the masses. For some reason you feel they can support your operation, be team members, contribute to the over-all success of your facility and meet the job’s expectations. Oh yes, we must have expectations. As a manager, we internalise that feeling of operational success. It is developed by experience in doing, seeing, listening and engaging. That word “engaging” – mighty powerful word we have here, because it is the essence of what we are attempting to accomplish. It is the on switch of success within an operation. I want to emphasise that as a manager, the constant turnover of your staff causes problems. Constant turnover leads to more training, confusion and time on your part and your supervisor’s part to make certain the new hire knows the run of responsibilities. We must minimise the turnover of a staff. Turnover is costly. Turnover causes vulnerability for everyone, because you are always catching up. The cleaning process is dysfunctional at best. You must try to be everywhere every night – to check on new cleaners and the quality of their efforts. Turnover creates problems – I know you’ve been there too. It is in that spirit that we as managers must develop the employee to make
our work successful. I hope you agree so far. If a person feels they can accomplish growth and are an important part of the team, they will engage, and I feel, will remain with you. Turnover diminishes; quality in the cleaning process enhances. The bar of achievement can move upward. Morale is better and laughter is back among the team. G.M. Hostage believes “the results of success are from personnel programs that stress training, standards of performance, career development and reward. He finds that service quality is enhanced by the attitude the company takes toward its employees.” In order to build a results-oriented team, you must have total involvement and engagement on their part, if you would, to make all the components of an operation come together.
How do we accomplish this feat? I have always made it a policy to be very visible with my teams. At the beginning of a shift or the end of the shift, I was present; they could see me and we could talk. I want to know the person as a person, not an employee. Even over several shifts, which I have had the fun of managing, you must be available. But you must not allow yourself to be put in a position of having to discuss a managerial situation with employees. Understand that they must adhere to a chain of command. The staff hierarchy must be present in all organisations for it to be efficient. A question regarding their personal situation at the facility is for their immediate supervisor to address first, then you – the manager – if necessary. Greeting employees at the beginning and end of the day is to observe and extend sincerity toward their efforts for that day. I want to build a relationship with the cleaners. I have found people want to be appreciated. This is a genuine expression of appreciation. Do not be a phony. We know we all have a job to do, but the difference is in knowing their effort is appreciated and they are recognised. There is
nothing wrong with being polite toward all people, especially toward your team. In fact, this is healthy for achievement and promotes respect.
level. Develop their abilities through your training regimen. Then they will know their value and can contribute to the overall success of your operation.
If an operational problem is brought to you, then look into the situation through the supervisor.
Today, many facilities are moving toward certifications. Owners want USGBC LEED, BOMA 360 designations. Now, you know that means more direct training. You have to work with the cleaner and develop skill sets. This means you must train often and effectively engage the cleaner in the training process. As a manager, you must successfully impart the training material and in an enthusiastic manner. If you are not committed to training, the cleaner will see your lack of sincerity and their mind will turn off.
The cleaner may have a better idea or can provide critical information about a problem you could avoid. This is where training pays off. Teach them to recognise a potential situation. If you are aware of any given situation, then you can anticipate what may happen. Anticipate where you can adjust and be ready for the possible ques tion from your customer, “Did you know...?” You can readily take the situation to the customer first. If you are engaged, and if you share the credit with the cleaner, then the customer comes to realise the importance of you and your staff. Everyone is proactive in making the facility first class.
