2020 Brushware May-June Digital Edition (English) by brushwaremag

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may/june 2020 the voice of our industry

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Brush Industry The Fight Against COVID-19 Surviving COVID-19: BUSINESS GUIDE

COVERAGE: 103rd Annual ABMA Convention

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from the PUBLISHER

Here To Help Like so much of our new normal, putting together this issue of Brushware was certainly surreal. The strength of the magazine format is that it generally provides some perspective and clarity by looking at news and events in the long view. Websites and e-newsletters primarily function as news channels looking to be first with the latest updates to feed the never-ending appetite for new information. I know this because like any good media business, we walk both lines as www.brushwaremag.com and Brushware Digest are now vital companions to Brushware magazine. As we scrambled to adapt to the escalating COVID-19 news cycle, I developed a bit of tunnel vision. Once we were forced to move into magazine production, we still were sitting on photos and stories from the ABMA convention and it was really my first chance to look back. As a one-year veteran, the 2020 event was a little more productive for me. This time around, I wasn’t just learning names and faces. It was nice to be more methodical in meeting people and have more fun via the networking dinner and the hall of games/ activities on the closing evening. Going through the photos though, it was surprising how distant the event seemed. Now with five weeks of isolation (at press time) for most of us, the event represents the last week of the old lifestyle. I remembered how my original idea for this letter was to mention the photo included here and the pride in knowing that one table of attendees referenced the Brushware stats section during the “Vision for the Future” convention segment. Building out an Economic Dashboard for each issue was one of our first initiatives when we took over Brushware and it’s good to see the impact in the real world. We certainly have bigger plans on what we’ll be offering for business intelligence and hopefully regular readers have noticed that the section tends to have more new items popping in with each new issue. And that’s how life goes for now. The pandemic and isolation are always top of mind, and then you drift into thinking about business, the future and a return to normalcy. In that spirit, I am pleased that we will be heading into our Summer Buyers’ Guide cycle shortly after releasing this issue. With the postponement of Interbrush to a distant 2022 and the FEIBP Congress to 2021, another strength of a magazine is the impact of a physical product dropping on your desk with big and beautiful ads for companies to show off their products and brand. It’s certainly not quite the same as viewing a new machine on the tradeshow floor, but advertising works and always will for magazines with good content. Beyond the Buyers’ Guide, Brushware is here to serve the industry, so remember that we can help by publishing your announcements and press releases. If there are other ways we can help, reach out and let us know. Stay healthy and safe!

Dylan Goodwin | Publisher

goodwinworldmedia@gmail.com

2020 Brushware Buyers’ Guide

Time for your company to be listed in Brushware Magazine’s 2020 Annual Summer Buyers’ Guide (print and online). Regular advertisers (at least 3 insertions in a year), are entitled to be listed in both the print and online directories ... AT NO ADDITIONAL CHARGE. Update forms will be emailed in May.

Materials Deadline: June 1, 2020 2 | www.brushwaremag.com

brushware Issue #20-03

Brushware – a bi-monthly publication edited for key personnel in the brush, roller, broom, mop and applicator industry. Published continuously through the years, the one publication that is the spokesman for the brush and allied industries: 18981923, called Brooms, Brushes & Handles; 19241947, called Brooms, Brushes & Mops, 1948-today, called Brushware. PUBLICATION OFFICE Brushware Magazine Goodwin World Media LLC P.O. Box 7093 Overland Park, KS 66207 Tel: 913-636-7231 GENERAL MANAGER Susan Goodwin PUBLISHER Dylan Goodwin goodwinworldmedia@gmail.com MANAGING EDITOR Julie Jantzer-Ward editors@brushwaremag.com CORRESPONDENTS Bob Lawrence Meg Cooper Katharina Goldbeck-Hörz Mark E. Battersby Phil Perry Brushware (ISSN 00072710) (Canadian Sales Agreement Number 0650153) is published bi-monthly by Goodwin World Media LLC, P.O. Box 7093, Overland Park, KS 66207 USA. Periodical postage paid at Overland Park, KS 66207 and at additional mailing offices. Printed in the USA. Subscription: $65/year, Canada and Mexico $80/year, all other countries $100/year. POSTMASTER – Send address changes to Brushware Magazine, P.O. Box 7093, Overland Park, KS 66207. Copyright 2020. All rights reserved. Materials in this publication may not be reproduced in any form without permission. Requests for permission should be addressed to: Brushware Magazine, P.O. Box 7093, Overland Park, KS 66207.

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may/june 2020

brushware the voice of our industry

PelRay’s Bart Pelton looks to sink a putt during the ABMA Golf Scramble Tournament held at the Vinoy Renaissance St. Petersburg Resort & Golf Club. Teammates R.J. Lindsrom of Zephyr Manufacturing and Michael Naftal of Keystone Plastics are in the background.

FEATURES

16 CORONAVIRUS: Brush Industry Impact By Bob Lawrence 22 Surviving COVID-19: Business Guide By Phillip M. Perry 32 103rd ABMA Convention Coverage By Meg Cooper

DEPARTMENTS 02 from the PUBLISHER 06 industry NEWS 48 economic DASHBOARD 55 event CALENDAR 56 advertiser INDEX

IMAGE CREDITS – Cover: istock/BlackJack3D, istock/rappensuncle (COVID-19 Features) Page 22: istock/RomeoLu

www.brushwaremag.com | 5

industry NEWS

Borghi USA Announces New Director of Marketing

Wooster Brush Company Names New President The Wooster Brush Company’s board of directors has elected Ben Maibach to succeed Bill Fagert as the company’s 10th president, effective May 1, 2020. At the same time, Bill Fagert, president since 2010, will become vice chairman of the board of directors. Since joining Wooster Brush in 2014, Maibach has served as vice president of national accounts, held a seat on the company’s board of directors and most recently led the team overseeing Wooster’s rebranding efforts. Maibach brings more than 20 years of sales and marketing experience to his new role including time as vice president of sales at Waxman Consumer Group as well as multiple sales and marketing roles while at Moen and Newell Rubbermaid.

