Executive Housekeeper Volume 19 Number 2

The Executive

HOUSEKEEPER

LIVI GIVEAWAY EVENT See page 35 for more details

LIVI

GIVEAWAY

EVENT Vol 19

No 2

PP322210/00016

For your chance to grab 1 of 20 Espressotoria Capino coffee machines, in 200 words or less tell us what Livi® brand means to your business and the challenges you face with your paper, toilet, towel and facial tissue needs.

Entries must be submitted between August 15-October 15 2015

LIVITISSUE.COM.AU/GIVEAWAY

T ER MS & CON DI T IONS This competition is subject to the terms and conditions available at www.livitissue.com.au/giveaway_tnc.

If you enter this competition, you agree to be bound by the terms and conditions.

Livi® is a registered trademark.

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T&C’s apply

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Publishers LETTER

W

elcome to another edition of Executive Housekeeper.

There have been some big events in town recently, from Liverpool Football Club playing at the Adelaide Oval to the Netball World Cup in Sydney. With these events comes a boom in travellers needing a place to stay. And for the housekeeping industry, it keeps everyone busy providing standout service every time.

We’re proud to call it our duty to help bring you the latest technology, trends and techniques in the industry, and to tell some good stories along the way. And we kick things off with stone and tile care thanks to Garry Phillips of Slique.

Our cleaning guru Col Nation’s article on cleaning leather upholstery is the first in a series of articles looking at the different types of upholstery fabrics used in hotels, with Col working out the most effective way to have them cleaned.

We turn to a topic that’s always itching the industry – bed bugs. We often can’t see them, but we’re looking at what we can do to keep them off your beds and your guests.

One way found to have good results in managing and eradicating them is the use of steam.

On our cover, you’ll notice the Mantra Sun City on Surfers Paradise. In this issue, we chat with Executive Housekeeper Patrick Day and showcase the hotel in our picture spread.

Patrick has some terrific stories, not least standing with Star Troopers in the foyer of the hotel (not something you could get away with in many places!). Talking about Patrick Day, we would like to thank Tony Blanch and the team at Microcloud, whom in this issue and ongoing editions, are acknowledging the excellent work of Executive Housekeepers. Each issue our profiled Housekeeper will be presented with a luxury mattress topper and two pillows.

ADBOURNE PUBLISHING 18/69 Acacia Road Ferntree Gully VIC 3156 PO Box 735, Belgrave, VIC 3160 www.adbourne.com Editorial Contributor Thomas Johnson

ADVERTISING Melbourne: Neil Muir P: (03) 9758 1433 F: (03) 9758 1432 E: neil@adbourne.com Adelaide: Robert Spowart P: 0488 390 039 E: robert@adbourne.com

Another great giveaway in this issue is thanks to Livi.

They are offering you the opportunity to win a fantastic coffee machine. See page 35 for more details and to submit your entry.

The successful South Pacific Laundry are another focus of the issue. Even after 20 years, the company is growing at a rate of knots. They moved their operating plant to a bigger premises this year and are implementing new technologies to keep themselves ahead of the game.

Taking a step back to last issue, we mentioned our new columnist Ralph Peterson. His first instalment of ‘Talking Dirty’ begins in this edition. But we haven’t forgotten a regular favourite of ours – Janet Marletto. She details her experience with leadership in the industry. Executive Housekeepers often need to organise lots of staff, promote positive workplaces, and be a friend and mentor to young workers. All these qualities make a good leader, and that’s why leaders become Executive Housekeepers.

Liz Lycette has taken up a full time role at the JW Marriott Macau as Director of Services. She recently opened up 820 rooms which since opening has had an occupancy of 95%. Though extremely busy she has somehow found time to write about this for us – Thanks Liz. Finally, we find time to discuss floor care and green cleaning. For this we are joined by Bridget Gardner and Murray McDonald.

Until next time, Regards, Neil Muir

PRODUCTION Emily Wallis T: (03) 9758 1436 E: production@adbourne.com ADMINISTRATION Robyn Fantin T: (03) 9758 1431 E: admin@adbourne.com

MARKETING Susan Moore Email: susanmoore@y7mail.com SUBSCRIPTIONS Enquiries: (03) 9758 1431 Fax: (03) 9758 1432 Email: admin@adbourne.com

Adbourne Publishing cannot ensure that the advertisements appearing in The Executive Housekeeper comply absolutely with the Trade Practices Act and other consumer legislation. The responsibility is therefore on the person, company or advertising agency submitting the advertisement(s) for publication.

Adbourne PUBLISHING

Adbourne Publishing reserves the right to refuse any advertisement without stating the reason. No responsibility is accepted for incorrect information contained in advertisements or editorial. (The editor reserves the right to edit, abridge or otherwise alter articles for publication).

All original matter produced in this magazine remains the property of the publisher and cannot be reproduced without authority. The views of the contributors are not necessarily those of the publisher.

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Contents 8

PHAN News

12 SEQPHA News 15 PEHN News 16 Stone & tile care 20 JW Marriott Hotel Macau 22 Full steam ahead to beat the bedbugs 24 Sweet emotion 28 Why workflow matters for fast and hygienic bathroom cleaning 30 Leader? What’s that???

36 Patrick Day Profile 38 South Pacific Laundry Profile 41 Around Victoria with Soap Aid 42 About leather 46 Strange carpet problems… and solutions 48 A hygienically happy holiday 51 Managers vs leaders 53 Changes to cleaning qualifications 54 The real time for new year’s resolutions 57 Vice grip 58 Flooded flooring 61 Manual Handling Assessment 66 Product News

The Executive

HOUSEKEEPER

Cover images shows Mantra Sun City, Gold Coast

LIVI GIVEAWAY EVENT See page 35 for more details

LIVI

GIVEAWAY

EVENT Vol 19

No 2

PP322210/00016

For your chance to grab 1 of 20 Espressotoria Capino coffee machines, in 200 words or less tell us what Livi® brand means to your business and the challenges you face with your paper, toilet, towel and facial tissue needs.

Entries must be submitted between August 15-October 15 2015

LIVITISSUE.COM.AU/GIVEAWAY

T E R M S & C O N DI T IO N S This competition is subject to the terms and conditions available at www.livitissue.com.au/giveaway_tnc.

If you enter this competition, you agree to be bound by the terms and conditions.

Livi® is a registered trademark.

1

T&C’s apply

5

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Let MicroCloud assist your own journey to achieve excellence.

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PHAN NEWS T

he Venue for the AGM which was held on the 14th of July 2015 was different this year moving from the hotels to the Blue Mountains Hotel School in Sydney.

A big Thank You to Ariane Lellmann and the rest of team at the college for hosting the function.

The AGM of PHAN commenced with a very interesting presentation from Michael Dyson Director of Sustainability & Environment for SOAPAID and Steve Hooper from Sydney Rotary who are partners in collecting and distributing products for Soap Aid. Mathew outlined the focus of the organisation and the goals of saving children’s lives and protecting the environment by recycling of used soap. Members were asked to visit the soap aid website and encourage to take part in this project. “We need more Soap to help save lives” was the message members took away with them.

Jacqueline Featherby and Richard westaway jointly presented an overview of the all Australian company Sealy. Jacqueline invited PHAN members to visit the factory so that the members can get a better understanding of how the beds are made.

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Reminding the members of what was mentioned at the 2014 AGM Maureen Jolowicz president of the association presented Jacqueline with a kindness card for her many selfless services to the community.

Maureen asked the members to remember to give out the kindness card when they see an act of kindness whether small or big.

Maureen further encouraged the members to work one hour less a day which was a repeat of her call from last year. Most of the Housekeepers work longer hours and forget to put their personal needs first. She has taken her own words to heart and has commenced working less hours – 4 days a week.

As part of her address Maureen encouraged all members to share their experience and knowledge of their profession with each other.

This year the committee will focus on expanding this with the possibility of an on line forum, knowledge sharing workshops and other ways to help and support our colleagues in housekeeping specially when faced with challenges like refurbishment, tendering and buying new equipment.

Maureen also thanked the suppliers for their ongoing support and contribution to the association.

It was Zarife Melick’s turn to review the minutes from 2014 AGM, followed by Nela Neves presenting the financials and statistics of the association.

The electing of the new committee took place with Maureen reelected as President, Grace Esgon as Vice President, Zarife Melick as Secretary and Nela Neves as the treasure.

The committee members are Kevin Ball, Michael Gilzean, Kamila Smirski, Yulli Kennedy, Nenita Poquiz, Gudrun Ackermann, Renugah Jagadisan and Keke Stewart. Lalini De Silva is now the Public Officer replacing Mavis.

The traditional brainstorming for events of interest for the coming year was completed with many interested in a work shop for new technology in housekeeping.

The meeting then adjourned and members went to dinner at Fortune Village sponsored by International Hotel Services and Lawrence Dry Cleaners.

HOTEL VISITS APRIL 2015

Four Seasons in George Street close to the Quay has 530 guest rooms with a mix of suites and other room types. Director of Housekeeping at Four Seasons Mohit Girdhar and the Director of rooms Tony Conevey welcomed the members.

Mohit and Empires Hospitality’s site manager Ovi Chowdhury showed the members the rooms and the other areas of the hotel and were answering many questions from the members.

Hotel Visits are part of very important educational events. This year’s visits to Amora Hotel and Four Seasons hotel on the 23rd of April proved to be one.

These Hotel Visits are a wonderful opportunity for our Executive Housekeepers to observe what hotels other than their own are doing in terms of room design, fit out, technology and service delivery.

Maureen mentioned “we greatly appreciate the time and effort our hosts put into making us feel so welcome”.

Renugah Jagadisan the Housekeeping Manager for Amora along with the Front office Manager Abhiskek Sinhar showed the

r rce fo e sou g needs n o e in Th an ur cle all yo

members the property which has been newly renovated. Amora is in the Sydney’s Jamison Street with 400 guest rooms, 7 meeting rooms’ restaurants, pool and spa.

u a . m o c avacs.

stax

130 1300

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The members were not only able to discuss first hand with Amora and Four Seasons executives common housekeeping issues, but it was also an opportunity for them to network.

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AFTERNOON TEA FUNDRAISER FOR CANCER COUNCIL OF NSW Held in the very elegant reception rooms at St Mary’s Cathedral Offices, members, friends and sponsors enjoyed a delightful afternoon tea and raised $1,455 for Cancer Research.

The Choristers of St Mary’s Cathedral School opened the afternoon’s events with a delightful program from their extensive repertoire. Looking and sounding like angels their voices entered the reception room from the foyer – lifting us up and away from the burdens of our daily routine – into a sublime state with their voices.

Phil Burge representing NSW Cancer Council – told us about good eating and lifestyle habits to reduce our risk of becoming cancer patients. Many of us were encouraged by Phil to try his 5 to 2 diet. Five veggies and 2 fruits EVERY day. Now how easy is that!!!!

Grace Esogon, Executive Housekeeper at Sydney Harbour Marriott Hotel has informed PHAN members on her recent trip to Peru.

Grace and 20 other volunteers went on a “Trek to Beat Cancer 2015” and raised $106,000 for Cancer Council NSW. These 21 amazing people from Melbourne and NSW survived “Dead Woman’s Pass” 13,776 feet above sea level and successfully completed the 45 km, 4 days INCA trail trek to Machu Picchu in one piece. 

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Let us create the ultimate guest experience

Yardley Hospitality are proud to partner with Sunbeam to bring you the great range of Sunbeam appliances to create the ultimate guest experience, after all great stays start with the little things.

Whether you’re a five-star hotel or a small bed and breakfast, we have small appliances to suit any budget.

Contact Paul Yardley to discuss your Sunbeam product options T 1300 659 053 M 0412 974 878 F 1300 659 063 E paul@yardley.com.au W www.yardleyhospitality.com.au

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SEQPHA NEWS T

he Queensland Team have been having fun so far this year with our Easter Breakfast at Sea World Resort and our Marriott Breakfast, Breakfast at the Watermark, our fantastic Race Day at the Gold Coast Turf club, and most recently our Breakfast at the QT in Surfers Paradise, where some of our members made the local newspaper.

At all of these functions we have raised thousands of dollars for all our various charities and again it is all our suppliers who kindly donate that we are able to assist these charities.

Sandy Sneddon who is on our committee also does remarkable work for so many other charities in her spare time. She collects all the old towels from our various hotels for the animal welfare, she collects all the lost property mainly clothing for various women and men hostels, this lady is a real gem and does so much for the community and we are really honoured to have her working with us.

The Sofitel also helps the local indigenous communities with various items that we no longer need like old beds, bathrobes, blankets and clothing and again it makes you feel good that items that Hotels no longer need are so valuable to other people.

Our Association are all there for one another and this makes me so proud of all of them, we share sadness and we share joy but last month I lost my Mother and at the funeral my Son read a poem called the” Dash” and it made me realise how people put more emphasis on making a living than making a life, it made realise that I should spend more time with family and friends , for it matters not how much we own, but how we live and love on the time we have on this earth. So to all you Housekeepers, and suppliers work is important but so are your family and Friends.

Look up “THE DASH “on Google and I hope it changes your life like it has for me.

We still have a lot of various things happening this year with a Breakfast at Jupiter’s Casino and Sunfresh Linen breakfast in November.

And again a big Thank you to Melissa our Secretary/ Treasurer who puts so much time and effort into organising our different events. 

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With proven experience in providing the best and efficient service, we are the housekeeping partners of the leading hotels and serviced apartments in Australia.

Contact us now on 02 9571 6811 or 0451 374 970 reception@empirehospitality.com.au I www.empirehospitality.com.au Empire Hospitality Australia Pty Ltd - Suite 102/243 Pyrmont Street - Pyrmont NSW 2009

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PEHN NEWS PEHN TRIVIA NIGHT – 15TH JULY 2015

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ith Melbourne’s cold winter weather, thank you to the Pehn members for still attending our events. Recently another great trivia night was held on the 15th July. Things quickly heated up once the trivia commenced. The competition was fierce between tables, with many laughs along the way.