Give credit to your cleaner “Thank you”s are not expressed or said often enough. Use it well and often. This is a simple reward that creates a positive environment at the job site. I do not want to imply we are touchy-feely – I simply want to recognise positive efforts and the engagement of the staff. From my friend George Wright: “Multiply yourself through others.” This is effective management. Invest your time to accomplish this result. Train for results. Share your expectations among your cleaners. Let them feel like a part of the team, not just a cleaner that can be replaced with another. Yes, we have unemployment. Yes, a lot of people are looking for jobs. But there are only certain people that can effectively do our job. So if you have the cleaner with the mindset to do their job, it is in your best interest to keep this cleaner. You have a valuable gem in your team – a keeper! They can take you to a higher
I have seen too many managers say they feel that training is a waste of time. That is a sorry confession anyone in our profession should make, because today we have too much to learn! You have to invest your time with a meaningful effort to succeed in the development of your staff. Training helps build relationships. The development of a sense of a family atmosphere is what you should want to permeate the mindset of your team. Your staff must feel like family. If you do not have a sense of family, I personally feel you will have the turnover problem. A consistent level of cleaning cannot be achieved with turnover. You suffer and so does your customer. Keep in mind the training op portunity will help you remove the ambiguity from your operation. It is in training you can teach the correct cleaning process and reinforce your expectations of your staff. We must train for safety annu ally. This is mandatory training, and your training here eliminates lethal problems, from bloodborne pathogens to hazardous chemicals. You should train at least monthly within your facility concerning the cleaning process. Break down the training into job classifications. Eliminate gaps in your operation and cleaning process. This can be done by observing the
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cleaner in training, as well as while they perform their work in the facility. I said earlier to please train with enthusiasm; don’t make it a rote activity. The staff will see this lack of commitment on your part and will not take the training seriously. You set the example! If the cleaners lack the skill sets necessary to do the job, who is to blame? I suggest you plan your training around what you observe. This means you must be in the facility observing your staff while they work. Are they doing what you want them to do or can they improve quality and produce more results through better methods? Always look to improve your operation. Remember turnover? Well, you can’t get to this level of operation if you have turnover. So, I ask, what do you desire? An engaged cleaner who understands your expectation and understands their job responsibilities or a cleaner who just runs through the motions in a lackadaisical manner? If success is what you want to achieve, you must train. You must engage the cleaner to want to come to work and contribute to the team effort of success daily. You must create an atmosphere of respect toward all staff members. Please don’t misunderstand the place for discipline either. It is an important ingredient that establishes the bounds of appropriate conduct and job performance. A manager must be firm in the application of what is acceptable or not acceptable behaviour at work. Progressive discipline means allowing people to change or to correct their imperfections. Reactivity in chemicals as well as in people causes damage, so think before you act. Your reactions to a situation could potentially destroy relationships. You are always being observed by staff, customers, engineers and other vendors. People will gauge you upon your actions, especially how you respond in a bad situation.
Yes, as I said before, we are vulnerable in our position as a manager. That is a major part of our job, being vulnerable. So accept it and don’t be afraid of it. Fear will paralyse your mind and you can only react, not think and act. Also, don’t let your emotions ruin your image of being a fair manager. The greatest asset in your operation is the mind of the employee/cleaner. If you invest time in a meaningful, sincere manner, the result will be a smooth, continuous operation. Show respect toward all staff members, and best practices will be achieved. Training is the cement that binds together the cleaner to the best process of equipment and chemicals. They must complement each other and the cleaner must be trained toward the correct application process. Our service is the product we must deliver daily. Your disposition and your demeanour establish the tone of operation. Expect, engage,
encourage and train your employees to a higher level of achievement. You must lead and demonstrate your commitment to making your operation effective. Cleaning personnel may be perceived as expendable. I encourage you to take the approach that all personnel are people desiring rec ognition and respect. Good people are not expendable, but need the training to become the best. If they feel they are the best, you will be in an enviable position. Be smart, my friends. Oh yeah – don’t forget you need more training too! John M. Poole, Jr., is a trainer and consultant for the cleaning industry. He is Master Registered Executive Housekeeper (REH) with IEHA, a Registered Building Services Manager with BSCAI, an ISSA Certification Expert (I.C.E.) and CIMS Assessor, a LEED Associate, an authorised OSHA Outreach Trainer and a member of the Institute of Inspection Cleaning and Restoration (IICRC). He may be reached at jmpoole_co@yahoo.com. This article was first published in eht June 2013
Seven Ways to Recognise Staff Showing your employees the recognition they deserve doesn’t have to blow the budget or be a contrived, insincere gesture. Here are some methods of showing appreciation for your staff: 1. Write handwritten notes if an employee has done something outstanding. Notes take time and thought to write, and your employees will recognise that. 2. Ask an employee to mentor a new hire. That shows the seasoned employee that you trust them and have noticed their exemplary work habits. 3. Order some flowers for the break room. They can brighten the room and the day. 4. Make a personal policy of giving staff birthday cards on their special day. It’s always nice to feel remembered. 5. Hold an annual award ceremony and come up with unique awards to hand out. 6. Celebrate International Housekeepers Week (Sept. 8-14) by having an ice cream social and playing trivia about your facility. 7. Ask them what they want as a celebration, and try to make it happen.
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Increase your guests perception of cleanliness
by sanitising your mattresses by Glenn Russell, MattressKleen
Up to a million in your mattress
The standard of health and hygiene in an accommodation is an ever increasing issue in the industry. One method of alleviating a measure of guest concern is to consider sanitising the mattresses.