Borghi USA, Inc., has announced Miguel Medrano as its new Director of Marketing as of the beginning of this year. In his role, Medrano will oversee marketing communications and sales of machinery for all brands under the Boucherie Borghi Group (Boucherie, Borghi and Unimac). Medrano will work closely with Borghi USA President, Carlos Petzold, to learn about the manufacturing technology needs of the brush industry to help provide customers with the very best machinery and automation from the Boucherie Borghi Group. Medrano served as spare parts manager and worked in customer service for the last three years at Borghi USA. During this time, he supplied spare parts to all customers, managed inventory and purchasing for more than 20,000 spare parts in stock at Borghi USA as well as provided support to all aspects of customer service. Medrano also worked at Borghi S.p.A. in Italy, with its marketing department as a marketing specialist developing digital marketing campaigns using digital tools such as Google AdWords and Facebook Ads, etc., as well as applying other new concepts to engage, support and enhance communication with customers. Medrano wants to continue to learn and grow in the brush industry to become more involved in machinery sales. “With Miguel’s strong work ethic to learn the brush industry from the ground up, coupled with his studies in international business and his recent accomplishment, receiving his Management Degree from Towson University, Borghi USA sees a great opportunity to improve the quality of the service and offerings that Borghi USA can provide customers,” says Petzold. “The infusion of new, young members to our team brings an enthusiasm and a fresh viewpoint that we harness to benefit our customers.”

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“On behalf of all our employees, we want to thank Bill for his leadership over the past decade,” Maibach says. “Following Bill as the next president is quite an honor, but we both agree that the success of Wooster Brush has never been about one person. The combined efforts of our 600 plus dedicated employees will always be what makes our company great.” As part of this transition, Fagert will maintain certain administrative and financial responsibilities while he continues to assist and mentor Maibach in his new role. Fagert joined the Wooster Brush Company in 1985 and served as the company’s vice president of finance before becoming president. “Ben is the right guy at the right time. He is a bright, proactive, optimistic leader with the skill sets to take Wooster Brush to new, higher levels,” Fagert says. “Ben has often been involved behind the scenes and is well prepared for his new role.” Scott Rutledge, vice president of marketing, will also be expanding his role as a result of this leadership change. As of May 1, Rutledge will become the new senior vice president of sales and marketing. Rutledge brings 29 years of Wooster Brush experience to his new position.

Brushware Industry Show Date Changes

The global COVID-19 pandemic forced many brush industry events to move, and at the top of the list was the four-year Interbrush event, which has now shifted to May 2022. Noting the event brings together 7,000 visitors from 90 countries, the official announcement said, “The health of the exhibitors, visitors and employees as well as Freiburg’s inhabitants are of the highest priority for Messe Freiburg. Under the prevailing circumstances, it would be impossible to organize such a first-rate international trade fair as Interbrush without critical complications.” The 62nd FEIBP Congress also shifted from September 2020 to September 22-25, 2021, at the Hotel Grandior in Prague, Czech Republic. Many other events have moved and those new dates include: • NAMTA Art Materials World | Chicago, Illinois Moved from April 2020 to July 18-20, 2020 • National Hardware Show | Las Vegas, Nevada Moved from May 2020 to September 1-3, 2020 • Interclean Amsterdam 2020 | Amsterdam, Netherlands Moved from May 2020 to November 3-6, 2020

Tai Hing Nylon Launches New Logo

Tai Hing Nylon Filament Products Co., Ltd., is pleased to announce the launch of a new logo that is part of a strategy to greatly enhance the recognition of the products and build the international brand image of Tai Hing in the monofilament industry. The new logo utilizes different monofilament patterns, circles and red elements to symbolize the company’s multiple products and subtly forms the word “NYLON.” The trident filaments in the middle represent three generations and efforts and experience over 30 years and also alludes to Tai Hing’s dedicated commitment to customers. The circle represents a core Chinese value that symbolizes the pursuit of perfection and balance and refers to Tai Hing’s goal to serve companies across the world. Tai Hing will continue to diversify operations and seek breakthroughs in monofilament and its applications with the mission of becoming the best filament manufacturer in the world. The implementation of the new logo on the company website, product advertising, technical information, employee business cards and relative items will be rolled out gradually.

Monterey Mills Teams Up to Make Respirator Masks To meet regional and national demand for respirator masks, Wisconsin-based companies Monterey Mills and Eder Flag teamed up to produce vitally needed barrier masks for use by front-line medical personnel and others seeking protective face coverings. Monterey Mills based in Janesville, Wis., is the largest textile mill of its kind in North America and supplier of knitted pile fabric used in a variety of medical and air-filtration products. Eder Flag, based in Oak Creek, Wis., is the nation’s largest manufacturer of flags and flagpoles and is converting part of its flagsewing operations to produce the barrier masks. “It’s wonderful to have two companies in the region coming together to fill this need,” says Milwaukee Mayor Tom Barrett. “Both companies are known for their quality products and I have no doubt these masks will be met with open arms by health care, law enforcement and anyone working among the general public during these challenging times.” Dan Sinykin, president of Monterey Mills, says the protective face masks are designed to be washable and reversible so that either side can be used directly in front of the face. Doctors and other healthcare professionals have reviewed the masks’ design and materials used in production. “We’re combining air filtration and insulation fabrics with a membrane liner to create a highly effective, comfortable respirator mask. The masks are designed to be reusable, cleaned in an industrial or home washer and available for multiple uses.” Sinykin says. “These masks will be American made with all product and labor created here in the US. With calls coming in from all over the country, we’re ready now to start producing masks and to answer the call for help.” Organizations interested in ordering the masks should visit www.safeusamasks.com for more information. Priority will be given to healthcare professionals, government agencies and professional services.

Learn more about Tai Hing at www.taihingnylon.com.

www.brushwaremag.com | 7

YOUR BRUSH DESERVES THE BEST FILAMENTS DUPONT FILAMENTS CONTINUES TO LEAD THE WAY IN INNOVATIVE SOLUTIONS For more than 70 years, DuPont Filaments has been recognized as a leader in innovative synthetic filaments that enable brush manufacturers to address emerging trends and meet evolving consumer expectations.