Congratulations to the table made up of the Park Hyatt Melbourne team and the Pehn committee members.

Well done.

UPCOMING EVENTS September – Housekeeping week celebrations (to be advised) October – Tour of Sealy Factory October – Pehn AGM November – Christmas Party (to be advised)

FINALLY A big Congratulations to Margaret Fernandes (Vice president of Pehn) for being a finalist in the TAA Accommodation Awards for excellence, Housekeeper of the year category Well done Margaret, every one at Pehn is very proud of you. 

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Stone & tile care:

THE COST IMPLICATIONS OF GETTING IT WRONG

BY GARRY PHILLIPS, MANAGING DIRECTOR OF SLIQUE, AUSTRALASIA’S STONE-AND TILE-CARE EXPERTS

Tiled surfaces – and particularly those using prestigious natural stone – are some of the most expensive surfaces that cleaning staff will be required to maintain. There are inherent risks with any surface, but the risks are magnified when the surface is highly sensitive to incorrect care, and extremely expensive to repair or replace should it be damaged.

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n this article we look at some of the damage that is often caused by cleaners, and the cost implications for each scenario.

It should provide excellent motivation to avoid these situations!

will add up to major damage over time.

this can be recovered, but sometimes it can’t.

The costs –

CLEANING MARBLE WITH ACIDS OR ABRASIVES

to restore: $30-$40 per m2 of marble (where restoration is possible)

Acidic cleaners are common, widelyused, and very effective in the right circumstances. You’ll find a citrus cleaner in virtually any cleaning cupboard in the world, whether it’s at a home or a commercial property.

And you wouldn’t dream of cleaning a toilet without a decent bowl cleaner.

Even the ‘natural’ cleaning method of mopping with water and white vinegar is an acetic acidic mixture.

The lesson –

In addition, if the acid isn’t neutralised properly it can remain in the stone, which means the next time it gets wet it will reactivate and cause more damage. Restoration can be difficult because it involves not only recovering the look of the surface, but also ensuring that every trace of acid has been removed so it can’t continue to cause damage each time the surface gets wet.

to replace: around $300 per m2 of marble

Understand which chemicals are acid/ alkaline and what they can be used on, and ALWAYS read the label.

CLEANING A ‘GRANITE’ FLOOR THAT’S NOT ACTUALLY GRANITE

The costs –

However many natural stones are calcium-based, which makes them highly sensitive to acids. Marble, limestone, travertine and basalt will all be damaged with exposure to any kind of acid, in any dilution.

Granite is a hard-wearing stone that can be cleaned just like porcelain tiles or even vinyl. It’s easy and low maintenance. But granite’s distant cousin bluestone (or basalt) looks very similar, but is quite different in chemical composition. Bluestone will be damaged by cleaning methods that would be common-use for granite.

to restore: around $50 per m2 of bluestone (where restoration is possible)

The dilution fact is important: a neat acid will fizz on a calcium-based surface, so it’s easy to see that it’s going to react and cause damage.

A diluted acid, on the other hand, won’t fizz. But that doesn’t mean it’s not causing damage. It will cause progressive damage across the whole surface, and repeated minor damage

This is a particular problem in builder’s cleans. A post-construction builder’s clean removes grout haze, paint spills and other builder’s grime. The fastest, most effective way to achieve this is with an acid. On a granite floor, or porcelain or ceramic tiles, that would work fine; but on bluestone any acid is extremely damaging. For the most part

to replace: up to $300 per m2 of bluestone

The lesson – don’t assume that a dark grey floor is granite – always find out for certain what a surface is before you clean it. And if using acid, always neutralise properly.

OVERCLEANING AND “CLEANING ON CLEAN” There is absolutely no point cleaning something that’s already clean.

It doesn’t achieve anything, and in the case of stone or tiles it is likely to be damaging the surface.

Overcleaning is also a vicious circle, because with each mop of an alreadyclean surface, chemical residue will be building up. The chemical residue will then attract more dirt and footprints, which will then need cleaning... leaving more chemical residue behind to repeat the issues.

Overcleaning also tends to contaminate the grout lines, which have a drastic effect on making a surface look dirty. Built-up chemical residue and contaminated grout lines require intensive restoration.

The costs – to replace: not relevant, this can always be restored to restore: $18-30 per m2

The lesson – be objective about whether stone or tiles need cleaning, and only clean if they’re actually dirty.

PROTECTION METHODS GONE WRONG When working with excess water or acidic chemicals near to an expensive stone surface, it makes good sense to protect it. But protection systems must be applied in the right way, or they will end up damaging the surface that is meant to be protected. The most common way to do this is by taping down plastic sheeting, but there are two key things to remember: 1. Tape should never be applied directly to the surface being protected – the adhesive in the tape is likely to be slightly acidic, and can react with the stone.

2. Tape should never been applied to seal the stone in plastic sheeting as this can ‘sweat’ the stone and cause discolouration and changes to the finish.

Protection systems are absolutely the right thing to do – just make sure you do it the right way.

The costs – to replace: average cost about $300/sqm to restore: $35 – $80/sqm The lesson – don’t tape directly onto sensitive stone without testing, and make sure you leave gaps to allow it to breathe.

FAILURE TO PROTECT SURROUNDING SURFACES While incorrect protection methods can cause damage, failure to protect

Acidic glass cleaner has been used to clean the shower door, but the marble shower floor hasn’t been protected from the run-off chemical which has caused substantial damage.

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can be just as costly to rectify.

This issue is most common in showers, where cleaning shower glass or tiled bathroom walls with a chemical that is appropriate for those surfaces then runs down to damage a natural stone floor.

The costs –

Chemical drippage might sound minor, and might only affect a small area, but it’s proportionally the most expensive issue if replacement is required. If a shower needs to be retiled, all the shower fittings have to come off, some of the wall tiles will need to come off, and all the waterproofing needs to be re-done which often extends under the rest of the bathroom floor too.

So damage done only in the shower cubicle requires remedial work that extends into the whole bathroom.

be aware of surrounding surfaces and take appropriate steps to protect them when cleaning nearby

to replace: around $10,000 to retile a shower base to restore: around $1,000 (if restoration is possible) The lesson –

THE COST IMPLICATIONS OF GETTING IT WRONG Making a mistake on a stone or tile surface is costly. If it can be restored, the cost is minimised, but if it can’t and full restoration is required it can involve a massive remedial cost.

Where restoration is possible, the recovery costs usually run to around 10% of the cost of replacement.

Sometimes they can be as high as 30%, but compared to the

replacement cost this is still usually worthwhile.

If cleaners do damage to a surface, they are liable for the costs to rectify it. Insurance companies may cover single-event mistakes (like a spill).

However if it’s a protracted event such as the ongoing use of incorrect chemicals, it may not be covered.

Avoid expensive mistakes: understand what you’re cleaning, and how it should be cleaned – or better yet, how not to damage it!

For reference Slique’s website has Care Guidelines for each surface type to ensure safe, effective cleaning of every stone and tile type.  Slique can be contacted: In Australia at www.slique.com.au, email info@slique.com.au or call 1800 754 783 In New Zealand at www.slique.co.nz, email info@slique.co.nz or call 0800 754 783

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JW MARRIOTT HOTEL MACAU SETS NEW STANDARD FOR LUXURY IN MACAU

BY LIZ LYCETTE

World-renowned for its iconic luxury, Asia’s largest JW Marriott, JW Marriott Hotel Macau brings its guests an approachable luxury experience through the richness of authenticity – discovered in the beauty of craftsmanship and delivered with an intuitive response to personal expectations.

S

et within one of the world’s most spectacular entertainment and leisure destinations – Galaxy Macau™, grand opened on May 27, 2015, JW Marriott Hotel Macau enjoys a privileged location with instant access to a wide selection of international cuisine and vibrant entertainment, along with all the amenities business or leisure travellers could wish for.

My role as Director of Services for the hotel encompasses Housekeeping for the rooms, daily operation of public areas, linen and laundry. Being part of the Galaxy Macau™ means many parts of the operations are handled by “Shared Services”. The Galaxy Macau™ team operates the Wardrobe Department, overnight cleaning, landscaping, florist, pest control and external façade cleaning.

With 1,015 luxurious rooms and suites styled with elegant sophistication and overlooking magnificent views of the Galaxy Macau’s Grand Resort Deck and Cotai, Macau, the hotel conveys an ambient luxury that puts guests at ease.

Some fast facts about the Housekeeping Team: • 1015 rooms including 929 Deluxe Rooms, 60 Executive Suites, 9 Retreat Pool Suites, 15 Retreat Studios, 1 Chairman Suite and 1 Presidential Suite. 240 Housekeeping Associates – over

100 Room Attendants who service 12 rooms daily and turndown 35 rooms in the evening • Working with a multi-cultural team from China, Philippines, Nepal, India, Turkey, Vietnam and of course, our local Macanese who all speak a variety of languages • 20,000 towels and 15,000 bed sheets • 500+ checkouts and check ins daily – mostly between 11 am and 4 pm • Up to 2,000 toothbrush kits consumed on a busy day • 70 extra beds and 40 baby cots available upon guests’ request • Over 250 calls for service and request items between 6 pm and midnight

A DAY IN MY LIFE • A typical day for me starts at 7.30 am with a quick walk through and working through emails before Room Attendant, Supervisor and Housemen briefings.

Daily operations review with the Management team and then into daily operations, meeting with contractors and project team • Co-ordination with Shared Services for wardrobe, overnight cleaning, florist and landscaping

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• Meeting with the team managers of the floors, public areas, linen room and the onsite guest laundry • Constant review of the progress of turning the rooms over quickly so Front Office have a ready pool of rooms for arriving guests • Lunch with the team in the Hot Shoppes (our associates canteen) and late afternoon operations meeting to review tomorrows VIP arrivals • I can hopefully get around by 20:30 making for a very full on and event packed day Some of our “Work in Progress” includes:

JW Marriott Hotel Macau is the ideal base from which to explore all that the city of Macau has to offer. Nature lovers as well as families should visit Seac Pai Van Park, Macau Giant Panda Pavilion and Parque Natural da Taipa Grande among other attractions.

Adventure and adrenaline seekers can visit the Macau Tower Convention & Exhibition Centre to take the plunge with a ‘Bungy Jump’ or ‘Sky Jump’ – a walk around the outside of the 338 metre high tower. Go-kart racing in Coloane is also available.

Just 15 minutes away from the hotel, in the centre of the city, a rich cultural history with UNESCO World Heritage sites awaits, including the A-Ma

Temple, Ruins of St. Paul and Senado Square. By night, Macau’s world-class theatre, fast-paced entertainment and diverse social scene give plenty of reasons to keep visitors enthralled until the early hours of the morning.

I have a super 2 bedroom apartment overlooking the river and bridge to the mainland with China in the background and I am also blessed with having some great friends also working in hospitality and who are happy to share time off with yummy Portuguese and Macanese food, good walks and some retail therapy 1 hour away in Hong Kong. 

• Soap recycling – with Clean the World – our goal is to recycle 300 kgs per month • Fine tuning all our IT systems including eHousekeeping – the system where all rooms go through mobile phones interfaced with Opera and quick turnover. Guest ware system to handle the 500 + requests every day • Implement a room checklist scoring system for Room Attendants and Supervisors to improve quality standards • Start our spring cleaning programme

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FULL STEAM AHEAD TO BEAT THE

Bedbugs

BY JOHN PARKER, MANAGING DIRECTOR, ALPHACLEAN

Just the thought of bedbugs can make your skin crawl and reading this article will probably make you need to scratch, says John Parker, Marketing Director of Alphaclean, but they are a growing problem and need to be tackled.

A

lthough bedbugs had been largely eradicated until recently, they have been making a big comeback.

Often considered to only affect poor and dirty locations, it’s worth noting that bedbugs aren’t that choosy.

If there’s somewhere dark for them to live and they can feast on human blood they’re happy.

As they’re not attracted to dirt, a bedbug infestation isn’t a sign of a lack of cleanliness. Bedbugs can be found in any accommodation, but are more common in short-term lodgings such as hotels, motels or hostels where there is a greater opportunity to be transferred in or out. They are remarkably good travellers – happy to hitch a ride in luggage, on clothes, in furniture or in bedding.

Custom aprons, jackets and uniforms.

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WHAT ARE BEDBUGS? Bedbugs are small parasitic insects which feed primarily on human blood. They are attracted by body heat and the carbon dioxide we breathe out. Like mosquitoes they feed at night when people are at their most vulnerable.

Exposure to bedbugs can be upsetting and stressful, but they aren’t actually dangerous and they don’t transmit any diseases affecting humans. Most people don’t even develop a serious skin reaction to the bites, which are usually found on the more exposed parts of the body. However, anyone running a hotel, motel or hostel should take action straight away to prevent the spread of an infestation, because as well as the potential for guest discomfort, there’s the risk of reputational damage and litigation.

WHAT CAN BE DONE ABOUT THEM? Getting staff trained to recognise bedbugs, and the signs of infestation is the first step in the battle. That can mean infestations are picked up early, before they spread and before guests take notice. Signs to watch out for include: black spots on mattresses – this could be their dried faeces; mottled shells that bedbugs may have shed; blood spots on sheets where guests may have rolled over and squashed a bug after it had fed.

Once an infestation has been identified, it is not straightforward to remove, but the earlier it is caught the better. It usually takes a combination of methods to completely remove bedbugs, which may include insecticides, traps and mattress encasements.

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A key factor in the removal is temperature. Bedbugs are very sensitive to cold and heat and they cannot withstand temperatures above 45oC. Laundering and tumble drying items can be very effective, but this won’t get any bugs hiding in non-washable locations. Large heaters can also be installed, but they need to raise the temperature of the room rapidly and can still leave hiding places unaffected.

Freezing the items infected by bedbugs is only effective on small items.