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he bed is just one imperative component in a guest’s satisfaction appraisal. Our research indicates that when a guest is aware that the accommodation of their choice sanitises their mattresses on a regular basis, their understanding is that everything in the room regarding cleanliness and hygiene is first class. Surveys that proliferate the accommodation industry show that the majority of travellers are willing to pay for proven hygiene protection, not perceived cleanliness. For a few cents per day you can offer a new standard of hygiene demonstrating how much you care about guest health and wellbeing. Mattress cleaning and sanitising is a non-toxic process that can eliminate dust mites, their excrement, dead skin, which is their preferred food source, virus and bacteria. Over 40% of the population in Australia have an allergy and 80% of these can react to the dust mite. Dust mites are the enemy of 10% of the adult population that have Asthma and one in 4 children have asthmatic tendencies. Quite apart from triggering attacks there are reactions such as sneezing throughout the night, itchy watery eyes, itchy skin, runny nose, poor sleep, exacerbating skin allergies, breathlessness, tight chest and lethargy just to name a few.
Dust mites excrete microscopic faecal pellets that can become airborne and contain potent allergens known to trigger and possibly cause allergic disease such as Asthma, Eczema, Rhinitis etc. World Health Organisation – Public Health Significance of Urban Pests. 2008
The dry extraction process is by far the most popular sanitising method internationally. Generally, the service is completed with a mist of an antibacterial spray and deodoriser (putting moisture in the mattress via steam is ill advised). The bed can be made up in minutes after the service. There is a company that can offer a residual spray that protects against dust mite in mattresses and pillows for up to six months. The units are portable, quiet and a similar size to most vacuum cleaners. Mattress cleaning companies can work in with your housekeeping schedule and you get your mattresses flipped as well! The rates will naturally vary
There are up to a million dust mites living in a queen mattress happily feasting on dead skin that goes rancid with moisture and body heat. You can fit about 300 on a match head and here’s a scary thought: they will actually crawl towards your sleeping body seeking warmth. How do you get rid of them? The dry and non toxic method using a special high powered vacuum unit coupled with UVC light performs this task admirably. These machines beat and agitate the mattress surface at high speed in order to release the microscopic particles hidden in the mattress. The UVC light can account for bacteria, mould spores and even virus plus the unwanted enemy, dust mite. The contaminants include rancid dead skin, dust mites and importantly, their excrement which contains Guanine, a chemical that triggers allergic reactions and can even be the cause of a lifelong allergy*. Allergic reactions are dose-related, so the fewer dust mites you have in your mattress, the less your guests may be troubled by respiratory or dermatological symptoms. If you think these particles cannot get through layers of protectors and bedding you are wrong because that’s how they originally arrived in the mattress. Every time you move on the mattress it acts like a bellows and puffs up particles that become airborne and land on your face and skin, and worse, we breathe it in. The proof is what is collected from the mattress.
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but a queen mattress in an average size accommodation may be around $40 for the full service which ideally should be performed at intervals of 6 months but no longer than 12 months. There is an initiative by AAA Tourism to promote a healthy hotel pathway for overseas holidaymakers focusing on room hygiene which reflects the demands of guest expectations. Have you ever wondered who slept in the bed before you? What did they do in that bed? Did they have a skin disease like psoriasis? How do I let my guests know I am concerned about their health and welfare? Importantly, I want to demonstrate I am taking precautions in order for them to have a deep restful sleep. There are many ways to incorporate information and none better than a tent card on the bed side table or even a sash across one corner of the bed. Not forgetting your web site, on hold messages and in room compendium which can all assist in providing relevant messages. Some of the benefits sanitising your mattresses can provide... Particles captured from a small portion of a queen mattress
•L owering your operating cost by extending the life of your mattress •K eeping you abreast of the competition – a distinct competitive advantage
Elite Dry Cleaners
•S ubstantial health benefits by killing and removing mite excrement
Melbourne’s leading dry cleaning company providing professional hotel dry cleaning and guest laundry service, offering the highest possible standard and care.
•D ry and non-toxic – beds can be made up in within minutes
For Professional Service and Quality
7 day a week service Overnight and express service Staff uniforms Furnishings and curtains Specialised drycleaning of delicate garments Shirt laundry service Enquire about the range of 100% biodegradeable and recycled products used for your guest service. Elite adheres to strict environmental procedures in line with the environmental policy of many hotels.