HEALTH DESERVES THE BEST FILAMENTS - TOOTHBRUSH FILAMENTS The most important component of a toothbrush lies in the bristle. With outstanding industry expertise accumulated over the years, coupled with our proven technologies, DuPont Filaments is dedicated to the oral care brush industry with our nylon solutions under the brand names of DuPont™ Tynex®(nylon 612) and DuPont™ Herox®(nylon 610) . Leading toothbrush brands and manufacturers are able to produce very high quality brushes with a balance of consistent quality, wear performance and unmatched productivities in tufting and end-rounding by using DuPont filaments. As consumer trends in toothbrush are increasingly focused on the six major areas of 1) Visual Attractiveness, 2) Interdental Cleaning, 3) Plaque Removal, 4) Gum Comfort, 5) Gingival Cleaning and 6) Anti-microbial within the filaments, DuPont Filaments has been working closely with the leading global brands in oral care as well as toothbrush manufacturers by fulfilling these needs with our broad range of innovative products in the portfolio BEAUTY DESERVES THE BEST FILAMENTS - FINE FILAMENTS DuPont™ Natrafil® filaments, a pioneering filament from DuPont’s unique polyester based material, contain proprietary texturizing additives that create a structured surface that mimics animal hair. Natrafil® filaments offer a synthetic alternative to animal hair in premium cosmetic powder brushes with more consistency in the bristle while maintaining the touch-and-feel of premium animal hair. Studies have shown that brushes made with Natrafil® filaments have equal to superior pickup and release performance versus brushes made with animal hair. EFFICIENCY DESERVES THE BEST FILAMENTS – ABRASIVE FILAMENTS Like most industries, steel manufacturers are always looking for

ways to increase productivity. The emphasis is on getting more square feet of metal through the mill, cleaned and coated faster than ever before. To accomplish this, steel mills are using more aggressive cleaning solutions. The problem is that the cleaning brushes typically used were quickly degrading because many plastics used in the brush filaments can’t handle the solutions of the extremes of the PH scale. The technical resources at DuPont Filaments were able to help solve the problem by adding stabilizers to one of our nylon polymer formulations, effectively extending the pH range that these filaments can be used in. Brushes made with these filaments deliver cleaning performance over an improved service life, helping steel manufactures to achieve higher productivity. Another need voiced by customers is higher aggressiveness in metal finishing applications. DuPont™ Tynex® A filaments, a family of ceramic grit-containing filaments, was developed to meet this need. CREATIVITY DESERVES THE BEST FILAMENTS – PAINTBRUSH FILAMENTS When manufacturers began changing their paints to water-based formulations, more people began using paintbrushes made with synthetic bristles because the hog bristles traditionally used in paintbrushes lost stiffness in water-based paints. Synthetics such as DuPont™ Tynex®, DuPont™ Chinex® and DuPont™ Orel® brand filaments quickly became popular choices. As paint manufacturers continue to improve their water-based formulations by reducing volatile organic compound (VOC) content, increasing solid loadings and decreasing drying times, there is an ongoing need for increasingly higher performing brushes. To meet this need, DuPont Filaments continues to innovate and help customize solutions. For example, we developed filaments with stiffer cross-section that can push higher viscosity paints more efficiently. We also changed the shapes of the filaments so that they not only pick up more paint from the can for faster application, but are easier to clean.

YOUR BRUSH DESERVES THE BEST FILAMENTS

Recognition for being the global leader in filaments comes from our customers. You inspire us to make a difference in the world. We will continue to advance our innovations because we believe your BRUSH deserves the best FILAMENTS. filaments.dupont.com

industry NEWS

Brush Museum Todtnau:

Brush Making History, Part 2

Kultuhaus Todtnauâ&#x20AC;&#x2122;s follow up to the history of brush and broom making in the Black Forest For 250 years, the brush making industry has been an essential part of the economic activity in Todtnau, Germany. Several innovative companies that serve the world market for the brush-making industry still operate in the area and the worldwide presence is likely due to all of those companies utilizing machines that have been constructed and manufactured by eight machine factories in Todtnau. The worldwide market leader Zahoransky still has the main plant in Todtnau.

the storyteller for the brush legacy in Todtnau. Wunderle was the first known brush salesman. He will report through modern media the story of the brushes from Todtnau and the process from manufacturing in 1770 to the present day industry approach. See Part 1 in the March-April Issue of Brushware magazine or online at www.brushwaremag.com/2019/12/todtnaus-250-year-black-forestlegacy/. Text and photo provided by Kulturhaus Todtnau.

In the formative years, the steps and process for the production of brushware was shared between brushmakers, conditioners of bristles and wood workers who mainly lived in the villages close to Todtnau. The brush handles were produced on turning machines which were moved by waterpower. The purchase of bristles and hair at home and abroad such as France and Switzerland became a separate branch of trade. The travelling salesmen played a major role. In the early stages, they only went to Switzerland or the upper Rhine. At different places, they built depots to sell brushes directly at annual fairs or from door to door. The first exports to America started in 1854 and the transition from production in the homes to pre-industrial production in the first factories began. Within these years there were about 1,000 people in Todtnau and the surrounding villages producing brushes and the necessary brush handles. In 1873, the world-exhibition was held in Vienna, Austria, and the brushmakers from Todtnau participated in this fair as exhibitors representing the collective brushmakers from the Black Forest. With the rise of the industrial revolution in the second half of the 19th century, the first trials of brush filling machines to produce brushes took place. In Todtnau, Oskar Faller was the initial pioneer in the industrial production of brushes. With his brothers Eduard and Ernst, they managed the company Jos. Ed. Faller, which had been founded by his father. They obtained diverse brush filling machines from abroad; however, they did not know exactly how these worked. They engaged a young engineer from Bohemia: Anton Zahoransky. He is credited with several important industry inventions. Soon, a new material factored into the evolution of brushmaking: plastic. So, as the industry had previously evolved from brush production in homes to true industrial production, the industry shifted from wood-only brush products to expand to brushes made of plastic. The sales of brushes expanded significantly and the brushes and brush making machines from Todtnau were presented worldwide at major trade fairs. With the rich history and tradition for the brush industry in Todtnau, it is the fitting location for a brush making museum set to open in 2020. With that in mind, the museum will offer Lorenz Wunderle as

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Lorenz Wunderle was the first known brush salesman. Photo provided by Kulturhaus Todtnau.