STEAMING A 2003 study in the USA (Meek) showed that a program that employs steam rather than insecticides provides better long-term control than the use of insecticides alone.

The Texas A&M University Department of Entomology College also found steam equipment “to be portable and relatively inexpensive and represents a non-chemical means of killing all life stages of bed bugs”. This is particularly important as bedbugs display an increasing resistance to chemical solutions.

The portability of steam machines also means they can be used without needing to transfer bedding to a laundry with the risk of transferring bedbugs on the way.

The treatment equipment used in these trials is portable and relatively inexpensive and represents a non-chemical means of killing all life stages of bed bugs.

bedbugs and their eggs. With a regular stream of guests, and therefore potential hosts to bedbugs, they recognise the importance of taking preventative action. The steam can penetrate deep into lockers and crevasses.

There are a number of brands and varieties of steam machines available, but there are some criteria to watch out for. The steam produced must be a high temperature and a low vapour flow. It is also best to use ‘dry steam’, which leaves materials and surfaces clean and odour-free with minimal water residue. You should also look for continuous fill boiler systems which allow refills during operation and efficient, integral vacuum system which leave surfaces clean and dry.

Modern steam cleaners use less water and energy, while still enhancing reliability and efficiency. Combined with the longproven, deep cleaning power of steam, it means modern ‘dry’ steam cleaning machines offer a highly cost-effective and versatile option for the hospitality sector – and one that is also user-friendly and less harmful to the environment.

Bedbugs can strike anywhere, but we’d recommend you go full steam ahead to tackle any infestations as quickly as possible. 

One of our clients, a youth hostel, has found that steam forms an important part of the eradication process as it kills

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TALKING DIRTY

Sweet emotion

BY RALPH PETERSON

“Tell me you fired him,” I said. “No. Wait. Let me finish the story,” Jon said. “It gets better.”

‘You’ve got to be kidding me,’ I thought but didn’t say. I was on the phone with one of my new managers. Not new to managing to be clear, but new to me. It was his second week running the housekeeping and laundry department in a 200 bed hospital in a pretty poor part of town. The employee pool, therefore, was always a challenge and I hired Jon because he assured me he could handle the challenge.

I

could hear Jon take in some air and then he continued. One of the floor techs, an older guy with a beer belly and permanent attitude, had always been a problem.

He was one of those guys who had worked at the hospital for so long he probably helped them move in the furniture. Somewhere along the way he picked up a large chip and set it on his shoulder. To say he could be difficult to manage would be an understatement but everyone just tolerated him because he was a decent worker, had been there for a long time, knew a lot about the facility and most of all, he showed up for work; every day. However, when it came to Jon, his new manager, who was twenty years his junior, the chip on his shoulder grew wings and apparently flew off the handle.

“He got in my face and starts screaming at me…,” Jon was saying.

I interrupted him.

“Then you fired him,” I said. Jon was young but not inexperienced. I could feel my face wrinkle in a mass of confusion.

“No, I didn’t fire him,” Jon said defensively. “He said he was going to quit anyway so…”

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“Jon,” I said. “After all of that, you didn’t fire him.” Jon hesitated then repeated the word.

“No.” I could feel my own face start to get hot.

“Jon,” I said, “you should hang up with me and call him… right now… and fire him over the phone.” Jon got silent and I wanted to go on a tirade.

I can’t tell you how many times I see this same situation play out. Over and over again. Great, hardworking housekeepers, or floor techs, or guest services workers, or food service workers, or mechanics, or whoever… work their butts off, going above and beyond in a constant struggle to prove to the powers that be that they too should join their ranks; that they too, should be and could be leaders, if given the chance. Then this guy comes along, Mr. Attitude, and you just give away your power. After all of that hard work… all those days of going in early and staying late, not to mention all those extra weekends… and you just give your power away. Instead I held my tongue.

“Jon,” I said, checking to see if he was still there. He was. We continued

to sit in silence for a few minutes; both of us trying to make sense of it all. I switched gears. “This has happened to me a hundred times,” I said trying to commiserate. I realised I could talk and talk about all the things Jon could have done, should have done, but that wasn’t going to get us anywhere. I needed Jon to manage this.

“I can’t tell you how many times people have tried to intimidate me or manipulate me…” I said. “I’ve even had some people get physical with me… and when you are a new manager…”

“I’m not a new manager,” Jon said.

I could hear his frustration and it made me smile without humour.

“I know.” I was looking at his resume and work history as we talked and it was all there. Though he had been out of work for the last six months or so, he had a lot of progressive leadership experience. Leadership experience that he gained in housekeeping; which is precisely why I hired him. Precisely why I put him in this hospital. I needed a strong manager there, someone with experience managing a diverse and often time’s difficult team.

TALKING DIRTY

“I’m not new,” Jon said again taking in a deep breath. “I’m just out of practice.” I nodded.

‘You’re out of practice,’ I repeated more to myself than to him. I was still looking at his resume and that’s when it hit me.

“You know what Jon,” I said. “That is perhaps the most brilliant thing I’ve ever heard. You are not new, you are just out of practice.” I wasn’t being facetious. Jon laughed. His nerves were getting the best of him.

This isn’t the first time I had hired someone with “management experience” only to have them show up and act like it was their first time.

For a while I thought they must have lied on their application and maybe had one of their friends pretend to be their last boss and gave them a positive reference. And though I am sure this has happened a few times,

thinking about what Jon said, I’m starting to wonder if I have been missing something. Maybe some of them weren’t lying. Maybe it wasn’t that they were new, but rather out of practice.

When I hire someone with management experience, but not in housekeeping, I’ve learned to give them a pass. Housekeeping management is not for the faint at heart. It is like guerrilla warfare, in the sense that you never know what you are walking into, who is showing up, coming in late or leaving early.

You never know who you can rely on, who is going to be the most helpful and who is going to sabotage you at every moment. Throw in a bunch of customers and guests who miss trash cans and toilets, people who don’t kick their shoes off before they come inside and cause more of a mess than is necessary and you have a recipe for trouble. Throw

in employees like Mr. Attitude; employees who try to gain their power with a threatening posture and a raised voice and difficulty level goes up exponentially.

Jon isn’t new, however. He isn’t new to managing and he isn’t new to housekeeping. In fact, one of the reasons I liked him so much and hired him was because of how closely his resume mirrored mine. We both started out as housekeepers, working our way up the ranks until we got to the top spot.

Jon should have been able to stand his ground, that is, stand up for himself, to lay down the law.

“Lose the attitude, do the work you are supposed to be doing or go home,” he should have been able to say that to Mr. Attitude but he didn’t; instead he acted like it was his first time managing this kind of situation and instead of managing

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him appropriately, he let Mr. Attitude manage him. ‘Don’t give away your power,’ I want to scream.

“You know what I think,” I said. Jon didn’t. “I’m beginning to think that maybe managing is a perishable skill. I mean, it seems like the last six or eight months between your last management job and this one, to use your term, “has taken you out of practice.” Jon agreed.

“I’ve got to tell you, when he got in my face and started to raise his voice,” Jon said. “I knew how I should handle him, but I don’t know,” he paused. “I got this pit in my stomach, like it really was my first time managing. It made me sick, and, not for nothing but that guy can be pretty intimidating.” It was my turn to nod my head silently.

“Maybe managing isn’t like riding a bicycle after all,” I said. Which is how I always thought of it. “Maybe you can’t just hop on and start pedaling after months, or years, of not riding and think people are just going to fall in behind you and do everything you say.” Jon laughed.

“I think I can still ride a bicycle,” he said.

“You get my point,” I said and he did.

The more I thought about it though, about that pit in your stomach, the one that we all feel when we are faced with a difficult employee or situation, the more I realised that maybe it isn’t just that managing is a perishable skill, but the emotional component of managing that is.

If you think about it, the biggest hurdles all new managers must overcome are emotional. Creating schedules, writing job routines, conducting inspections, ordering supplies, processing payroll, and doing inventories are easy; anyone

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can do them. Talking to someone about an issue that has come up, or about performance or an attendance issue… not so easy. Looking someone in the eye and being honest and upfront about an issue that you are having with them… not so easy; confronting a big, overpowering individual like Mr. Attitude… again, not so easy.

Here’s the thing: Managing is extremely personal. It is one of those career fields where you are always being watched and judged. And not the ‘behind your back kind of judging’ (though that happens too) but the blatant, in your face passive aggressive behaviour that employees love to throw at managers; the eye roll, the squint while cocking their heads to the side (as if the manager just spoke gibberish, rather than the very clear “Your break was over five minutes ago, how about we get back to work…” sentence). The blank stares, the crossed arms, the head shaking, the mumbling under their breaths just loud enough for you to hear it but not loud enough for them to get in any real trouble for saying whatever it is they were saying… that kind of judging.

Then there are those that don’t have a passive bone in their body and instead have no problem getting in your face, screaming at the top of their lungs. They slam doors, punch walls and sometimes even you, with a set of keys in their hands, right in the throat.

Through it all, managers learn how to deal with it. They learn how to separate their own emotions from those situations and, instead of taking things personally, they react responsible. This isn’t as easy as it sounds and it does take a lot of practice, but it is absolutely vital to the management process.

You simple cannot be an effective manager if you do not develop strong emotional muscles.

“There is only one way to get back up onto a bicycle,” I said. I could hear Jon take a deep breath. “It’s not going to be easy,” I agreed. “The pit in your stomach is not going to go away just by looking at it. You are going to have to go into the garage, take it down from the rack and deal with Mr. Attitude head on.”

“You really think I should fire him over the phone.”

“Yes,” I said. “For a couple of reasons. First, he has already shown some physically aggressive behaviour. Behaviour that is not appropriate, and cannot be tolerated at any time. So you have a responsibility to protect your other employees, your customers and your patients, and yourself.

“Second, your reputation is on the line here. I bet everyone already knows that he got in your face and that you backed down. In management it is not enough to stick up for others, you have to have the ability to stick up for yourself.

Anyone can stick up for someone else. That’s easy. The thing that separates good managers from poor managers; effective managers from ineffective managers, however, is the ability to stick up for yourself.

“You’re right,” Jon said.

“I’ll call him.”

“Good,” I said. “You’ve done a lot of hard work to get here, don’t let anyone take it from you.”  Ralph Peterson is a Professional Speaker, Syndicated Columnist and Author in the field of Management Development. Contact him at Ralph@RalphPeterson.com

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WHY WORKFLOW MATTERS FOR FAST AND HYGIENIC BATHROOM CLEANING

BY MURRAY MCDONALD, DIRECTOR OF DUPLEX CLEANING MACHINES

Bathroom cleaning is a mandatory cleaning task for all accommodation facilities. Whether it be accommodation owners, contract cleaners or housekeeping staff that carry out the task, each professional has their own products and processes in which they follow.

A

lthough processes may differ, the common goal amongst all accommodation bathroom cleaning needs is the desire to complete the job in the most time effective yet hygienic way possible.

This is where a consistent and industry standard workflow is mandatory to achieving this objective.

Below is an overview of an industry standard workflow that takes into account pre-workflow, workflow process and post-workflow activities.

PRE-WORKFLOW The products you use are the first point of consideration before embarking on your bathroom cleaning workflow.

Chemicals, rags, mops and buckets will hinder your workflow, no matter how consistent and streamlined it is.

The reason for this is that chemical use in the accommodation industry, much like the healthcare sector, is now commonly seen as an outdated

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method. This is mainly due to allergy concerns for both guests and staff, and the latest research and industry standards that validate chemical-free cleaning solutions.

The use of high temperature steam solutions and the use of microfibre instead of regular cloths are some of the bathroom cleaning alternatives that can be used to ensure a fast and hygienic bathroom cleaning process.

Also, before you embark on implementing your workflow, it’s important to clearly “mark” the areas that need to be cleaned. This is so you can identify post-clean whether any areas have been missed. This can be done using an invisible marker. An invisible marker can’t be seen to the naked eye, and can only be seen when illuminated using the right torch.

WORKFLOW The four key areas in a bathroom clean are;

• Walls and floors (including tile and grout) • Fittings (including basin, taps, drains etc) • Showers • Toilets When cleaning each of these areas, the rule of thumb is start with the cleanest areas and finish with the dirtiest areas. For example, start with basins or light switches and finish with toilets. Ensure you complete this workflow in either a clockwise or anticlockwise direction.

An example of such a workflow can be seen below using steam vapour and microfibre.

• Start with light switches and the door knob area. This can be achieved by using a steam lance to disinfect the area, and wiping down the surfaces with a microfibre cloth

One way to determine this is by conducting a post audit of you bathroom clean. As I mentioned in the pre-workflow section, it’s important to have marked areas that need to be cleaned using an invisible marker.

• Continue in a clockwise or anticlockwise direction to the basin.

Steam clean taps, basins and drains.

• Move onto the shower, including its walls, floors and grout. Steam surfaces starting from the top and make your way down.

POST-WORKFLOW

Simply go to all areas you have premarked and illuminate these areas. If the marks are no longer present then the cleaning has been carried out according to schedule. If marks are present, areas may have been missed due to human error or the workflow wasn’t carried out in the correct order. 

Once you have completed your bathroom clean using a consistent workflow, it’s time to make sure that no corners have been cut and no areas have gone unnoticed.

Murray McDonald is Director of Duplex Cleaning Machines and has over 20 years experience in improving accommodation cleaning standards through chemical free solutions.

Visit www.duplexcleaning.com.au

• Finish with the toilet area. Using steam, disinfect and detail clean water chamber, seat, rim and bowl.

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LEADER?

WHAT’S THAT???

BY JANET C. MARLETTO

This topic has captivated me because there is a lot of chatter about “Leader” and/or “Leadership” these days. However, it seems hollow to me. It lacks the essence of the meaning of being a True Leader. LinkedIn participants toss it about daily. Take a look at profiles and see the plethora of self-described “leaders” there are! With all of this proclaimed talent, one would think that the world would be a better place.