2-6 Thomas Place Prahran, Victoria 3181 2 T 03 9529 3599 F 03 9521 2092 garry@elitedrycleaners.com.au
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•D eodorises and can even remove cigarette smoke from the mattress
•P rioritise the health of your guests and inform them that you are doing something special •A pply a unique spray to mattresses for long term residual protection from dust mite, bacteria, virus, odour and mould attress cleaners are able to treat body fluid stains •M and eliminate odour Mattress sanitising could in fact be the most relevant value add to your room.
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Elspeth Langham Interview
Auckland NZ Executive Housekeeper by Liz Lycette & Associates
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moving to the Christchurch Park Royal for five years. I then moved back to Queenstown where my family home is, to manage The Dairy Private Luxury Hotel which is a small hotel with 13 rooms in the centre of Queenstown. In 2011 I went to Papua New Guinea to consult and set up the housekeeping and laundry departments of an international standard hotel for Coral Seas Hotels in Port Moresby, the Grand Papua Hotel. I first joined The Langham, Auckland in January 2012, before moving to Millbrook resort in Queenstown for a year and then returning recently to The Langham, Auckland. What was your first role as Executive Housekeeper? Where were you born and where did you grow up? I was born and raised in Scotland. What was your career path to date? I started out in administrative roles in hospitals and schools. My housekeeping career began with the role of assistant executive housekeeper at the Sheraton Edinburgh in the mid1980s. I was promoted to executive housekeeper just 18 months later. In 1989, I became the executive housekeeper at Craigendarroch Hotel and Timeshare Resort in Royal Deeside, Scotland, which had 50 rooms and 91 timeshare lodges. After six months I was relocated to Loch Lomond to be part of the opening team of the company’s second resort, Cameron House Hotel and Timeshare Resort. I then moved to Manchester City where I worked as the executive housekeeper in the Hotel Piccadilly and the Forte Crest at Manchester Airport for three years. In 1994 I moved back to Scotland to be the executive housekeeper at The Caledonian Hotel in Edinburgh before moving to New Zealand in November 1995. I was executive housekeeper at the Millennium in Queenstown before
The Sheraton Hotel in Edinburgh Scotland. What challenges did that bring? Being promoted from assistant executive housekeeper to the executive housekeeper role in the same hotel was challenging. The executive housekeeper moved from her position to front office manager and I found I had to create some distance between myself and the team to maintain their respect, trust and confidence in me. What is your current position and property? What are your current job responsibilities at your property? I am currently executive housekeeper at The Langham, Auckland, New Zealand. I am responsible for ensuring a high quality of servicing in the rooms, public areas, guest laundry and valet services and the linen/ uniform room. I’m also overseeing the launch of a new laundry facility to process towels within the hotel. How many staff are you responsible for? I am responsible for 99 staff colleagues of which just over 30 per cent are full-time. The rest are permanent part-time workers.
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What areas are you responsible for?
What criteria?
409 rooms including 16 suites; all public areas such as The Winery, lobby and Eight restaurant; the laundry/valet retail shop; the linen/uniform room and the flowers.
They must show compassion and a willingness to look after the team.
What would your typical day be like? I generally start at 7.30 am with a review of the previous day’s occupancy and pickup along with a check on the day ahead. I run the daily room attendant briefings at 9 am, attend the daily ops meetings at 9.30 am and a supervisor briefing at 10 am. My day then varies with ongoing projects, interviewing new staff, walking the floors and conducting spot checks of the rooms and keeping an eye on the servicing of the public areas. What are your top three challenges this week? • Monitoring our guest feedback • Dealing with staffing issues as they arise • Extra guest traffic as it’s school holidays How did you choose those managers under you? They need to demonstrate they have initiative, a drive to do the job and the potential to be a good leader.
How do you deal with different cultures? I treat everyone equally and I don’t play favourites. I work hard to make the staff feel they can come to me with any problems and I spend time counselling and offering advice if I can. Going to from one country to another, what are the differences in your management style? In Papua New Guinea my management style was more directive than the style I have used in other countries and this worked well with the team there. What are your top 3 tips for success in Housekeeping Management? 1. Have a sense of humour 2. Treat every day as it comes 3. G ive your staff the full respect they deserve
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I would not do anything differently. What advice would you give someone starting out in housekeeping? Stick at it. Show your boss you have potential and always be the first to volunteer.
Supportive online learning which is interactive, engaging and flexible
How about your personal life? How do you balance work and home life?