ABMA Kathy Parr 2020 Scholarship Winners

Brandon Ames

Thomas Hicks

The ABMA Foundation held its Board Meeting on March 19, 2020, and at that meeting awarded two Kathy K. Parr Scholarships totaling $5,000 to the following recipients: Brandon Ames: Ames is soon to be attending the University of Akron and will use the money to defray tuition expenses to study mechanical engineering. Thomas Hicks: Hicks has work experience in the industry and will use his scholarship funds to study business at the University of North Carolina. The ABMA Foundation is the charitable arm of the American Brush Manufacturers Association. As the broom, brush, mop and roller industry’s premier philanthropic and charitable organization, the ABMA Foundation is a catalyst for uniting people and organizations to make a difference through better education and opportunity. The foundation secures contributions and provide grants for sustainable programs in research, education and assistance for our industry associates and their families in need. Strategic ties with the American Brush Manufacturers Association, coupled with strong volunteer leadership and generous donors, give the foundation a powerful yet flexible infrastructure to anticipate and quickly respond to the needs affecting the industry and the welfare of its associates. The scholarship consideration deadline for 2021 is March 1, 2021. For more information, visit www.abma.org/foundation.

2020 Brushware Buyers’ Guide Time for your company to be listed in Brushware Magazine’s 2020 Annual Summer Buyers’ Guide (print and online). Regular advertisers (at least 3 insertions in a year), will be listed in both the print and online directories ... AT NO ADDITIONAL CHARGE.

Materials Deadline: June 1, 2020

industry NEWS

Nexstep Commercial Products Adds New Team Members Nexstep Commercial Products, exclusive licensee of O-Cedar, has announced that Beth Spencer has joined the corporate staff in Springfield, Ohio, as an accounts receivable associate. Spencer recently moved to Ohio from Wisconsin to be closer to her family. She was born in the “thumb” of Michigan, but over the last six years has lived in Kentucky, North Carolina and Wisconsin. In Wisconsin, she held the billing specialist and accounting assistant position for a specialized heavy hauling trucking services company. Spencer is currently working on a Bachelor of Science Degree, with a major in business management, at Western Governors University. In addition, Brent Hadden joined Nexstep in January of this year as the logistics supervisor in Paxton, Ill. Hadden came to Nexstep from Hearthside Food Solutions, a company that packages pet food in Gibson City, Ill., where he worked as a warehouse supervisor for more than 12 years. Hadden lives with his fiancé and has five grown children and four grandchildren, who occupy his spare time and live in the Paxton and Rantoul areas. He also enjoys fishing and watching movies. When asked what he likes best about working at Nexstep, he said that the people are friendly and very helpful.

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Double Turret Option Now Available for Z.SHARK ZAHORANSKY has announced a double turret as an option for the Z.SHARK family of high-performance tufting machines. The double turret ensures the Z.SHARK can use its full output capacity in an even wider range of applications. Typical applications include the tufting of children’s toothbrushes as well as hybrid toothbrushes and toothbrushes with different hole diameters that are partially tufted by two machines. In these cases, the double turret compensates for the lower bundle requirement per toothbrush so that the Z.SHARK can produce at its maximum speed of 1,000 tufts/minute. This will result in greater performance if the body to be tufted has fewer than 30 holes, “as is the case with hybrid toothbrushes with different filaments (cylindrical/tapered [chemically tapered]) and toothbrushes with different hole diameters, which are each partially tufted by two separate machines,” explains Daniel Herrmann, Head of Product Management ZAHORANSKY. “Another possible application are children’s toothbrushes with a low hole count, which can be tufted completely on a single machine,” says Herrmann.

industry NEWS

BRUSH INDUSTRY: STILL UP AND RUNNING Many companies in the brush industry are up and running and here are some that have made official statements about operations during this global crisis.

Borghi S.p.A. Update MARCH 20, 2020: In support of the latest directives of the Italian Government, Borghi S.p.A. has ordered the temporary suspension of all production activities in its Italian factories from March 23-27, 2020. This decision was made in addition to the measures already adopted over the past few weeks to protect the health and safety of its employees against the coronavirus. Since the well-being of the employees is the company’s top priority, Borghi S.p.A. wishes to adhere even closer to the protocol issued by the Italian government, which provides for the suspension of production activities under the current special circumstances. Borghi S.p.A. will continue to constantly monitor the evolution of the situation, to react quickly and effectively. Any decisions and actions will only be taken in accordance with the indications of the national and local governmental authorities in charge. It is important to underline, at present, none of our employees have been infected, confirming the effectiveness of the precautions taken.

Thank you to our customers and friends that ask about us, we are appreciative of your support. With this measure, Borghi S.p.A. intends to prepare to resume business with energy and efficiency as soon as conditions will allow.

Borghi USA: Essential Business Remains Open MARCH 24, 2020: Borghi USA, Inc., located in Aberdeen, Md.,

provides spare parts and technical support for machinery brands: Borghi, Osmas and Unimac to brush, broom and mop manufacturing companies throughout the USA and Canada. We have been deemed an “essential business” for which the Maryland government order provides exception to the closure. Our customers have also deemed us as a critical supplier, so they can continue to produce their cleaning products as they are essential businesses that supply cleaning and sanitation products to hundreds of thousands of other essential businesses, including hospitals and medical care facilities, medical supply companies and the defense, aerospace, energy, food processing and equipment industries and others in the supply chain. Products from our industry keep hospitals and health care workers clean, safe and protected against infection. Borghi USA, Inc., will continue to remain open during this period of nonessential businesses closures as well as if the government issues a “shelter at home” order. Unless the government closes “essential businesses,” we will continue to support the brush industry to provide the goods and services that our customers require to help with the sanitation and protection of the public health and other important uses for brush industry products. Furthermore, all of our people at Borghi USA have been instructed to follow all of the new safety protocols issued by the CDC and OSHA and look forward to further guidance from local, state and federal authorities so we can maintain safe and secure operations while continuing to serve the country and our customers in this time of great need. We stand together in combating the COVID-19 pandemic. Thank you and keep safe and keep up the important work you perform. –Carlos Petzold, President

Gordon Brush Updates APRIL 10, 2020: We’re happy to report that as of today, all our U.S. manufacturing in America's Heartland!