I

ronically, when we really did have authentic “leaders” in the world, the focus was on being an “effective executive” ( Peter Ducker’s book served as a guide and is still relevant.). It was about doing the “right thing for the right reason.” ( This is also the USMC’s directive.) The question is how does one determine what is “right.”

How many really understand what it takes to be a True Leader?

• Peter Drucker, Tom Peters, and Stephen Covey et al. discuss actions and behaviours.

• The US Marine Corps emphasises always thinking of team members first (this includes thorough and effective training).

• Jim Rohn goes into all aspects of Life. Just recently there was an article in his newsletter about personal development. (JimRohn.com) • John Maxwell, Tony Robbins et al. point out elements of character.

In the Nineties, Stephen Covey published a little known book titled The Principle Centered Leader. Very few people ever mention it. When I read it, I identified with it immediately, because I had been doing it for a long time. Although I never considered myself a “leader”, I did focus on selfdevelopment and becoming a truly “effective executive” on the Drucker model. Whenever anyone asked me what my management style was, I called

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it the “upside down approach”. I meant that I always considered the effect on the team and included the team in logistical discussions. Yes, I made the decisions after considering the data and staff in-put. Operationally, the results were consistently superb...we wowed a lot of people...most importantly the clients. This may be a recognised approach now, but then, it was more ego based, a top down approach. In fact, it scared many top executives who held their power tightly. Those same scared executives would not/could not recognise that all of us want the same things in life. (This is a topic for another article!) How can you be a “leader” if you don’t honour or respect those lower in the hierarchy? That’s simple, you can’t be! Just look at Dilbert!

Who qualifies to be called a leader?

Who really has developed a formula for totally developing a True Leader?

First of all, there is a lot more to leadership than knowing the job/ business. Yes, that is necessary. In fact it is mandatory to know the in’s and out’s of each job title..e.g. Undercover Boss. Those who dismiss “paying one’s dues” cannot qualify as an authentic leader. For this reason, we see fewer and fewer real leaders.

Granted that what I am about to share has its detractors, nonetheless, it speaks to the issues so lacking in our current business and society AND offers a path to Leadership.

In Plato’s Republic, Socrates, Plato’s teacher, defines the Leader needed for an Ideal Society and proceeds to outline in detail how that Leader is to be educated.(Source: On Plato’s Republic, Cliff Notes. www.cliffnotes.com) Considering that most of the American Founding Fathers had classical educations, it becomes more clear why we had such effective leadership during our formative period. It also explains why there was civil (polite) communication even among those with differing views. They were gentlemen.

Let’s proceed with Socrates’s guidelines. His ideal Leader, also known as the Philosopher King/Leader, “will possess the cardinal virtues: wisdom, courage, temperance (discipline), and justice.” Additionally the Leader knows what Justice and Goodness are and loves Truth. He knows how to administer justice for the good of the citizens. His love of Truth does not allow him to lie or to countenance lies, no matter the reason. Furthermore, he is not covetous because his needs are met. Thus, he understands the needs of citizens.

His life of Temperance also prepares him to be courageous when required.

Clearly, these characteristics are not acquired through a seminar, the reading of inspirational quotations, or the reading of a book on so-called leadership. These characteristics are cultivated as a result of an in depth education requiring intentional practice

and challenging exercises of the mind and intellect. Does this mean that anyone can be a Philosopher king/ Leader? No, not at all. In fact, Socrates clearly states that there must be a very large pool of quality candidates so that there is a greater chance of a true Leader emerging in each generation.

There is another important factor: the quality of the society. The healthier the society, the greater the likelihood of the development of a true Leader. Is this preparation wasted on everyone else?

Of course not! This educated citizenry fills other important roles in society, in education, in business, in government, and in the military.

(N.B.: The French educational system with its focus on meritocracy and its Grandes Ecoles is a modified version.)

Part Four involves those selected to continue their studies from age thirty until thirty-five with a serious focus on Dialectic, known as the highest level of intellect requiring conversation (questions and responses). Part Five involves these trained philosophers getting practical experience in various areas of military and politics and to share their knowledge for fifteen years of service. Part Six stretches from age fifty for the rest of their lives. These true Leaders contemplate Goodness and how to serve society best.

So, how does one become this honourable, thinking person who is developed on all levels?

Given that these guidelines were created thousands of years ago, it is remarkable to observe what happens when contemporary students receive such an education at a school modelled after Socrates’s ideal. At the Thomas McLaren School, high school students wow instructors who are used to interacting on college and graduate levels. The students study Latin for four years, learn to play well a stringed instrument (instructed by professional musicians), and participate in “dialectic” as well as study of mathematics, history, literature and sciences. In tenth grade they can choose to study ancient Greek and then to study in depth Plato and Aristotle. They study these with a college level instructor who does

It is a six part process that begins with Part One in early childhood and continues until about eighteen years of age. Children spend their time doing gymnastics, studying the arts (this includes music and artwork) and some basic mathematics. The regimen is in tune with emotional, intellectual and brain development. The family encourages exposure to examples of courage. Part Two commences at about eighteen years old when the best are selected for more rigorous physical and military training (consider the historical context). Part Three starts at age twenty and continues for ten years. The focus for ten years is advanced mathematics. The timing coincides with brain maturation.

not dilute the material. This future true Leaders know how to think, to be creative, to be kind, to be humble and to appreciate Beauty. Above all, they know how to think critically on a high level.

To complete the education one must “Know Thyself” (Socrates).This is accomplished through contemplation, meditation, self-testing, interacting with all levels of society, being a careful and empathetic listener over long periods of time. We would call it being outside our comfort zone or stretching oneself continuously. Furthermore, “To Thine Own Self Be True” ensures that hypocrisy is removed from interactions. The result is a generous spirit founded on experience and contemplation. Given the “trial by the fires” of Life, this person is unwittingly an approachable Leader who is kind, compassionate, wise, understanding and still discerning and shrewd.

This is someone I would follow.

Would you?  Janet C. Marletto, jmarletto@yahoo.com, is a mentor for those ready to move to the next step quickly. Visit her profile on LinkedIn https://www.linkedin.com/in/jmarletto and review the recommendations of those she has mentored recently.

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Patrick Day

PROFILE

ROLLING WITH THE PUNCHES: HOSPITALITY TAKES PATRICK ON A WILD RIDE

I

have a fetish”. The comment from a former guest caught Executive Housekeeper Patrick Day off guard. “We do this game where my wife hides her jewellery and I have to find it”. Patrick’s motto in housekeeping is to ‘expect the unexpected’, and it is clear to see why. Patrick is telling the story of a guest who came in eighteen months after his stay. Although Patrick knew that all lost property was only kept for up to six months at the hotel, Patrick went to the guest’s room to check once more.

“Sure enough, there was jewellery stuffed into the doorstop,” Patrick says.

“I guess no one ever cleans the inside of a doorstop, so it stayed there for all that time”.

Patrick is currently at the helm of the 39 storey 170-apartment Mantra Sun City in the heart of Surfers Paradise, with thirty staff in his housekeeping team. Patrick has seen, heard and done it all, but one of his most cherished experiences reflects how housekeeping has always inspired him.

“My family and I go on a cruise every year (or at least we try). We were on a cruise in March this year, Royal Caribbean Rhapsody of the Seas, and I got the chance to meet the Captain. As luck would have it the Executive Housekeeper was next to him and I started to ask a lot of very interesting questions. Then the Captain asked if I was in the industry. To my surprise, the Executive Housekeeper spent a few hours with us showing us all around the back of house and the lower decks of the ship. The highlight for me was the laundry and dry cleaning areas. The Laundry Manager took me on the full tour – how they did the ironing, washer extractors, all the products they were using. It was exciting for me, not so much for my wife!”

Patrick explains that you can expect two or three different careers when you enter hospitality. “I’ve always loved numbers,” Patrick says. “I like running and operating within a budget, it’s a skill I’ve used in various roles and it is what most excites me in my current role”.

Patrick emphasises why the Mantra Sun City is the best hotel for families on a getaway to the Gold Coast. It’s got waterslides, a relaxed atmosphere (he was able to have photos with two stormtroopers from the nearby theme parks in the hotel lobby), and is Aztec-themed, which gives the place a quirky vibe. Also, most of the apartments have recently been refurbished.

But the hotel is not five-star, and Patrick has come from a long and successful career in corporate, high-flying establishments, like 5 years at Brisbane’s Sebel Citigate King George Square (currently Pullman/Mercure) before his move to Surfers Paradise. So it begged the question: how important is a title to Patrick?

“At the end of the day, not very important,” Patrick says. “If you asked me 25 years ago, I would have said the prestige of a title is very important. But you come to a point in life where you need to decide what suits you and the family.

We’ve gone from having an apartment in North Sydney to a five-bedroom home at the southern end of the Gold Coast. It’s a great place to bring up a family, and I’ve got more time to spend with them now”.

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And Patrick has nothing but praise for his new housekeeping Room Attendants. His team consists of 30 housekeepers, whom Patrick calls “the family”. He is thrilled with their positive attitude towards the hotel and the friendships that exist between them. But Patrick’s actual family are the ones he loves and cherishes above all else.

He has a wife, Jane, and daughter Eloise and an extended family living in the same street.

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“Jane is an adventurer. When we met, I was all about being the responsible one going orderly through life. Old school, a career man. Go to school, get a job, work your way up the ladder. But Jane was the total opposite. She would head off overseas or go on adventures away”.

Jane was the Assistant Executive Housekeeper at the Sebel Citigate Brisbane when Patrick met her. As it turns out, Patrick ended up taking her job!

“I’m not surprised that many people find their partner working in the same industry. You understand each other’s issues, schedules, and everything unique to your field of work”.

One of the lasting comments of the chat with Patrick is how he was willing to ‘roll with the punches’ throughout his career. Through all the avenues the hospitality industry has to offer, Patrick is very happy with his position on the Gold Coast, but with Hospitality you never know what is just around the corner. As they say: when one door closes, another door will open. Patrick loves the lifestyle on the Gold Coast, and with his family front and centre of his mind at this stage of life, Patrick feels he has the balance right for managing work alongside his family. 

R. Weatherdon & Co. Unit 8, 12 Frederick St, St Leonards NSW 2065 ph: 02 9906 2202 n fax: 02 9906 3466 email: sales@weatherdon.com.au Microcloud is acknowledging the fine outstanding achievements of Patrick Day, Executive Housekeeper of the Mantra Sun City, Gold Coast. On behalf of the Microcloud team he is being presented with a luxury mattress topper and two pillows.

www.weatherdon.com.au

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South Pacific Laundry

SOUTH PACIFIC LAUNDRY EXPANSION PASSES ON THE SAVINGS TO HOUSEKEEPERS

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f we thought South Pacific Laundry (SPL) couldn’t grow any faster, we need to think again. For over 20 years, SPL has supplied commercial laundry and linen services to the hospitality industry with the motto: “We don’t rest on the seventh day”. From its humble beginnings in Melbourne, the company expanded to New South Wales and Queensland on the back of quality products and professional service. But this Aussie start-up is not done yet. SPL has successfully move their Sydney office from Silverwater to a larger space in Bankstown. Only this year, SPL also moved their Brunswick plant to a bigger facility in Broadmeadows.

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PROFILE

The expansion makes SPL the single largest privately owned laundry in Australia.

“The expansion means we have an increased capacity and improved quality by using the latest technology. It also makes our operation more productive,” said SPL CEO Choon Ming Tang. He knows how important it is to make the company as efficient as possible.

A bigger facility means lower costs, and lower costs means SPL can provide the best price for its clients without sacrificing quality.

“We have implemented some new technologies which enhance quality to the benefit of our valued customers without increasing cost,” said Mr Tang. “We use a reverse osmosis water recovery system to

recover 70 per cent of soiled water and heat.”

So advanced are the company’s facilities, the linen can be returned in as little as six hours to hotels in the CBD. “We have dedicated express line and redundant processing capacity to

cope with special demand without affecting our usual production.”

Another feature is the company’s hydrocarbon dry cleaning technology, which uses a softer and environmentally friendly solvent for processing delicate clothing.

However, it can be less productive due to the longer cleaning time that is required when using this technology.

SPL is expanding at a rate of knots – and housekeeping departments are the winners. With costs coming down and quality going up, the latest investments into the company are set to deliver even better outcomes for housekeepers.

The huge developments took time and dedication, so the company truly deserves its claim to ‘never rest on the seventh day’. And with management’s attitude to always look back into the company, seeking out ways to make things run more efficiently, housekeepers can be sure that SPL will continue to provide for them in the years to come.

“We invite any customer with the genuine intention of engaging our service to come visit us. Your generosity to give us a chance to provide service would be appreciated and rewarded.” 

Yet SPL’s personalised service remains the company’s key point of difference. The CEO believes this feature grows a pool of loyal supporters.

The current owners and management took over SPL in 1996. They turned the company from a small operation servicing Chinese restaurants in Melbourne into a diversified business with clients across the country. The first big change happened in 2005, when the company relocated from Northcote to a property over double the size in Brunswick East. No expense was spared as the company laid out $13.5 million to upgrade the site’s machinery. SPL operates a fleet of vehicles with a wide variation of specifications that can adapt to different access conditions. This meant the company can access and cater for all types of clients, from alleyway restaurants to motels and luxury hotels.

“We have built up a large pool of happy customers who continue to recommend our service to new clients. Our main aim is to maintain a high level of service and to look after our employees.”

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South Pacific Laundry specialises in the provision of quality linen and supplies for the customer service and hospitality industries

South Pacific Laundry South Pacific Laundry (SPL) has been a provider of commercial laundry and linen services to the hospitality industry in Melbourne for the last 20 years. Currently, the South Pacific Group is establishing a strong network of modern laundry across Victoria, New South Wales and Queensland with plans for Perth expansion and several more facilities up the East Coast of Australia in 2015. The relocation of our Sydney operations to a new larger facility in Bankstown together with the relocation of our Brunswick plant to Broadmeadows will establish South Pacific Laundry as the single largest privately owned laundry in Australia and in the Southern Hemisphere.