This self-directed course enables Housekeeping Manager’s to think critically and become more financially savvy. The focus is on practical skills for the workplace, expanding and developing professional confidence. The course is facilitated, clear and simple learning via the internet – scheduled over 8 weeks and over approximately 20 hours:
With difficulty –my husband lives in Cromwell in the South Island. We travel every third week to be together. I walk to and from the hotel which is a good way to unwind and a glass of good wine helps too.
• • • •
downloadable on-the-job tools and templates interactive forums with global peers case studies and practical work exercises assessments evaluated by the facilitator and returned with individual feedback • awards participants with a L&A certificate or within Australia, a Statement of Attainment The next course starts Monday 17 February 2014 Registration is online and payment is made by credit card or electronic funds transfer. less $50 discount if you enrol and pay before 2nd January 2014 (add 10% GST in Australia). Course dates for 2014 Course 1: 17 February – 13 April Course 2: 28 April – 22 June Course 3: 15 September – 09 November, For additional course information visit our website www.lycetteandassociates.com or contact Liz Lycette liz@lycetteandassociates.com
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If you had to do it all over again what would you do differently?
What do you do for fun? I enjoy walking, light reading and cooking dinner for friends. How do you think housekeeping management has changed since you started? Dramatically with the advent of IT and computers – all the manual and handwritten lists have given way to computerised solutions for the operation. Where do you think it is heading? More and more IT initiatives such as Optii Keeper will change the way forward for housekeeping in the future.
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What makes paint
environmentally preferable? by Alexandra Longstaff, Communications Officer, GECa
When it comes to ensuring an environmentally preferable home, office or commercial space, paint can sometimes be overlooked. However, it is an integral and important element within any given space and the choices we make with regards to what we put on our walls can impact on the environment as well as our health. Here, we look at the components within paint in order to understand the impacts of our choices.
P
aint is made from three basic ingredients: pigment, binder and solvent. In addition to these it can contain a variety of additives, including biocides (to prevent bacteria or fungal growth in the can or on the painted surface). Each of these ingredients can have an impact on the environment during the life cycle of the paint. The solvent can be thought of as the carrier. It evaporates as the paint dries on the surface. Water is obviously the preferable solvent as it causes no environmental problems as it evaporates, whereas organic solvents release volatile organic compounds (VOCs) into the surrounding environment. VOCs release into the air and can impact on the long-term health of those who live or work in those environments. Solvent-based paint also contains around 50 per cent more embodied energy than water-based paint. Pigments provide the colour, the opacity and the protective barrier in the paint. Titanium dioxide is used widely in the paint industry for this purpose. Unlike the organic solvents its major environmental impact is in its manufacture. It has high embodied energy, is a limited resource and its production results in both air and water emissions that carry an environmental impact. The other components of paints can contain ingredients that are toxic to
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those producing the paint and those applying it. Many chemicals are used as biocides, and these are necessary. However, it is important to exclude those that are carcinogenic or cause mutations. Ensure that you opt for a certified paint to be safe in the knowledge that your choice won’t have detrimental impacts. Good Environmental Choice Australia (GECA) is an ecolabel that you can look for on paint you purchase, which ensures all these issues have been addressed. The GECA Paints and Coatings Standard excludes the use of chemicals that fall into any of the above categories and limits other potentially dangerous compounds. GECA certifies only water-based paints and places limits on the amount of titanium dioxide that can be used. It also has criteria which address the amount of VOCs released, as even water-based paints will emit these from ingredients like the biocides.
GECA’s mission is to improve the sustainability of consumption and paint forms an essential element within this vision for a healthier and more sustainable future. Ensure you look for the GECA ecolabel and if your favourite paint isn’t certified, consider asking them to get certified to show they are doing their bit for the earth.
A green makeover for Australia’s underperforming buildings
M
ost of Australia’s buildings were built at a time when little thought was given to issues such as energy efficiency, water use or indoor environment quality. This has changed, with the Green Building Council of Australia launching a rating tool, Green Star – Performance, to improve the efficiency and environmental sustainability of Australia’s existing buildings. Green Star – Performance is a system that can help owners and managers to assess their buildings in areas such as energy, water, waste reduction and indoor environment quality. Green Star buildings have been found to produce 62 per cent fewer greenhouse gas emissions, use 66 per cent less electricity and consume 51 per cent less water than average Australian buildings. Whether the building is a hotel or a hospital, an office or a shopping centre, Green Star – Performance can identify pathways to improve the environmental and financial sustainability of these buildings over time. Green Star – Performance will also ensure people gain all the benefits that achieving Green Star rating brings, including faster attraction of tenants, customers and buyers, increased productivity and health, lower operating costs and improved asset value.