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team members remain free of COVID-19 symptoms and we are still operating at 100-percent capacity. Our suppliers have continued to provide us with a steady stream of raw materials, and I’m proud of our dedicated employees who are coming to work each day. Our people are working with customers and vendors, and producing items that are critical to keep essential businesses operating. Thank you to our customers for the continued support in purchasing from us. Thank you to our vendors who are committed to keeping us supplied with much needed raw materials. Thank you to our team members who make magic happen each and every day. Together, we’ll get through this. –Kenneth L. Rakusin, President and CEO

MARCH 20, 2020: Due to the work Gordon Brush does to support a number of US government agencies and our military, plus the janitorial brushes we produce that are used to maintain, clean and sanitize business operations throughout the United States, Gordon Brush has been deemed to be an “essential” business and will remain in full operation at this time. –Kenneth L. Rakusin, President and CEO

MARCH 13, 2020: Gordon Brush is proud of making our products in the United States and has always maintained an extensive inventory of both finished goods and raw materials. As of this writing, we are not experiencing any supply, manufacturing or labor constraints that are affecting production of products or shipment of orders. Gordon Brush is operating normally and at full capacity.

Be assured that Gordon Brush is concerned about its employees and is taking every precaution to safeguard its employees during this time from a possible outbreak and spread of infection. We have placed restrictions on employee travel in an effort to combat potential exposure and spread for customers and employees. Gordon Brush is also concerned about the integrity of its products and is working closely with its internal management and production staff to prevent any possible contamination of finished goods shipped to our valuable customers. Our natural raw materials like hog, pig bristle or horsehair are always sterilized prior to our receipt, and from what we’ve read, the coronavirus would not survive on our products. Gordon Brush has a readily available inventory of more than 3,500 standard industrial brushes, so that you’re sure to find the perfect brush for your specific application. If you can’t find what you’re looking for from our stock brushes, we can make you a custom brush.

Perlon® Production: Running At All Sites MARCH 30, 2020: Perlon , a Serafin Group company, continues ®

to produce its quality filaments at all five sites for customers in the current challenging climate. Production in China has been operating as normal since the beginning of March after having to be temporarily halted due to the spread of COVID-19 in that area. Production is now back up to 100 percent. Production in Germany at Perlon® sites in Munderkingen (BadenWuerttemberg), Bobingen (Bavaria) and Wald-Michelbach (Hesse) as well the US is continuing to run without any constraints. Therefore all sites are working to full capacity to fulfill all customer orders. In particular, the paper machine clothing area has had an increase in sales which offsets a reduced demand in other areas such as automotive. In the current situation, the company is doing everything it can to fulfill its responsibility as an employer and also as a business partner. Therefore all hygiene measures at all our sites have been significantly increased so that our employees are protected as well as possible. There is hand sanitizer in every department and all of our production lines are disinfected several times a day. It has been explained to employees what they should do in the current climate in order to minimize risk. Where it is possible, employees have been allowed to work from home. Perlon® has approximately 650 employees in Germany, more than 80 in the US and more than 100 in China.

High Demand for Monofilament for the Paper Industry Managing Director Florian Kisling says, “Perlon® is aware of its responsibility towards its employees and the wider community. By continuing to produce, we are enabling our important customers to continue their production.” The paper industry is currently experiencing a rise in demand worldwide – and Perlon® is also benefiting from this, as customers need even more high quality monofilament and twisted yarns for the tensioning of paper machines. For the paper machine clothing field, Perlon® produced filaments are used to manufacture press fabric, which can be used either as a conveyor belt or for moisture removal on a paper production line. Due to the high mechanical strain through the presses, polyamide monofilaments or twisted yarns are therefore almost always used. Paper industry customers have increased their production recently. Whether it’s boxes to cope with the increased demand for online deliveries or paper for hygiene purposes (which everybody can identify with), there is an increased demand worldwide. The dental, hygiene and food preparation fields are also experiencing increased demand. To this end, Perlon® offers filaments for the manufacture of toothbrushes and high quality cleaning system brushes. Kisling adds, “The supply of raw materials has been safeguarded. Our company has proactively planned and kept stocks high.” Therefore Perlon® can offset possible temporary supply disruptions of any of our suppliers as well as possible.

WÖHLER: Always At Your Service – Even in Times of Crisis APRIL 6, 2020: The coronavirus confronts us all with yet unknown challenges. WÖHLER is very aware of its special responsibility – as much so our clients, as also for our employees – and in the face of the highly dynamic developments has made fitting preparations. Ensuring we continue to remain at your service!

We are constantly and critically following the global situation, strictly supporting all the regional rules and regulations made. To ensure we remain at your service, we have implemented preventive measures, safeguarding our economic capability and deliverability. Strict hygiene measures and optimized company processes serve in minimizing any infection risk and further guaranteeing our full functionality. These measures are constantly being adapted to the changing situation, sustaining the proven WÖHLER services you are used to enjoying. Service, spare part sales, production and shipping are currently not in danger and are still being processed at the usual fast rate! Furthermore, we are doing everything possible to prevent any crisisrelated restrictions for our clients. We are still personally available to you for advice and assistance: By phone, e-mail or online conference by arrangement.

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machine ADVERTORIAL

WÖHLER – JOIN THE POSSIBILITIES Compelling reasons have forced the postponement of the 2020 Interbrush show. This also means for WÖHLER that meeting with clients and friends in Freiburg will not take place before 2022. For WÖHLER, Interbrush is always a particular opportunity for presenting latest developments. That’s why all clients and prospective buyers are now cordially invited to Bad Wünnenberg, where the innovations can be viewed directly on site. WÖHLER’s open stand presentation of outstanding machines for industrial brushmaking already convinced visitors in 2016. This open approach has initiated a radical rethinking in the whole industry over the past years. Future-oriented themes on digital industry make it obvious to all that automation and digitalization will not stop even at the gates of a highly traditional trade like the brush industry. The expertise established by WÖHLER in countless successful projects over more than 87 years is the key to facing a positive and innovative future.