SPL provides: • A 365 day service to all its clientele with a 24 hour turnaround.

• Dedicated account managers and experienced support staff who are available 7 days a week • A dedicated software design package and centralized billing system enables seamless transactions, paperless and customized reports.

• Delivery rationalization systems, providing and streamlining efficient delivery routes which will reduce the company’s carbon footprint.

• Building of partnerships and sharing benefits with the customers from savings made through its constant laundry process innovations and group purchasing power of linen products.

• Dry cleaning, Uniform cleaning services, General building cleaning, Housekeeping services, Dust mat hire and Cleaning services.

• Provision and supplying of Corporate uniforms and customised Amenities.

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Contact Robert Teoh Public Relations & Marketing P: (03) 9388 5300 M: 0421 716 888 Coverage Australia wide Pricing Information Contact supplier direct Delivery Free daily delivery within 25km city metropolitan areas Minimum Order Contact supplier direct Full Contact Information South Pacific Laundry 9-23 King William St Broadmeadows VIC 3047 P: (03) 9388 5300 F: (03) 9387 2399 E: customerservice@southpacificlaundry.com.au robert.teoh@southpacificlaundry.com.au

AROUND VICTORIA WITH

Soap Aid

Soap Aid is a great charity organisation which gathers everyone’s costless and simple efforts to

bring health and happiness to others less fortunate

S

ince our last issue, thanks to the work of Barbara Sargeant and Marion Stratford, over 100 hotels in the Melbourne metropolitan area and Victoria have joined

this very worthy cause. 

Above and below: This is from the RACV club Torquay.

Staff from the Oaks Hotel Group Melbourne pictured collecting soap for Soap Aid.

Hilton Melbourne South Wharf embraces this wonderful initiative to help others less fortunate. It is a ‘win/win’ scenario for all, being able to help global communities and at the same time reducing landfill.

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About Leather

BY COL NATION

You’re possibly munching on a hamburger or something and reading this issue of The Executive Housekeeper magazine at lunchtime. What a great way to fill in some time.

But please be careful if you are sitting on a leather lounge!

L

eather is great because it is easy to clean. Right?

It depends on the type of finish on your leather furnishings.

But how many different finishes are there? Leather is leather, Right? It’s just dead cow skin, Right? But hang on, there are Blue Suede Shoes, leather pants and jackets and leather lounges, and my shoes are leather, Right? Do I polish my shoes or do I put wax on them? What do I do with my leather jacket and pants? Are they different to the leather on my lounge suite? Maybe leather is just not that simple.

Unfortunately it is not that simple.

Before we even think about cleaning a leather lounge we need to understand a bit about leather and how they get them to the colour they are, and how do they get that look and feel that we all love. We don’t want to cause any damage when we clean them and we certainly don’t want to neglect them and have them crack and look tired and dirty.

So what is leather? Leather is simply the preserved skin of a dead animal.

I must add here that no animal dies for the sole purpose of making a leather lounge. The animal skin is obtained from slaughter houses and if not turned into leather would be a waste of resources and pose disposal problems for a lot of skins. We eat a lot of beef and they happen to be rather big animals so we get big pieces of leather which is convenient because we can cut it into shapes.

Mouse skin leather would be nice,

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but it means an awful lot of sewing to make a lounge suite.

To turn the skin into leather it is first salted at the slaughter house to hold it until it reaches the tannery. It is then washed to remove the salt and then put into an alkaline bath to remove the hair and unwanted meaty bits. It is then acid washed to get rid of the alkali. They used to use tannic acid obtained from the bark of certain trees and this would make the leather brown. It is not brown because we have brown cows. It was brown because that is the colour of tannin.

But the new processes use chrome tanning chemistry and the leather ends up a sort of bluey grey colour and is called a wet blue hide at this stage.

We don’t see too many red or green cows, so to get the lovely modern colours of our leather furniture today, it must be either dyed or pigmented, and sometimes both. This can be achieved in a number of ways. If it is only dyed we have what is called ‘aniline’ leather. This is leather in its rawest form and is highly absorbent to spills and sweat stains. It is what is termed an unprotected leather. We also have Nubuck leather which is aniline leather that has been sanded to produce a fine knap or slightly fuzzy surface. This is also unprotected and will absorb stains and soils, but it feels so beautiful to touch when it is new.

In high humid environments it can be a disaster as it will turn dark as it absorbs the sweat and soil and this is nearly impossible to fix.

Suede leather is the furry looking back side of the hide. The ‘grain’ side is the side where the hair used to be.

An aniline leather chair, you can see how absorbent it is to sweat.

Sometimes you can see the pore holes in the surface as well as any wrinkles, scars and deformities in the natural hide. When leather is tanned it ends up quite thick and stiff. We want nice soft leather for sitting and lounging on so the leather is split to form two or even three separate layers. The grain split is the outside of the animal with the pore holes and wrinkles and the other layers are the flesh spilt. These are suede on both sides.

But leather is not cheap and there are things the manufacturers can do to make leather based products for use in upholstery. There is full grain leather.

This is the grain, complete with pore holes, scars and natural wrinkles.

Then there is buffed and corrected

A red pigmented leather. You don’t see too many red cows do you?

grain leather. This is where there are too many scars to make a saleable leather, so the surface is sanded off and levelled with a filler coat. This is then pigmented and a new ‘grain’ is stamped into the surface. This is called “buffed and corrected grain’ leather. They can do this to the flesh spilt as well to make an artificial grain that looks and feels almost like the real deal.

But there is also things called bonded leather, re-constituted leather, P.U. leather (PolyUrethane) and a few other versions that have particular brand names that I won’t go into.

Some of these can be quite durable, but some will peel and blister and fall apart within a very short time. But then again some poor quality leather finishes can do the same thing.

animal died a long time ago, so feeding is not going to do much but many manufacturers say that it should be cleaned and treated with a conditioner every 3 months in order to keep it in good condition.

But this can depend on the type of finish. An aniline, Nubuck or Suede leather needs cleaning but feeding it with a conditioner can change the very appearance and texture of the leather. This type is best left to the specialist leather cleaner. These are usually dull or matt or even furry to the touch. Identification is also helped

So are we really getting leather in a leather lounge? Sometimes we get ‘Leather where it counts’ and this means the sides and back are probably vinyl. Don’t get me wrong.

Some vinyls can be quite good and can even outlast leather, but it may fade or wear at different rates over time.

So how do we maintain all of this?

Some people say you have to ‘feed’ the leather. I’m sorry to say but the This is a worn leather lounge in the process of restoration.

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These photos show a typical ‘full grain’, pigmented leather, complete with scaring, and if you look close you can see the little dots in the bumps in the grain. The tiny dots are the pore holes where the hair used to grow from. The scar is obvious because the leather is dirty. When you clean the soil from the hollow spots it looks clean again.

by applying a little bit of water to an inconspicuous area to see if it goes dark. Going dark means it is absorbing the water.

Protected leathers won’t change when water is applied. You can simply wipe it off and it looks and feels the same as it did before. These can be cleaned with a proper leather cleaning solution and some absorbent cloths. Once cleaned a protective conditioning crème treatment should be applied to help keep the fats and other body chemistry out of the pigment layer.

But if they are not cleaned thoroughly and you then put on the conditioner, you will tend to seal in the remaining soil and this builds up over the months and years and can make a lounge look pretty tired. But a good specialist leather cleaning professional should be able to restore the look and feel and if they apply a good quality protective conditioner the lounge can be maintained month to month

44

with a simple wipe over with a damp microfibre cloth.

Every time you use a detergent or soap on leather you need to re-apply the protective finish or it will soon start to develop cracking, crazing, blistering or just soften the pigment to the point that it simply wears off altogether. So a simple wipe with a damp microfibre cloth will help you maintain it between professional cleans.

But what if it is already to the point of cracking, can anything be done? Yes some leather specialists can clean and re-apply a new colour matched finish to restore the new look and feel of your leather lounge. Go back through my company’s FaceBook page at www.facebook.com/AbbsolveServices and you will see how I can restore the new look to a tired looking leather lounge for a fraction of the cost of a new one. This is great if you are on the Sunshine Coast where I live and work but there are other leather specialists

around the country who can do similar work for a fraction of replacement costs.

So if it’s this much bother, should I just forget about leather furniture and stick with a fabric lounge? Fabric has its own problems with all of the different fibres and combinations. Each fibre has it’s own particular cleaning and maintenance issues, but that another subject that I might deal with in future issue. In the mean time, just wipe up that spill of hamburger sauce please, and have a great day.  Col Nation is a specialty cleaning industry veteran with well over 30 years of experience.

Colin is the owner of Abbsolve Services, a specialist cleaning service based on the Sunshine Coast in sunny Queensland.

He also does industry training and trains in carpet and upholstery cleaning and leather cleaning. Visit his website at www.abbsolve.com.au for more tips on cleaning and maintenance.

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45

Strange Carpet Problems…

AND SOLUTIONS

BY SARA THURSTON

A book, written by a minister suggests we have to look at problems in life as if they were rugs. If you pick up a rug and examine the backside that faces the floor, it typically looks like a mass of threads with no rhyme or reason to them. But, flip the rug over and you see a beautiful design.

B

asically, what this minister is trying to convey is that the other side of every problem is invariably a possibility, an opportunity for a solution. And, as this applies to scores of situations in life and business, it is also perfectly suitable for rugs and carpets. Housekeepers can encounter a variety of issues when caring for area rugs and carpeting in hotel properties and there are some that can be very hard to even explain. For instance: • What causes some areas of a carpet to look wet—almost as if the carpet is in a pool of water—when in reality it is dry?

• W hy does the carpet directly under a guest room door look soiled and dark over time even if it gets relatively little foot traffic?

• A nd the big clincher, how can housekeepers get rid of potholes after guest room furniture has been moved or rearranged?

The following will address these issues and help remind us that invariably, on the flip side of any problem is a solution.

POOLING Let’s start with a problem that is actually more common in large hotel banquet rooms and ballrooms than in any other type of facility. Very often, these rooms will have carpet in a variety of designs and colours. Because they

46

are regularly used and must endure considerable foot traffic, these carpets are typically cleaned on a frequent basis using the carpet extraction method.

A common occurrence, carpeting in a grand ballroom is extracted and the next day a section of the carpet still appears wet and noticeably darker than the surrounding carpet. A closer investigation finds that it is not wet to the touch and does not feel any different compared to the surrounding carpeted area.

This is called carpet “pooling” or more commonly known as carpet reversal.

And because it often happens after carpet has been extracted, the carpet cleaning technician that cleaned the carpet the night before is usually the first person contacted after discovery; however, they are not to blame. In fact, no one is to blame.

Carpet reversal is a strange but relatively common problem and even carpet manufacturers are not exactly sure why it happens. Unfortunately, unlike the other issues we shall address, it’s not that easy to correct this problem.

Essentially, with the cleaning, the carpet fibres and pile have slightly changed directions or how they stand up has been altered. As light reflects on these fibres, it causes them to look different than the surrounding carpet, usually

darker as described earlier. While there is no definitive explanation as to why it happens or a way to correct this problem, there are steps housekeepers can take to make pooling a bit less noticeable. Among them are the following: • If just cleaned, rake the carpet using a carpet rake. This can help pull up the knap and redirect the pile so that it looks similar to the surrounding areas.

• Vacuum the area frequently and in a variety of directions with an upright.

The roller brush and suction may help re-adjust the knap.

• Re-clean the area using a carpet extractor. If it was after initial extraction that this problem first became evident, it is possible that a second extraction will help eliminate it or at least make it less noticeable.

If these steps fail, then the only real option is to live with the situation and possibly arrange furniture to cover the problem area. While we do not know exactly what causes carpet reversal or specifically how to fix it, what we do know is that there is nothing wrong with the carpet. The problem area is as strong, clean, and healthy as other areas of the carpet.

DARK ENTRIES There can be many reasons why the carpet right below a guest room door or between two floor areas—a hard surface floor to carpet, for example— may appear darker and more soiled than other carpet areas. But typically, we can narrow it down to two: • Sections between two different floor types are referred to as transition areas. Foot traffic on a hard surface floor may collect soil and moisture on shoe bottoms, which are then deposited on the carpet as the walker makes the transition from the hard surface floor to the carpet.

• The other reason has nothing to do with foot traffic but everything to do with ventilation. Place your fingers at the bottom of a guest room door.

If you feel air movement under the door, that air may contain minute amounts of soils that start to collect on the carpet. This is common in many hotels, condominiums, and office buildings because their ventilation systems are designed to pull air out of rooms to remove odours, help circulate air throughout the building, and for other reasons.

carpet pile gradually begin to lift, and as they do, the indentations disappear.

The concern hotel housekeepers have is how long it takes for the potholes to disappear. Fortunately, there are steps they can take to speed up the process. The first step starts with what we have suggested to address the other problems mentioned: vacuuming.

Using an upright, the machine will gently agitate the area, helping to pull up the knap. Be sure to vacuum in multiple directions.

If the potholes are slow to disappear, another option is to clean the carpet using a carpet extractor. Hotel properties most often use portable carpet extractors. Select a machine that has variable pressure per square inch (psi) settings. That way, as examples, it can be adjusted at a lower pressure to clean upholstery, a higher psi to clean

heavily soiled carpets, or in this case, help lift carpet pile to remove indentions.

Follow the cleaning by raking the problem areas, which will also help pull up the carpet pile.

Just as these issues can generally be addressed and rectified, so can most carpet care issues. Even stains, which typically have been considered permanent discolourations in carpets, can in some cases be rectified.

Regardless of the carpet problem, the best thing to do is to stay calm and remind yourself that for every carpet problem there is a solution.  Sara Thurston has held several positions with Nilfsk, makers of professional cleaning equipment and manufacturers of the U.S. Products line of portable extractors. She can be reached via her company web site at www.usproducts.com

For this problem we do have solutions.