For more information, see: www.gbca.org. au/performance This article was written by Romilly Madew, Chief Executive, Green Building Council of Australia
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3 - 5 star range furniture
full refurbishment packages
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accessory items
John Beazley & Co are leaders in the field of Superb Hospitality Design and Fitout, family owned for over three decades. Our clients range from small country motels and serviced apartments to large city hotels. We specialise exclusively in the Accommodation Industry and all that it entails, such as guest rooms and bathrooms to public areas. We care about your needs and offer full fitout packages and a turn-key service so that you are left worry free, alternatively we are pleased to supply ‘one-off’ items such as a single bedside table, our ‘made to order’ bedding or and Hospitality beds. Uniquely our design and project management comes as part of our services, complimentary. We carefully take a project through Interior Design, Manufacture, Project Management and Installation. We will be pleased to come and visit your property for a quote and consultation about your refurbishment or fitout, or alternatively our showroom is situated in Enfield NSW and is open by appointment, come in for a coffee...
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refurbishment design
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Product NEWS Spa Bath Magic Did you know that most spa baths don’t have filters like larger spas or jacuzzis and with use all spas and hot tubs, even well-maintained ones, accumulate unseen deposits of oily grime, micro-organisms, dead skin, body fat and hair? These deposits that aren’t drained away stay in the pipes becoming a home for dangerous bacteria. Build-up of this biofilm and bacteria inside the pipes can cause harmful infections as well as reduce water circulation and jet action. In some Australian States, Health Departments recommend that a commercially formulated spa pipe
degreasing product be used and that spa baths are cleaned after every use and after every room stay. Rubbedin’s Spa Bath Magic is the essential spa bath cleaner. Formulated to effectively and hygienically clean the entire surface and pump system of spa baths, whirlpool baths, pedicure spas and beauty salon Vichy shower systems, Spa Bath Magic breaks downs and dislodges body fats, hair, organic matter and biological waste from the pump system, eliminating the harmful bacteria that can present a serious health threat to users. Spa Bath Magic is a non hazardous, non toxic, biodegradable, chlorine-free
Spa Bath cleaner ideal for septic tanks and Grey Water systems. For more info please email sales@rubbedin.com.au or tel 07 3245 3255 www.rubbedin.com.au
Washing Machine Magic When was the last time you cleaned the washing machines in your resort? Over time detergent scum, calcium deposits, lint and bacteria build up behind the bowl and inside the pipes of washing machines. This unseen build-up is a cause of unpleasant odours, clothing discolouration and washing machine breakdowns. Rubbedin’s Washing Machine Magic breaks down and flushes out this unseen build-up. The ultimate 4-in-1 formula will clean, descale, sanitise and deodorise, resulting in a clean
A new brand launched for hotels Established in 2012, Atoll Paper Company and its brand Linen Soft aim to support hotels through providing higher quality and low-cost paper essentials. With a partnership with certification Forest Stewardship Council (FSC), the strictest form of certification for paper products, you can be confident that you’re choosing the best. The Linen Soft range of
smelling, more efficient washing machine. With regular application your washing machines will maintain hygienic washing conditions, efficiency will be improved and the life of your washing machines prolonged. Washing Machine Magic is biodegradable and is septic/grey water safe. It is suitable for top-loaders and front loaders. Regular strength is available in 100g sachets. Industrial strength is available in a 500g tub.
products uses premium extra soft tissue that comes from the finest paper and brings it in convenient packaging to suit. All Linen Soft products come with a guarantee of quality and have gone through ISO 9001 quality and ISO 14001 environmental standard manufacturing processes. Products include Facial tissue, Toilet tissue, Hand towel and Jumbo Roll Tissue. If it’s higher quality and lower cost that you’re after then try the Linen Soft difference.