New user concept for the demands of today’s working world

“We are very proud of being a reliable partner for our clients and seeing eye to eye with them. Together we have realized a number of exciting projects in the past and in doing so have built a sound basis for developing modern solutions and machine concepts in the future,” General Manager Matthias Peveling stresses, clearly pleased about the great cooperation.

A holistically newly developed user concept, together with state of the art technology, lays the foundation for effective integration of the machines in the entire process chain. From job management up to data collection, WÖHLER machines not only deliver high quality products, but also enhance efficiency by the direct evaluation and transfer of production data back into the clients’ systems.

As one of the leading machine builders in the brush sector, WÖHLER is already able to meet many future demands today.

This allows optimal production monitoring and the acceleration of the complete production process through to shipping. A further future component is modern predictive maintenance, which has a great potential for considerably boosting machine availability. “With this knowledge we introduce a new era compared to that of conventional reactive maintenance. Possible malfunctioning can be recognized and averted before it occurs thanks to this method.” General Manager (Engineering) Daniel Horenkamp explains. Even the operator interface has been adapted to the modern working world, now appearing both clearer and better structured. The machine enters a direct interaction with the operator, guiding him more simply and clearly through diverse applications. This effectively minimizes the risks of maloperation, as well as cutting training time and downtime. Difficulties in troubleshooting decrease, as does the necessity of service calls.

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A new dimension of service Dreams come true. WÖHLER’s visions in customer service have gone into an implementation strategy, which will considerably further enhance the WÖHLER service already in the coming years. To date, first steps have already been made for making the service both faster and more convenient for the client. Spares and wearing parts can be identified and ordered even faster and easier in the future. A service technician can also give assistance directly online as required.

Modularity in machine building offers fast solutions and scope for innovation The modular kit structure of WÖHLER machines is already well known to many. With this feature WÖHLER not only developed a perfect solution for standard production, but also for allowing innovative new projects to be realized economically. As opposed to classic custom machine building, the basic demands can already be met with the standardized modules. Customer specific requirements, ideas and wishes can be developed and realized on this basis. This saves time, costs and increases flexibility in development. The modular engineering experience, planned for the Interbrush, from the WÖHLER World of strip and power brushes will now be made available to clients and prospective buyers in the form of digital media, for an expressive and persuasive presentation anytime.

Experience the full WÖHLER portfolio of street sweeper brushmaking machines The machines for the production of street sweeper brushes can be experienced in a very special manner thanks to virtual reality. These impressive and true-to-detail giants of brushmaking machines are definitely an opportunity not to be missed: Using the latest technology WÖHLER is able to make a momentous impression worldwide. Let yourself be inspired and discover the diversity of possibilities at WÖHLER!

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machine ADVERTORIAL

PAGGIN: Technology for the Brush Industry With the postponement of Interbrush to 2022, Italian-based machine maker Paggin provided the following photos of machines that had been planned for display at the show in Freiburg. • The model CO300 is a packaging machine for flat paint-brushes, which can be put in line with the nailing/flirting units. • The model M4AL is a new mixing machine, specially equipped for synthetic mixtures. • The model CAT4+PAT250 is a line composed by the nailing machine CAT4 for flat paint-brushes with trimming device and the flirting machine PAT250.

Model CO300

Model M4AL

Model CAT4+PAT250

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COVID-19 Coverage

CORONAVIRUS: IMPACT ON THE BRUSH INDUSTRY By Bob Lawrence

With coronavirus events moving faster than the speed of printing this magazine, herein Brushware presents a capsule retrospective as to what was happening within the brush industry prior to the magazine going to press in April. This was when hard-hit Europe was showing hopeful signs in its fight against the pandemic and just as the USA was on the verge of seeing an apex in the number of deaths and cases.

Ken Rakusin on site as Gordon Brush has been able to remain operational during the crisis

From brush manufacturers and suppliers, Brushware wanted to know how and what they were doing to safeguard their companies and employees while meeting customer demands. In formulating a report, two Zoom meetings for ABMA members were held on March 24 and 26, hosted by Executive Director David Parr. This came at a time when many nonessential industries and businesses worldwide were initially under shutdown orders, with some stoppages lasting longer than others. This included European brush machine manufacturers located in hard-hit areas as they were anticipating Interbrush 2020, the colossal international industry trade fair for machines, materials and accessory equipment for the broom, brush, paint roller and mop industry. However, on March 13, two days after the World Health Organization (WHO) designated the coronavirus outbreak a pandemic, Interbrush organizer Messe Freiburg announced a two-year postponement of the originally-scheduled May 6-8, 2020, expo in Freiburg, Germany. Expected were more than 200 exhibitors and 7,000 visitors from 90 countries, many of which were already reporting numerous deaths and cases resulting from the coronavirus. While the brush industry is obviously as essential to life as many other industries during a health crisis, it too is subject to whatever mandates governments have in place that allow them to remain open or shut down. In Italy, severely affected by the virus, the government in early March instated a nationwide closure of all businesses, with the exception of grocery stores and pharmacies, and further mandated that people stay home. Thus, major brush machine manufacturers Paggin, Borghi Spa, Bizzotto Giovanni Automation Srl, etc. were shuttered. In mid-March, Germany also issued a nationwide closure and later extended its order through April 20. However, by late March and early April, brush companies there were returning to normal operations due to their essential classifications. On March 30, Perlon announced that its three filament factories in Germany, and its US operation, were producing at normal capacity. Perlonâ&#x20AC;&#x2122;s site in China, temporarily closed due to the virus, returned to operation in early March and was at normal capacity by the end of the

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SOCIAL DISTANCING: The Borghi USA warehouse with eight-foot long tables being utilized to make extra-large spacing for social distancing for discussions, training on new procedures and lunch. Disinfecting wipes, sprays and paper towels are located next to the XL table for cleaning, and each person has their own assigned seat.

TRASH/RECYCLING: Trash cans and recyling cans at Borghi USA have their lids removed to allow for easy trash and recyling disposal. Bathrooms have “foot pedal operated” trashcans with lids for disposal of anything that should be contained with a lid.