The first is to simply increase vacuum frequencies in these areas. While some of the soil buildup may be wet, most of it is dry and a vacuum cleaner is your best tool for removing dry soils. In transition areas specifically, another option is to place a mat on the carpet or over the entire transition area. This way the mat, and not the carpet, collects the foot traffic soil.

Finally, dark entries and transition areas can almost always be cleaned and corrected with carpet extraction. While it is not imperative, an extractor with a built-in heating element can improve the effectiveness of the cleaning chemicals, which often results in more effective carpet cleaning.

POTHOLES The longer bed frames, tables, desks, and other furniture sit on a carpet, the more likely potholes will develop when the furniture is removed. The good news is that invariably potholes disappear, and often on their own. The fibres and

47

A hygienically

HAPPY HOLIDAY

BY JOSH HASTINGS

Josh Hastings, Category Marketing Manager for Solaris Paper’s LIVI® brand explains why encouraging healthy hand hygiene is so important when going on holiday.

I

n order for hotels to attract and retain loyal customers, creating a clean, healthy environment is as important as hiring the best staff and providing excellent service.

The last thing those in the hospitality industry want to be remembered for is hosting “the holiday from hell”.

So often, longed-for holidays at home or abroad are ruined by illness. Statistics from The Travel Doctor indicate that 1 in 2 Australians get sick on overseas holidays, with tummy troubles like diarrhoea and gastro being the major afflictions.

It is critical for hotel and hospitality professionals to prevent this, starting with the simple act of hand hygiene. Ensuring that the right hand hygiene systems are implemented is paramount in helping to achieve this.

Good hand hygiene systems are not merely nice to have ‘extras’ for hotels – they are essential to the smooth running of their entire business. There are many opportunities for cross contamination to take place in hotel and this has the potential to cause untold damage including: • Premises shut down due to outbreak of food poisoning or infection • Loss of reputation and damage to brand image • Loss of customer loyalty So what steps can those in the tourism industry take to ensure the highest standards in washroom hygiene behaviour?

The right products and systems can play an invaluable role in the promotion of healthy hand hygiene behaviour as well as building a positive image in the minds of guests.

In order to be truly successful, they need to combine good aesthetics, accessibility and ease of use to put it simply, products and systems that people actually want to use. Quality hand towel dispensers must be conveniently placed. Ultra-slim towel dispensers are available that look appealing and unobtrusive, whist being perfect for facilities limited in space.

Pre-controlled ‘one sheet-at-a-time’ dispensing systems means less wastage and washroom litter. Also choose hand paper towels which have HACCP (Hazard Analysis and Critical Control Point) certification, a recognised

48

endorsement for food safety management procedures, meaning they can be used safely in food environments as well as in the washroom.

It’s also important to choose hand hygiene systems that are easy for staff to maintain.

Dispensers should not only look great but be durable and easy to clean, maintain and refill within high traffic environments.

CHILD-FRIENDLY WASHROOM SYSTEMS Ensuring that children wash and dry their hands properly is essential to help reduce the spread of germs. Washing and drying hands appropriately can help prevent a range of unpleasant illnesses including diarrhoea and vomiting; food poisoning; flu; and norovirus. Teaching children good hand hygiene habits can be tricky and hotel washrooms can play an important part in helping to get the hand hygiene messages across. To help encourage the use of hand hygiene systems by younger members of the family, products that are designed to be child-friendly design should be considered. For example, mini hand towel dispensers with smaller sized, soft paper towels designed especially to care for little hands are now available for washrooms. Towel dispensers tend to be more popular with children than hand dryers, as they can be easily frightened by the loud noise that some hand dryers can make.

Choosing hand towels which are soft and absorbent, that are gentle on the skin, will also encourage better use.

Make sure that hand towels are made from sustainable 100% virgin fibre and don’t contain inks or dyes that could be harmful to little hands.

To promote good hand hygiene habits in a fun way, custombuilt hand towel dispensers can be decorated with stickers, to get across an important educational message in an appealing manner.

CARING FOR STAFF The washroom is somewhere that companies can also make a considerable difference to the well-being of their workforce, and it is particularly important in sectors where hygiene is critical, such as food preparation and hospitality

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environments. A healthy balance sheet isn’t the only thing that companies need to concentrate on if they want to succeed in today’s competitive marketplace. Maintaining a healthy workforce is also of paramount importance. Without healthy employees, a company cannot hope to be able to deliver the services it offers on time, every time, and therefore retain and increase client satisfaction.

Seasonal infections such as flu, colds and ‘bugs’ of all kinds can seriously disrupt a company’s business through days lost while employees are ill, so maintaining clean and correctly equipped staff washrooms to guard against the spread of coughs and sniffles is crucial.

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SHARING BEST PRACTICE A good supply partner will not only enable hotels to order products, including quality toilet paper, facial tissues, towel and related products online; but also to access educational materials, marketing communications and invitations to training and sales sessions. This helps to educate the distributor and end user about washroom hygiene, emphasising that a well-equipped washroom is good for business and reputation.

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The importance of encouraging and maintaining good hand hygiene has implications for every single hotel operating today. By investing in the best hand hygiene solutions, you not only protect your business, you also demonstrate your commitment to improving the well-being of your employees, and your dedication to providing the very best service to your guests.  For more information about Livi away from home towel and tissue products from Solaris Paper including the new mini hand towel dispenser call 1300 832 883, email info@solarispaper.com.au or visit www.livitissue.com.au

www.weatherdon.com.au Unit 8, 12 Frederick Street, St Leonards NSW 2065 Phone: +61 2 9906 2202 | Fax: +61 2 9906 3466 E-mail: sales@weatherdon.com.au

WEATHERDON

CORPORATION

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Executive Housekeeping half Page __90mm(W) x 270mm

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Managers vs Leaders 2015

BY DEAN MINETT, FOUNDER & DIRECTOR, MINETT CONSULTING

There was an article some years ago in the Financial Review magazine which pondered the differences between ‘heroes and warriors, managers and leaders’, and noted the different skill sets needed by both managers and leaders. It was interesting to read that their definition of managers included more of the administrative-type tasks, with leaders having the innovative, lateral skills.

I

t was also interesting to note that the author felt that leadership skills were needed even more now because of changes in the workplace, societal values and demographics etc, whereas I’ve always thought that leadership skills were as important as managerial ones throughout history. Sure we need to be able to direct people, but there are very few stand-out managers that didn’t have leadership abilities ingrained throughout their body.

I suspect that our ability to lead and manage people is not only dependent on our charisma and ability to educate and win people to our point of view, but also on our ability to continually educate ourselves, recognising that if we don’t learn, we stagnate.

Interestingly, a visiting scholar once noted that education actually meant ‘to bring forth’ and not, ‘to stuff in’! I take this to mean that we already have the intrinsic abilities to solve problems and address complex issues, we just have to assemble enough information from somewhere in our brain to work through them! Given that the brain is the only part of our body

that does not deteriorate with use, it is obviously ready to be ploughed and investigated; we just need to be sufficiently challenged to use it.

Looking back for inspiration from far back in history, the Greek philosopher Socrates would ask his students questions to challenge them to find their own answers rather than purely talking at them. Indeed, his whole philosophy was based on the pursuit of truth through questions, answers, and additional questions.

(One of the Socrates’ favourite techniques when dealing with someone who claimed to be knowledgeable, was to feign ignorance, and ask questions to test them out. When it became apparent that the person did not know as much as they professed, Socrates appeared the wiser, because at least he knew that he did not know.)

Acknowledging the limit of our knowledge is the beginning of wisdom. Applying this to management then, we begin to be good managers (and leaders) when we recognise that we do not necessarily know

everything, and are able to draw what we need from those around us.

This may appear self-evident at first, but how many times have we seen careers stifled because the supervisor/ manager was threatened by the superior knowledge or education of those under them? Similarly, there have been many cases of managers having knowledge but not passing this on due to fear of losing their usefulness. Or, managers haven’t challenged their staff to grow, because the manager is afraid that the staff will go on to bigger and better things, leaving him/her behind.

Let us be clear however, managers are not just touchy-feely folks there to nurture all the souls under them and forget making a profit – after all, there’s no business if there’s no profit – but, if we acknowledge education and the drawing out of knowledge as a vital part of the profit-making process, then we all win, don’t we? And that makes us good managers..  Contact Dean Minett on 0403 052 090, dean@minettconsulting.com.au or visit www.minettconsulting.com.au

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52

Changes to cleaning QUALIFICATIONS

BY BRIDGET GARDNER

Significant changes are happening to the cleaning qualifications and to the Government funding for training. How can your company capitalise on these changes?

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here is a persistent belief that cleaning is unskilled. Place a spray bottle or duster in an employee’s hands and away they go. During the years I ran a cleaning company, I documented every step of every cleaning process, and every associated risk. I learnt first-hand how multi-skilled and knowledgeable you had to be to clean effectively, and how passionately my clients cared about standards of hygiene when my cleaners got it wrong.

Traineeship funding programs also still exist, but vary from State to state so ask your local training provider, RTO or TAFE, to find out who is eligible.

When hotel staff are only given 15 minutes to clean a room, they run the risk of leaving or spreading harmful bacteria, damaging surfaces, or impacting the guest’s experience by leaving surfaces dirty, tacky or smelly.

Improving your employee’s cleaning skills and knowledge can reduce your exposure to these risks and make your operations more efficient and hygienic.

The Government has also released funding for Foundation Skills training, which will replace the former WELLs program. Certificate II foundation training: ‘Skills for Work and Vocational Pathways’, includes Language, Literacy and Numeracy skills (LL&N) skills, and also covers employer expectations, using IT and team work.

Contact your recruitment agencies to see whether you can partner to access this resource.

However investing in the cleaning skills of your staff can also be used as an effective recruitment strategy, and there is funding available to support you to achieve it.

EXISTING TRAINING FUNDING Significant reductions have been made over the last two years to the employer incentive programs for training staff in Cleaning Operations. However, they are still available to employers of new workers, if undertaking qualifications in Certificates III and IV. Current employer subsidies include: • Part time new workers are eligible for $1,500 on completion • Full time new workers are eligible for $1,500 on commencement and $2,500 on completion.

Subsidised Certificate IV offers hotels a clear strategy for recruiting new managers to the industry from other sectors such as over 45’s, or stay-at-home parents re-entering the workforce. Certificate III offers a career pathway to new workers wanting to enter the hospitality sector.

CLEANING QUALIFICATION REDESIGN PROJECT The other major change you need to be aware of is to the Cleaning Operations qualification itself. The Construction and Property Sector Industry Skills Council (CPSISC) recently concluded a stakeholder engagement project to streamline the training packages. The following changes are before the Government auditors for adoption and should come into effect over the 2016: • Certificates I & II have been dropped.

• Cert III now contains relevant Cert II units (amended) and has been reduced to 14 units.

• More Skill Sets were proposed with clusters of units focused on specific sectors or skills.

Although changing the entry point to Certificate III was a bit controversial, this level best describes the skill of cleaning staff because they often have to work without supervision, make decisions, and take responsibility.

By making Certificates III & IV the cornerstone of your training strategy now, you will ensure your organisation is ready for these changes when they come into effect.

FOUR REASONS TO TRAIN STAFF IN CLEANING There are four reasons to capitalise on the remaining funding and qualifications and ensure your housekeeping team are skilled and qualified in cleaning: 1. Training improves the professionalism and effectiveness of your housekeeping team.

2. Training mitigates risk and improves hygiene.

3. Use Certificate III and IV training subsidies as an effective strategy for recruiting new talent.

4. Training subsidies are not guaranteed to last. As the Government has stated – use it or lose it!  Bridget Gardner is Director of FGC (Fresh Green Clean). She represents the National Building Services Contractors Association of Australia (BSCAA) on the board of the Construction and Property Sector Industry Skills Council (CPSISC) and was the Project Reference Group Chair for the Cleaning Qualification Redesign Project. She can be contacted on bridget@freshgreenclean.com.au

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THE REAL TIME FOR NEW YEAR’S

resolutions

BY DAVID HENDERSON,

CEO OF GLOBAL ACCOUNTANCY FIRM ROCG AND THE FOUNDER OF CASHMAXFORECASTER.COM

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he start of a new financial year is the best time of year to come up with resolutions, especially for the hotel and accommodation industry.

“Way too many operators are in set and forget mode when it comes to cash flow management,” says David Henderson chief executive of accountancy group ROCG Asia Pacific and founder of CashMaxforecaster.com.

“It’s never too early to start planning for the end of the financial year. In fact preparing for the June 30 is a yearround job,” he said.

Whilst a large emphasis is placed on 30 June for financials once that is behind you it is time to think about the broader picture as everything we do will ultimately have an impact upon the financials of the business.

The new financial year is the ideal time to consider items you may have under contract terms and renegotiate and

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review agreements that you continue from year to year.

impact but also think about your wider cashflow implications.

Are there items that are influenced by the Australian dollar? Should you consider buying those items in bigger quantities at certain times and holding higher stock levels if the Australian dollar presents a buying opportunity or should you be looking at hedging or moving funds around if the opportunity presents.

Henderson said the special needs of the June 30 often catch businesses by surprise, even though the same things must be done on an annual basis.

Consider a review of your major suppliers. But when doing so consider not only the financial implications, also ensure you consider the quality and service that you receive. There is no point in having the lowest price if you are left without supplies at some stage or the supplier is less than reliable.

“There can be a down-time in trade for stocktake, slashing of profits margins due to seasonal offers, the settling of debts, chasing of creditors, and a binge of last minute budget-balancing spending.

Are there items that are consistently hired or rented that may be worth purchasing and if so, what are the options to finance and will this provide a more effective cashflow? Don’t limit yourself by just thinking about the tax

“Cash flow can become one of the biggest problems for the hospitality industry at the end of each financial year,” he said.