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Say hello to the Nero 700 Iron. Say goodbye to wrinkles Weatherdon are pleased to announce an impressive new product which greatly enhances their range of irons. The Nero 700 Steam Iron incorporates unique ceramic soleplate technology, designed to effortlessly remove stubborn creases giving a pristine look every time. 2600W of power ensures rapid heat up and consistent ironing performance, and the convenient vertical steam
The benefits of outsourcing housekeeping costs Empire Hospitality was established in 2001 to cater for the strong demand for highly-trained professional staff in housekeeping within the hospitality industry. Empire Hospitality has built an enviable reputation as a market leader in hospitality cleaning services by providing site-specific delivery to each of its individual clients, understanding the different needs and expectations. The company is currently delivering their services in New South Wales, Victoria, ACT and Queensland and are actively seeking new partnerships in all capital cities in Australia. Empire Hospitality specialises in providing all levels of highly-trained housekeeping staff to hotels, resorts and serviced apartments. With a team of more than 700 trained housekeeping staff servicing their client’s needs, Empire Hospitality provides professional room attendants, house-persons and public area cleaners, turn down attendants, uniform and linen room attendants, supervisors, assistant executive housekeepers and executive housekeepers.
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function allows you to direct a burst of steam to hanging garments. Features include the anti-calc filter to avoid buildup of residue and anti-drip system which prevents water leaks if the iron is used before reaching the required temperature. A 330ml easy fill water tank enables longer ironing periods without refill, and the 3 metre cord allows freedom for ease of use in any space from hotels to apartments. With auto shut-off and a one year warranty, this superior appliance is coming soon to Weatherdon in cartons of 6 with the product code 742700.
“At Empire Hospitality, we provide housekeeping staff for the partial or full outsourcing of the entire housekeeping department within your hotel,” said Julben Serrano, business development manager.
Nero 700 Steam/Dry Auto Shut-Off Steam Iron with Ceramic Soleplate
For more information please visit www.weatherdon.com.au or send us an email to sales@weatherdon.com.au
leave entitlements, superannuation, worker’s compensation, payroll tax, sick leave, award conditions, annual leave, administration costs, and public liability;
“Empire Hospitality’s management is onsite daily to ensure the smooth running of all housekeeping operations.
• Costs associated with recruitment and training is eliminated. All staff members are thoroughly trained and experienced in the hospitality industry;
“This daily interaction between us and our clients ensures that the client’s objectives are always met.”
• Indirect costs which are difficult to quantify, such as staff maintenance and wellbeing;
There are numerous benefits in outsourcing your cleaning and housekeeping operations, including:
• The ability to reduce housekeeping costs whilst improving housekeeping quality.
•Q uality of housekeeping is guaranteed – Empire Hospitality provides a housekeeping service which is of a five star standard and prides itself on quality for you and your guests;
“The client is therefore able to budget better as costs are directly related to occupancy – you only pay for the services you need when you need them,” Serrano continued.
•T he client is able to save on their housekeeping costs by eliminating all of their fixed costs attributable to housekeeping, as well as additional costs that are associated with running the housekeeping department; •T he client is able to eliminate all costs associated with payroll: wages
“Our flexibility allows us to manage the housekeeping workload for you during both the busy and quieter times of the year.” For more information telephone Empire Hospitality on (02) 9571 6811 or email reception@empirehospitality.com.au Information can also be found at www.empirehospitality.com.au
Unique to the Australian Market, TECO Australia introduces 2 Door Bar Fridges with Separate Freezer Following its successes in supplying Split System and Window Wall Air Conditioners, LED/LCD TV’s, Bar Fridges & Small Vertical Freezers to Mining Camp Accommodation and Common Area Portable Building Units, Student Accommodation areas and Hotel/Motel Rooms, TECO have introduced a unique product to the Australian Market, a range of 2 Door Bar Fridges. Engineered to Perform with Super Quiet operation and Stylish Design, the TBF84WMTA – 84Ltr Freestanding or Under Bench 2 Door Bar Fridge is
suitable for medium to large rooms. It comes with an Internal Light in the refrigerator compartment, Glass Shelving, and handy Vegetable crisper. The Door Shelf holds up to 2 litre bottles and with the handy Drink Can Dispenser, easily holds standard sized cans of your favourite beverage. The separate freezer is unique to this type of product. Designed to freeze and store foods, it is ideal for Student Accommodation or single room dwellings such as “Granny Flats”. To compliment the TBF84WMTA, which comes in brilliant White, TECO have also introduced the 2 Door bar Fridge in Jet Black (TBF84BMTA) and Cherry Red (TBF84RMTA).
door to cater for varying installations. (850Hx485Wx510Dmm) To complement this range, TECO Australia also has Frost Free Refrigerators, (215Ltr, 258Ltr, 292Ltr & 410Ltr), Chest Freezers (145Ltr, 200Ltr & 300Ltr) and a range of 12 & 14 Place Setting, Freestanding Dishwashers, all with Aqua Stop, which protects from accidental flooding due to split or disconnected inlet hose. To view TECO Product Range or download product brochures, please visit TECO Australia website, www.teco.com.au
TECO – “The Comfortable Choice”.