SHIPPING/RECEIVING: Borghi USA’s building is locked, only allowing employees to enter. Shipping and receiving is done via dedicated spaces for UPS and FEDEX in a foyer area.

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month. On April 6, WÖHLER reassured its customers that all facets of its operation, including production, were functioning as usual. As for the impact on brush manufacturers in Mexico and Canada, responses from those that Brushware contacted were not available when this magazine went to press. As for the US, answers to the following questions we posed possibly represent a microcosm of what American manufacturers and suppliers were doing and experiencing during the pandemic.

When and how did you first react to the virus in terms of actions that you took and policies you instituted on behalf of your company and employees? Kenneth Rakusin, president and CEO, Gordon Brush Mfg., City of Industry, Calif.: Gordon Brush began watching the coronavirus when it started in China and we did not fully understand how it would blow up as it did. Once it started to expand in the United States, we stopped all travel and started educating our employees on how to deal with it. Kristin Draper, president, Draper Knitting Company, Canton, Mass.: Early on, we began cleaning equipment that has multiple users and/or supplying gloves, allowed no outside visitors in our building and banned travel by employees. Kevin Monahan, president, Monahan Partners, Arcola, Ill.: Obviously things escalated quickly. I think we benefited from being in a rural area and having more time than cities to understand and react accordingly. The first policy change we implemented immediately was mandatory hand washing at each break for every employee. Carlos Petzold, president, Borghi USA, Inc., Aberdeen, Md.: Borghi USA is located in Aberdeen, Md., where our governor, Larry Hogan, has been proactive in taking swift action and providing guidelines to the citizens and businesses of Maryland. Borghi USA has followed all of those directives.

How is it that your company is deemed essential to the supply chain? Rakusin: Gordon Brush makes a significant number of brushes for the US military and other critical government agencies in addition to supplying cleaning supplies to the jan/san industry. We have a letter from the Secretary of Defense stating that we are a critical supplier to the military. Draper: We supply textiles for many essential businesses in the PPE (Personal Protective Equipment) business for first responders, as well as air filter fabrics used in large factories that use microfibers for producing toilet paper, diapers, paper towels, wipes, etc. Monahan: Everyone in the industry should feel blessed to be part of the solution. Cleanliness is a great defense to many bacteria and viruses and the fact that commercial and retail consumers now have a heightened awareness to this fact is good for everyone.

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Petzold: Borghi USA is deemed an essential business as we are in the supply chain of providing support to brush makers so they can continue producing critical cleaning products and brush products for industries that serve the public health such as sanitary cleaning, food processing brushes and biomedical products. Under our governor’s decree, Borghi USA falls under the category of The Critical Manufacturing Sector that includes the manufacturing of cleaning and sanitation equipment and supplies.

Was this essential classification self-determined? Rakusin: (answered in previous question) Draper: Initially, it was self-determined but it has since been validated by our suppliers asking us not to shut down so they can continue their essential business. We also talked with local authorities who agreed. Monahan: We are a very small company and weren’t able to get ahold of the governor’s office (Gov. Pritzker, Illinois) in the short window between his Friday afternoon (March 20) announcement of the shutdown of nonessential businesses set for the following evening. Our local representative informed us that it was self-determining. We believe we are essential and are pleased that it appears the entire industry has remained open while taking great precautions for their employees. Petzold: This was determined by reviewing the guidelines provided by the Maryland government.

What procedures have you taken to protect your offices, building, and employees from internal and external contamination? Rakusin: Gordon Brush has locked our doors and will not allow any visitors into our facility. Only shipping and receiving with trucking companies, FedEx, UPS and the USPS are allowed inside. Employees continue to be educated. Draper: Although we cannot control our employees during their personal time, we have definitely encouraged them to be careful about contamination at home that they could potentially bring to work. Most of our employees are happy to be working so they are being careful to keep it that way. We are offering gloves to those who want to use them and encouraging hygienic behavior. Additionally, no outside vendors, visitors and truck drivers or delivery personnel, including US mail, are allowed in our building. Meetings are held in a large meeting room instead of a conference room to give everyone space to be six feet apart. We also have individual offices and very rarely touch each other’s computers or belongings. Monahan: Thus far, mandatory washing of hands at every break, sanitizer available at entrances, new restrictions on truck driver movement in the facility, new UPS pickup/drop off location in foyer of the office, office personnel are able to work from home and standard CDC social distancing guidelines.

Petzold: Borghi USA is fortunate to have a lot of space per employee. Employees have their own large office or space and we have imposed these rules, following Maryland directives for social distancing, etc.: • Everyone stays at least six feet away from any other person. • Frequent washing of hands as well as use of hand sanitizer. • Wiping down all surfaces with disinfectant cleaners and wipes several times per day. • Changed hours that people work, cascading people’s work hours where possible to minimize quantity of people in the building at the same time. • We have locked the building, only allowing access to employees. Courier services such as UPS/FEDEX have their own pick-up and drop-off zones dedicated to each company. • Cleaning services have been put on hold and we are performing building cleaning ourselves. • We are allowing employees to have any needed personal items that they wish to shop for to be delivered to Borghi USA instead of having to go out to the store more frequently to find cleaning supplies, toilet tissue, paper products, etc. This mitigates their risk of more frequent trips to the store, hence minimizing contact with other people. • We are spraying incoming shipments (cartons) with disinfectant spray and letting it sit for 24 hours, which is what reports are saying is the amount of time the coronavirus can live on cardboard. All handling of packages (when received) is done with one-time use, latex gloves and those gloves are being disposed of properly.

ABOVE: Monahan Partners’ foyer to the main office is now used as the stop point for deliveries BELOW: Draper Knitting has this sign posted for external contacts.

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• Our outgoing packages are being packed with materials we have had in-stock since January 2020, so there is no contamination coming from our in-house materials when shipping them from Borghi USA (the moment they leave our facility).

What changes have you made to prevent contamination of incoming shipments? Rakusin: We receive many shipments daily, many of which are required for an immediate order. Those that are urgent, we process immediately, and those that are for inventory are placed into the appropriate stock location for future use. Our material handlers use gloves and wear masks in order to remain safe.