“Without planning, tax time obligations can deplete current cash flow reserves and this can have a negative impact on the following year’s operations,” he said.

Most hotel and accommodation industries have the advantage over big corporates in that they can

more readily adapt to the changing environment in which they operate, Henderson believes. But some fail to do this and pay heavily.

“It is not unusual to find operators rigidly sticking to certain ways of doing things, even when small warning signs start to trigger major alarms,” he said.

“Far too many claim they are too busy running the business to worry about things such as cash flow.

“Managing cash flow is critical to the success of any business – small or large – and a bit of advance planning might be all that is needed to free up liquid assets and ensure ongoing profitability,” he said.

CashMaxforecaster.com’s 10 Resolutions EOFY for the Hotel Engineer and accommodation operators:

EMBRACE CHANGE What works one year might not work the next: unsettled markets, fickle clients, different suppliers and staff, changes in operational procedures, refurbishments, capital asset shifts, different taxes, and complying with updated legislation can all have a big impact on cash flow.

As well a changing lifestyle – mortgage, children, travel, retirement plans – can see those cash assets repurposed or diminished.

Resolve to not only embrace change each and every financial year, but to adjust accounting and management practices to accommodate this change. Sticking with the same old way of doing things could limit growth, productivity and profit.

LEVERAGE LOW INTEREST RATES Cash reserves are not getting the return they were even just a few years ago but low interest rates can be made to work in the operator’s favour.

Consider if it is worth investing in capital equipment and paying off debts while keeping lines of credit open.

Resolve to leverage low interest rates but budget now for higher rates over the next few years.

CASH UPFRONT AND IN ADVANCE It might seem counter intuitive to pay for some services and utilities including insurance and phone plans upfront when such outgoings can be managed on a monthly basis.

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It is possible though to save up to 10 per cent by shopping around and being willing to make a one-off, advance payment. This is especially true when it is known that certain premiums, such as health insurance, rise annually. Paying for the following year in advance before the price rise can see a saving of 3-6 per cent.

Such savings can be much higher than current interest returns on cash deposits.

Resolve to shop around or negotiate savings on fixed costs.

DIRECT DEBIT NOT DIRECT DEBT Another tactic to improve cash flow is to set up direct debit accounts when discounts for this payment method are offered.

Direct debit can lead to savings of around 4 per cent on fixed costs, but this will be more than wiped out if there are insufficient funds and the supplier and bank impose heavy penalties.

This style of auto debt can also damage a good credit rating.

Resolve to manually check that there is no danger of the autopilot failing.

DANCE WITH THE DOLLAR

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TIME THE ANNUAL RETURN If the tax office owes the business money, try and get it back as soon as possible after June 30. The refund might also beat the rush and take less time to process.

Small companies lodging their own returns have until late February 2016 or October this year if there is a history of late reporting.

An accountant will advise on the due date as will the ATO. Resolve to get that cash back as quickly as possible or avoid paying it out for as long as possible.

CHOOSE THE BEST GST OPTION Compulsory collection of the goods and services tax can artificially inflate cash assets by 10 per cent. Refunding that 10 per cent to the ATO as a oneoff payment can blow a big hole in any business budget.

To help maximise cash flow, choose a GST payment option carefully.

A small business with an annual turnover of less than $2 million or with a GST turnover of less than $2 million can pay GST by monthly instalments or quarterly.

Even if a business is not an importer or exporter, chances are somewhere along the supply chain it could be slugged with higher costs as the Aussie dollar slumps or reap the rewards when it rebounds.

Resolve to choose the best option for GST payments.

A rising or falling Australian dollar has an impact on consumer confidence and influences if buyers will go offshore for a better deal, even if it is to buy everyday items online from an offshore outlet.

In 2015 there will a reduction in the company tax rate from 30 per cent to 28.5 per cent. This could be offset by an additional levy for businesses with a taxable income of more than $5 million.

Resolve to keep an eye on the Aussie dollar.

Other changes to personal tax such as a freeze on income thresholds for private health insurance and the Medicare levy as well as changes to family benefits taxes could indirectly impact business cash flow as household expenditure changes.

1 JULY CHANGES July 1 is the usual date for a raft of tax changes to take effect.

Resolve to know how 1 July changes will affect the business.

OFF PEAK RATES Prices drop and there is more choice when holidaying out of peak season.

The same can be said for financial and legal advice.

Even if accounting and legal fees stay the same year round, seeking advice in off peak times can mean an adviser might be better focussed or more appointments are readily available.

It also means end of year planning can start as soon as possible.

Resolve not to leave finding out what is needs to be done until the same time as everyone else.

DEPRECIATION, DEDUCTIONS AND DONATIONS To make the most of a favourable depreciation deal, buy in July.

Grab all cheaper directly deductible bargains right up until midnight on June 30. A deduction is a deduction based on its purchase date, not whether or not it was used.

Be aware too that charitable donations and gifts can offset tax liability. To claim a tax deduction, first check that the organisation has DGR, deductible gift recipients’ status.  David Henderson started in his family’s small accountancy firm before cracking the international market.

A chartered accountant and the CEO of ROCG Australia Pacific, David strives to make the financial intelligence and practices of key global players accessible to small to medium businesses via CashMaxforecaster.com.

Released for CashMAXforecaster.com Released by: Heusler Public Relations (02) 83541131 M: 0414388744

Vice grip

BY RALPH PETERSON

“Ah man,” my dad said when he saw one of the bolts had been stripped to a chunky round circle on the front tire of my bike. After getting a flat tire earlier that morning, my older brother Scott and I tried unsuccessfully to get the wheel off using a pair of vice grips.

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You’re going to have to wait till dad gets home,” Scott said handing me the vice grips and leaving me sitting on the front lawn with my bike. I continued to try to get the bolt off by myself but I couldn’t do it. When my Dad got home I told him about the flat and how Scott and I tried to get the tire off but couldn’t. He told me to bring it out back to the picnic table and that he would get the tools.

“Five eights Ralphie,” he said selecting a wrench from the tool box. He pulled the bike close to him and started saying how lucky I was that it wasn’t the back tire. That if the back tire needed to come off we had to deal with the chain, and there’s a little link in the chain and you had to find the link and pull it apart in order to take the tire off... Then he saw the bolt and stopped. “If he has told us kids once he is told us kids 1 million times, (I am quoting) that you should never use vice grips…”

“I don’t know what I am going to do with that employee,” the manager says or, “Can you believe so and so just quit,” they say.

“I can,” I think; but I just shrug. It’s a hard lesson to learn.  Ralph Peterson is a Professional Speaker, Syndicated Columnist and Author in the field of Management Development. Contact him at Ralph@RalphPeterson.com

Fortunately, I was the youngest of four and had the luxury of a father who had yelled enough of the other three kids and instead, seeing my little lip quiver because I thought I was in trouble, he pulled me close and explained that vice grips should only be used if things were already broken.

“Ralphie,” he said pulling me tighter and pointing to the mangled bolt. “Once you use vice grips on a bolt it’s ruined.

Now you’re going to need a new bolt and I don’t think we have any.” My lip started to quiver again at the prospect of not being able to fix my bike, but my Dad just shrugged.

“Hard lesson to learn,” he said.

I think about those vice grips, and that poor mangled bolt on the front tire of my bike, every time I overhear a manager yelling at an employee or find a write up in employee file but not an in-service. I always want to pull the manager aside and tell them about the vice grips and how, like vice grips on a bolt, harsh words and write ups have a way of damaging the employee. “Don’t use write ups and harsh words before you try talking, redirecting and most of all, in servicing,” I want to say but I’m usually too late.

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Flooded Flooring

DEALING WITH THE AFTERMATH

BY JENNY BOYMAL, JENA DYCO INTERNATIONAL

A flood in a commercial facility – no matter how small – is a nightmare. Not only are you faced with the immediate occupational health and safety (OH&S) concerns in terms of slippage, there are also the added concerns of commercial disruption and the external contractors and equipment required to deal with the aftermath.

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he biggest problem associated with flooded floors is the potential for the job to be done incorrectly, which can result in future problems, for instance: •w et conditions beneath the floor can lead to the structure of the floor weakening and worsening over time •w ater trapped in enclosed subfloor spaces can result in mould growth, and •m oisture that remains in floors can spread to other areas, such as walls and carpet areas nearby, and affect a facility’s structural integrity.

When you are dealing with the restoration of flooring in a flooded facility there are a number of factors at play, including: •w hat the flooring is made of •w hat’s underneath the flooring •w hen did the flood occur and how long has the floor been wet, and •w hat category of water are you dealing with?

Different floors react to water in different ways. Some are easily salvageable, while it is impossible to save others due to their natural characteristics when they take on moisture. There is no quick fix to restore flood-damaged floors and no two jobs can be treated the same way.

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STEP-BY-STEP RESTORATION Regardless of what type of floors you are dealing with, the first step is always to remove the standing water.

Extraction of standing water will help arrest further absorption of moisture into the material and, thus, help to minimise the drying time. This will also reduce liability in terms of OH&S and slippage.

Importantly, removal of excess water will also reduce the chance of seepage or saturation of other building materials that were not initially affected by the flood. For example, if a flood occurs on a timber floor on a Friday night and the excess moisture is not removed until Monday morning when the flood is discovered, there is a high chance that water will seep through the skirting boards or furniture in the area, thereby increasing the cost of damage and the amount of drying time it will take to restore the property.

The key thing to remember when dealing with flooded floors is that immediacy is critical. The longer the floor is left untreated, the worse the long-term damage. Knowing who to contact in the instance of a flood is

half the work. But, how do you know who to contact and how to react?

Let’s take a look at some of the more common types of flooring in commercial facilities and explore the

issues regarding the flooding of each and what type of expertise you will need on hand.

CARPET A carpet may be dry to the touch, but this does not mean that there is no moisture in it. What many people fail to realise is that the surface of a carpet (in other words, the part that you feel when you run your hands over it) will only give you a superficial indication of the carpet’s moisture content.

Water will remain at the base of the fibre and seep through the backing to settle in the subfloor. There it will remain and, if it is not dried properly, it will continue to cause more extensive damage in terms of mould growth. And, mould can lead to much larger problems in terms of structural damage and poor indoor air quality.

Carpeted floors that have been flooded are commonly restorable provided the services of a trained and certified water damage restoration company are employed. In order to restore carpets to their pre-loss condition, restorers will need to undertake regular moisture readings, install air movers and dehumidifiers, and monitor the drying procedure until the carpet is completely dry.

VINYL The installation of vinyl flooring is a good preventative technique that can be adopted if a facility is at risk of regular flooding, for instance, in the northern parts of the country, or facilities close to riverbanks.

Due to its resilient nature, vinyl flooring that has been flooded is generally salvageable dependent on its previous levels of maintenance. Gas polished vinyl will continue to harden. A regular maintenance program for vinyl floors will make them less permeable and less likely to absorb water. This, in turn, will reduce the drying process and the potential for extensive damage.

Provided that the floor is commercial grade seamless vinyl and the seal is okay, the restoration process should be as simple as bringing in air movers and monitoring the moisture content and drying process until the floors are dry.

The only instance in which flooding of a vinyl floor may prove problematic is when the vinyl covering has come loose or is compromised. In this case, water may seep underneath the vinyl or wall frame and damage unaffected non-primary areas, such as the carpeted office next door. When water seeps underneath vinyl flooring, there is also the possibility that the glue in the seams will let go and the vinyl will become brittle and crack.

When flooding occurs on compromised vinyl flooring, it is important to treat the flooding immediately, and inspect and take moisture readings of nearby unaffected areas.

In a non-flood situation, vinyl lifting at the seam may be a potential sign of water seepage from the subfloor from an unknown water source. If you notice vinyl seams lifting, contact a vinyl expert who is also trained in water damage restoration to come and inspect the floor.

TIMBER The effects and best-restoration procedures for flooded timber floors differ depending on the timber species and the subfloor. In the instance of flooding, it is likely that the floor will become cupped (higher board edges); however, the expansion will be dependent on the species and the board width. The extent of moisture will also be dependent on the species.

High density woods are less likely to absorb moisture and are, therefore, more likely to be salvageable.

Timber drying expert, Garry Carroll from All Aces Services states that a serious issue when it comes to flooded timber floors is that a builder is the first point of call. “A builder will come in and say, ‘Yes, it’s wet – we need to pull up the floor and replace it.’

However, whether a floor needs to be replaced or whether it is restorable should be determined by a specialised restorer, with the assistance of a member from the Australian Timber Flooring Association (ATFA),” he states.

In this instance, the restorer will work to the restoration specifications of the timber flooring expert from the ATFA. After the cupping and crowning have been repaired, the ATFA representative will return for a final inspection and declare the floor dry. The restorer will then do up to three inspections over

a six-week period to ensure that the floor has equalised and acclimatised. Only after this procedure has been followed should the floor be sanded and sealed.

HAVE A PLAN AND ACT QUICKLY Ultimately, the best way to minimise the damage that flooding can cause to floors is to have an action plan in place. A flood doesn’t need to bring business to a halt. Take the time to meet with expert drying specialists and discuss an emergency plan now it will save a lot of money and stress when catastrophe hits.

In addition, only engage with professionals who are qualified to undertake water damage restoration work. Even if you don’t understand the answers, asking questions such as ’how will you assess the damage?’ and ‘what qualifications do you have?’ will help to identify if you arc dealing with a professional firm that understands commercial drying properties.

The primary responsibilities of trained water damage restoration experts are to prevent further damage, determine the source of damage, speed up the time of recovery, eliminate harmful contamination and restore the surface to its pre-damage condition.

When speaking with flood restoration technicians, ask them about their responsibilities and how they will make your life, as the facilities manager, easier. Also ask them to outline how their drying processes will minimise any interruption flood damage may cause to the tenant’s business.

Restorers who are certified with the Institute of Inspection, Cleaning and Restoration Certification (IICRC) in water damage mitigation, carpet and hard floor care, and commercial drying strategies will be able to restore floors to pre-loss condition while also minimising on-site risk and business interruption.  This article first featured in FM magazine.