For easy installation this model comes with front adjustable feet, Flat Back Design, which eliminates the old style bar fridge dust collecting exposed rear coil, and reversible
When First Impressions Count Did you know that most spa baths Alphaclean has established itself as a one-stop shop for the Hospitality and Aged Care Industries. Our equipment is designed to save time and money and has a wide variety of applications in the hotel, pub and guesthouse industries. Our equipment and our expertise are focused on sustainability and are focused on partnering with our customers. We do specialize in contract transition management and understand the importance of training and equipment maintenance; it is all about reducing cost of ownership. We have implemented a comprehensive preventative maintenance software system that will track equipment cost of ownership and preventative maintenance schedules on behalf of our customers. The system will allow the tracking of test and tagging, operator training and consumable use. This is achieved via our national dealer network.
hygiene safe facility. With this in mind we have launched a commercial steam range in use across the world. Steam cleaning will save you time, labour costs, and can easily cut expenditure on chemical cleaners in half. For more information, please contact the Alphaclean team.
The current focus of wide-scale microbial contamination is greater than ever. Areas like the gym environment lobbies, etc., presents a natural breeding ground for these contaminants. Facility managers must have an understanding what the risks are, and how create a
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Jean Charles Cosmetics Jean Charles is an Australian owned company that has been manufacturing hair and skin care products for over 35 years. Our Bathroom Amenity Products system is already in over 15,000 rooms throughout Australia. We supply the dispensers in your choice of colour and unlimited supply of all six products for one simple cost based on per occupied room night. During the first week of every month, we will call you and ask for the occupancy for the previous month. We will invoice you for the occupied room nights only. Dispensers are provided at no cost to the hotel. Two dispensers are installed per bathroom. The price is fixed per room regardless of the number of bathrooms or the number of guests staying in the rooms. We will charge you the same price each time a room is sold. The system uses cartridges. Once a cartridge is empty your housekeepers simply replace it and discard the old one. The cartridges are not refillable.
Sealy New Product Release; specifically for accommodation providers Sealy’s new commercial product ranges feature major technology upgrades that provide unparalleled comfort and support options for the accommodation sector – packed with Sealy’s advanced technology, long-lasting durability and functional features.
Experts in the Hospitality Industry Sealy has been a leading partner of the Australian accommodation industry for over forty years. A comfortable bed and quality sleep are among the most important considerations for your guests. Investing in the right bedding solution will help keep them coming back.
Orthopaedically correct support and luxurious comfort The New Sealy Posturepedic Dynasty collection is at the forefront of technological advances, with Sealy’s new SRx Titanium support
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The dispensers are installed on the walls using double sided tape and silicon only. THE WALLS ARE NOT DRILLED. This means that the dispensers can be moved/ removed at any time without damaging the tiles. A complete installation manual and all equipment need to install the dispensers are provided at no cost. We will give you one month from the date the dispensers and stock leave Jean Charles warehouse to install the dispensers. As the products run out, your housekeeping staff simply ring our office and place an order for the stock required. We arrange for the delivery of the goods directly to your nominated location at no charge. All products are manufactured in our factory in Sydney, so availability is not an issue. To find out more visit www.hoteldispensers.com.au or email us info@hoteldispensers.com.au
system, for ultimate strength and stability. The Sense & Respond coil design provides the orthopaedically correct support to help guests sleep soundly, stay after stay. Pressure relieving comfort layers and patented UniCased edge support system minimise motion transfer for undisturbed sleep.
Long Lasting Satisfaction Sealy of Australia is wholly Australian owned and Sealy beds are hand crafted in one of five Australian manufacturing centres. The performance of every component is rigorously tested to meet commercial requirements. Your investment is assured with Sealy’s high quality standards, customer care and product guarantee.
With a wide range of comfort and support options, Sealy can provide a solution for every situation.
Introducing the world’s greenest blanket... 4 Less drying time
= Less electricity
4 No ironing
= Less electricity
4 Shorter wash cycle = Less water 4 Smaller power bills = Less hot air from financial controllers!
The World’s Number One Energy Efficient hospitality blanket Available from Alliance Textiles Australia wide Sales Enquiries: 1300 790 644 Technical Enquiries: 1300 835 589 Vellux is the Trademark of Westpoint Home Inc. USA, who may supply some product during peak periods. 71
JEAN CHARLES COSMETICS
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