Jenny Boymal is the managing director of Jena Dyco International, a training provider for the restoration industry offering specialised courses in water damage restoration, mould remediation and hardfloor care.

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Manual Handling Assessment

HOTEL STORAGE AREA

BY SOUDI NOORI, DIRECTOR OF SAFETY AND RISK ENGINEERING SOLUTIONS

This article looks at manual handling in general in hospitality. In our next issue, Soudi will be disussing how this specifically relates to Housekeeping.

Manual handling is the biggest cause of injuries in Victorian workplaces.1

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anual handling related injuries remain a fairly high and constant proportion of all injuries at work in Australia. Studies of Workers Compensation and injury statistics indicate that across all industries, Manual handling injuries accounted for 45% of the 30,000 injuries reported to WorkSafe Victoria.

WorkSafe receives around 280 reports of injuries from manual order-picking alone each year. These cost around $11.5 million in treatment, rehabilitation and compensation costs. 2

Manual Handling covers a wide range of activities including lifting, pushing, pulling, holding, throwing and carrying.

It includes repetitive tasks such as packing, typing, assembling, cleaning and sorting, using hand-tools, and operating machinery and equipment.

The ways in which Manual Handling causes an injury are complex. Injuries often occur due to wear and tear, accumulated from frequent periods of Manual Handling activity that stress the body, such as repetitive work or heavy lifting. The effects of these injuries often become more disabling as workers become older.

It is safer, more productive and less costly to reduce the risk of Manual Handling injuries at the design stage.

HAZARDOUS MANUAL TASKS – LEGISLATION3 A person conducting a business or undertaking (PCBU) must manage risks to health and safety relating to a musculoskeletal disorder (MSD) associated with hazardous manual tasks.

Employees must take reasonable care to protect their own health and safety at work. All employees have a responsibility to: • participate in the risk assessment process; • using manual handling equipment properly;

More information on the management of musculoskeletal disorders in the workplace can be found in the Work Health and Safety Regulation 2011 (Section 60).

• following workplace policies and procedures (e.g. using trolleys, team lifting)

The PCBU must decide what control measures to implement, and in doing so, must “take into account all relevant matters that may contribute to a musculoskeletal disorder, including:

• not taking any shortcuts that could increase the risks associated with manual handling.

(a) postures, movements, forces and vibration relating to the hazardous manual task; and (b) the duration and frequency of the hazardous manual task; and (c) workplace environmental conditions that may affect the hazardous manual task or the worker performing it; and (d) the design of the work area; and (e) the layout of the workplace; and (f) the systems of work used; and (g) the nature, size, weight or number of persons, animals or things involved in carrying out the hazardous manual task.”

• attending health and safety training; and

• comply with reasonable instruction and training; Victoria and Western Australia have different legislative provisions, but the requirement for assessment and control of the risk of musculoskeletal injuries is a shared one.

MANUAL HANDLING ASSESSMENT-HOTEL STORAGE AREA Manual Handling is an essential activity in most Hotels. Hazardous Manual Handling assessment can be carried out in many areas in the Hotel including office environments, kitchen, engineering workshops and store.

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Manual handling tasks can vary greatly and could include lifting or carrying boxes of food, vegetables, copy papers or files, transporting equipment around site, pushing a trolley into a kitchen or even using a keyboard.

Some examples of hazardous tasks may include: • lifting a large numbers of boxes;

Example of tasks needs Lifting, Carrying, Bending and Handling

- repetitive or sustained awkward posture

1. U npack and relocate boxes in fridge and shelves

- repetitive or sustained movement

2. Delivery of empty boxes into the bin

- application of high force

3. P reparing and control the receipts of products

- exposure to sustained vibration

• moving furniture and equipment

• manual handling of live people or animals

• storing large containers (e.g. bulk chemicals);

• m anual handling of loads that are unstable, unbalanced

• typing whilst at an inadequately set up workstation (Ergonomics);

• o r difficult to hold

• hanging art work and posters.

To manage risk under the WHS Regulation 2011, a PCBU must: • identify hazards that could give rise to the risk • eliminate the risk so far as is reasonably practicable • if not reasonably practicable to eliminate the risk, minimise the risk by implementing control • measures in accordance with the hierarchy of control • maintain the control measure so that it remains effective • review risk control measures (sections 34–38 WHS Regulation 2011).

HIRAC Manual Handling Assessment was conducted in the store area at Hotel. The HIRAC procedure contains: • Hazard Identification • Risk Assessment and • Control of Risk In this paper the Manual Handling Assessment Charts (MAC)4 and Risk assessment format as used in the WorkSafe publication Manual Handling (Code of Practice No. 25, 2000) were used to assess the most common risk factors in lifting, carrying and handling operations.

1. HAZARD IDENTIFICATION Hazardous manual handling means: • manual handling that involves any of the following:

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- repetitive or sustained application of force

Hazard Identification is the most important step in the HIRAC. If a hazard is not identified, its contribution to the risk cannot be estimated. Only those hazards that are identified are possible to be controlled.

What is Hazard? “Hazard”: is the potential to cause harm to a person or to the natural environment.

Each hazard category should be identified by: • using expert opinion • workplace inspections (Checklistsdevelop or tailoring) • review records of incidents in the workplace (accident data) • review any available information about the hazard (e.g. a law, regulation, Australian Standard, Industry Code of Practice or guidance material about the hazard) A list of tasks needs Manual Handling was prepared in consultation with staff. Several private meetings, discussions and filming of related tasks were conducted. Hazards Manual Handling tasks were identified via review of Injury records, consultation with staff and filming the tasks, which need lifting, carrying and handling. Section 2.1 shows the list of tasks in store needs lifting, carrying, bending, handling and preliminary analysis.

During several days of observations and filming in the store area, the weight of each product handled as well as the handling frequency and bending time was noted.

4. D elivery of light products to departments (around d 6 kg) 5. C ollecting the barriers around loading bay 6. D ry goods (Tin food, printer papers, or boxed food) delivery from car to pallet–unloading by hand (Small truck) 7. P ulling full pallet of boxes to the storage area 8. L ifting and carrying boxes in store to provide more space 9. D ry goods (Tin food, printer papers, or boxed food) delivery from car to pallet–unloading by hand (Big Truck) 10. Dry goods (Tin food, printer papers, or boxed food) delivery from pallet to shelves–unloading by hand 11. Fruit and vegetable delivery from car to pallet –unloading by hand (small Truck) 12. Fruit and vegetable delivery from pallet to fridge–unloading by hand 13. Pulling box of milks using handle 14. Beverage delivery (Coke and Beer) delivery from car on the palletUnloading by pallet jack 15. Beverage delivery (Coke and Beer) delivery on the pallet to the lift to cool room 16. Pushing or pulling pallet jacked materials that are hard to move or to stop.

17. Lifting and carrying boxes inside the fridge to provide more space 18. Relocate pallets 19. Guest Goods (Soaps, tissues, etc) delivery from car to pallet– unloading by manual pallet jack (approximately once a month) 20. Delivery of equipment like TV, tables on some occasions 21. Delivery of chemicals such as hydrochloric acid on some occasions

2. RISK ASSESSMENT Manual Handling Risk Assessment was conducted in the Hotel store area.

Analysis began with observations and preliminary interviews to identify the sections that would be analysed in greater detail.

In this evaluation the Manual Handling Assessment Charts (MAC)5 (See Appendix A) and Risk assessment format as used in the WorkSafe publication Manual Handling (Code of Practice No. 25, 2000) were used to assess the most common risk factors in lifting, carrying and handling operations.

Risk assessment of each Manual Handling task includes the following factors: • nature of the object being handled; • actions and movements involved in the task; • range of weights handled; • availability of lifting and moving equipment; • force to be applied; • duration and frequency of the task; • time and distance over which the object is handled; • working posture imposed by the task; • training and experience of the employee; • age of the employee doing the task; • work environment; orkplace layout and housekeeping; • w • analysis of relevant injury statistics; and • protective clothing and equipment required to do the task; Risk assessment was completed: • Spending some time observing the task to ensure normal working procedures.

• Consult during the assessment process.

• Filming and taking picture the task • Considering individual and psychosocial Factors • Taking into account the Productrelated constraint

• Follow the appropriate assessment guide and flow chart to determine the level of risk for each risk factor.

in medium size boxes, are placed on pallet and managed by house keeping department.

2.1. Personal Factors

Everyday around 5 small trucks and two big trucks perform delivery to the store. The goods range consist of a variety of products such as meet, fruits, vegetables boxes of cans, office supplements, soap, etc. The average weight of products is around 2 to 15 kg.

Physical risk factors such as force, posture and repetition can be harmful to the body and can lead to people developing musculoskeletal disorders.

However, research has shown that individual psychosocial and skill factors also need to be taken into account.

All individuals are different and some people may be more likely to develop musculoskeletal problems. Some factors such skills, body size, health status and individual attitudes as may increase the risk of developing musculoskeletal problems.

The weight of an object is not necessarily the only thing that makes a task hazardous. There is no legislated weight limit that is considered “safe” for Manual Handling. Individuals have different physical capabilities, which must be considered when taking into account any Manual Handling task.

The stocker is 30 years old, very happy person. His body size is medium with a height of around 170 cm. He has worked in the store area for around two years. He does not have any disability or special considerations. He is educated and enthusiastic to know more about Safe Manual Handling techniques.

His individual attitudes show that he complies with Safe Work Method Statements or reporting of any symptoms.

The stocker Work Shift starts at 7:30 am and ends at 3:30 pm at the afternoon. He works together with truck operators who bring him the goods to be placed throughout the shift.

His work consists almost exclusively in getting, checking and handling materials to different areas for storage in cage area, cool room or fridges.

Most often, the goods are placed on the shelves. Housekeeping materials such as soap, conditioner, tissues etc,

The goods handled are often boxed and stable. Manual materials handling activities are performed during an average of four hours of the work shift duration. During a shift, he performs an average of 20 handling operations and the total average cumulative weight is 500-1100 kg. Depending on the situation, he may decide to work manually or to use a pallet jack.

The manual pallet jack and an old Crown are equipment’s used on average ten times during a work shift.

He often bends and twists to place boxes onto the fridge or shelves from pallets located at floor height. The height of material on the bottom of the pallet is typically only a few inches above the floor. (See sample pictures)

3. RISK CONTROL This assessment identified eight Manual Handling tasks that are hazardous and have resulted in Musculoskeletal Disorders (MSD).

1. Bending the back more than 20 degrees, and repetitive lifting, more than twice per minute with long duration (more than 30 minutes continuously and More than 2 hours over the whole shift).

2. Food and veg boxes, weighing 5 – 10 kg each, were delivered onto pallets in the loading dock, pallet jacked to the corridor close to cool room and then manually unloaded (while the pallet is located on the ground) and placed on the shelves in the fridges. This involves twisting, bending (more than 20 degree) and lifting actions.

3. Removing boxes and containers from car and placing them on to the

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pallets, which involve repetitive lifting and bending with twisting.

4. Insufficient floor area in store due to overcrowding cause repetitive bending, twisting and lifting actions to relocate materials.

5. Palletising of different kind of products, which stored on pallets on the ground, involves bending and twisting when transferring product to racks, trolleys or to other pallets.

6. Opening and closing of “Goods Lift” door is often difficult.

The doors are heavy and thick, so that the force required operating it.

7. Beverage boxes are often packaged in volumes that create a significant hazard due to their weight (>100kg).

8. Pushing or pulling pallet jacked materials that are hard to move or to stop Some of the Risk Controls are listed as below;

Or if: • a musculoskeletal disorder is reported • you become aware of any new information about any hazardous Manual Handling tasks in the workplace, or • a health and safety representative requests one.

If you have any questions about managing your WHS obligations or Manual handling assessment please feel free to contact me on soudi.noori@sres-australia.com.au

EXAMPLE – TASK X Unpack and relocate boxes in fridge and shelves – Daily Bending time: 10 to 20 S Total boxes: 3 to 10 boxes Total time: 1.38 S per box Repetition: once or twice a day Load weight: 2-5 kg

• Fix non-smooth floor close to lift to make trolleys move easier

EXAMPLE – TASK Y

• Changing storage area design, So heavy material not deliver by lift

Dry goods (Tin food, printer papers, or boxed food) delivery from car to pallet–unloading by hand (Big Truck) – Daily

• Elevate loads by placing pallets on platforms or palletisers to minimise bending to retrieve boxes

Bending time: 2-4 S Total boxes: 5-10 boxes-pallets of Total time: 5 min Repetition: once Load weight: 2-7 kg 

• Provide training to employees on Manual Handling proper techniques.

• Contact suppliers to send food items on small plastic pallets or trolleys to eliminate double-handling.

• Install Dock leveller or Dock Lift • Contact supplier to send items with big truck on pallet • Change design of storage area, • Keep the store clean and organised all the time e.g. Provide designated areas for storage of material, pallets, trolleys...

• Improve ordering control, product flow and resource management • Repair floor-Non-smooth floor close to lift make trolleys harder to move by increasing pushing forces.

• Ramp floor close to cool room at B1 make trolleys harder to move by increasing pushing forces.

• Maintenance of lift door • Consultation with lift company for any option It should be noted that “Risk Controls” must be reviewed regularly: • to ensure they are implemented correctly and to monitor their effectiveness.

• to revise, if necessary, whenever any changes are made to the workplace that could increase Manual Handling risks, such as changes to the way work is done or to the tools or equipment used.

REFERENCES 1. WorkSafe Victoria, your health and safety guide to manual handling 2. WorkSafe Victoria 3. https://www.legislation.qld.gov.au/LEGISLTN/CURRENT/W/ WorkHSR11.pdf 4. http://www.hse.gov.uk/pubns/indg383.pdf 5. http://www.hse.gov.uk/pubns/indg383.pdf

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