Are you having any supply chain interruptions, and if so, how are you dealing with them? Rakusin: As of this writing, we have only experienced a delay in receiving some bristle and other materials from Asia. Delivery has resumed and the delay has become a moot point. Draper: No interruptions yet. We know this will get more challenging as time goes on, but most of our suppliers are “essential” as well. Monahan: Fortunately, besides the additional two weeks China took post New Year, we haven’t experienced interruptions – yet. Petzold: (answered in previous question)

Draper: According to the CDC, it is not necessary as the virus does not live that long on surfaces like cardboard and plastic. Again, we are encouraging washing hands after touching.

How has the virus changed the way you conduct business internally and with your customers?

Petzold: (answered in previous question)

Rakusin: So far, Gordon Brush has seen little change in business practices other than one customer who has delayed a shipment as they have been forced to close. When this ends, we expect pent-up demand to quickly pick up.

What has been the impact on production and dealing with demand or slowdown in demand? Rakusin: Demand has remained strong as of this writing, but as more and more businesses shut down or slow down, things might change. Draper: We have not seen much in the way of changes in our production orders and have even seen a small uptick in our filter fabric business that supports air filtration in paper plants that make toilet paper, diapers, etc. They must be running 24/7. Monahan: The impact has been felt by employee precautions. If someone is feeling even close to ill, we encourage them to stay home so we have gone several days short-staffed, but we gladly accept this in the name of health for our employees. Petzold: None currently. Borghi USA reacted early and increased our stock of spare parts dramatically in case of any supply chain interruptions. We have been able to ship approximately 98 percent of all orders from our stock in Aberdeen and we have helped customers in other countries that we normally do not supply during the threeweek shutdown of Borghi S.p.A. in Italy.

WORKSHARE PROGRAMS

Workshare programs available in most states allow businesses to temporarily reduce the hours of their employees instead of laying them off during economic downturns to reduce unemployment, according to the National Conference of State Legislatures. Employees keep their jobs and collect reduced unemployment benefits to partially replace their lost wages. States save money by paying only partial unemployment claims, instead of paying full benefits to laid-off workers.

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Draper: We are doing more computer-to-computer or phone conversations and less in person. Monahan: Externally, I have cancelled several trips I would have made to see customers over the last month. I haven’t replaced them with Zoom meetings yet, just postponed visits. Petzold: The social distancing is something that was strange at first, but now it is routine. We are using webcams more to communicate with everyone within our organization, our customers and fellow brush industry peers.

Are you currently or do you plan to take advantage of WorkShare? Rakusin: We used WorkShare during the great recession and it was an outstanding program that allowed us to temporarily downsize on a day-to-day basis while retaining all our highly skilled and trained team members. If needed, we’ll use it again. Draper: If needed, we will take advantage of WorkShare, but thank goodness we don’t see that at this time. Monahan: We are still evaluating if that is right for us. Petzold: Not currently considering it.

What are your concerns regarding customers who might not survive a prolonged shutdown? Rakusin: I am afraid for the entire country that a great number of undercapitalized companies will fail and close their doors forever. This will have an effect on our future business so we’ll need to be more aggressive in looking for more customers. We will also closely monitor our accounts receivables to ensure we aren’t hurt by a string of bankruptcies.

www.boucherieborghigroup.com

INNOVATION CLOSE TO YOU THE BOUCHERIE BORGHI GROUP WISHES TO BRING ITS TECHNOLOGICAL DEVELOPMENTS AND INNOVATION CLOSER TO YOU, OUR CUSTOMER, BY BETTER INVOLVING YOU. As a Group, Boucherie and Borghi are connected, bringing together the souls of the two individual companies. Innovation and customer service have always been the cornerstones of our Group. We are one. You, the customer, are all what our Group is about. We want to listen to you, understand your needs and provide solutions for your manufacturing needs. This is how we want to bring. “INNOVATION CLOSE TO YOU”.

Draper: We are thankful that we are 100 percent make-to-order so we do not have a large stock of anything in-house that if not shipped out, could be our demise. We are being cautious and communicating with them even more frequently as different states impose different rules. Monahan: No company is or should be built to survive months without work. We have taken the approach that today we have orders to fill and employees to fill them and that’s our focus. Petzold: We hope all our customers and potential customers will survive the situation as most of them are needed to produce important products. Only time will tell how we get through this.

Are you producing product, equipment, parts, material, etc. for use in dealing with the virus? Rakusin: Our machines and technology do not lend themselves to making PPE. Draper: We are unable to cut and sew here but have offered fabric for purchase or donation to help with the production of face masks. Monahan: Not specifically.

CARES ACT

The CARES act (Coronavirus Aid, Relief and Economic Security Act) includes loans to small and large businesses, an expansion to the eligibility requirements and total unemployment benefits provided to individuals in addition to their normal state unemployment benefits, according to www.congress.org.

What impact will the newly signed federal CARES Act have on your business and employees, or is it too early to tell? Rakusin: At Gordon Brush, we hope to remain in business during this downturn so hopefully our team members will be fully employed and receive their full pay so the CARES Act shouldn’t be needed for our staff. Draper: Too early to tell. Monahan: Too early to tell. Petzold: Too early to say. For some of our employees, they will qualify for the stimulus checks, so that will be of help to those that receive them. Aside from that, we continue to work through this to support our customers and employees.

Final comments:

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Monahan: I think we will be able to look back at this in a year and marvel at our commitment, ingenuity, mobility and empathy. “Necessity is the mother of all invention” and perhaps this will be a source of great things. Petzold: An observation that all of us at Borghi USA agree with is that we have seen a sense of community and kindness during this unusual time of crisis. One employee’s son has two 3D-Printers and he is printing and donating parts to produce face-shields for healthcare workers. We have seen a support system within the brush industry to help each other via communication on what companies are doing to help one another with ideas. Some companies are working together to produce masks, others are writing letters to help their vendors show how they are critical suppliers and therefore are an essential business. We get messages of hope and concern asking, “how are you,” regarding how we and our colleagues in Europe and throughout our global community are doing. We are touched and appreciative of the kindness of our industry peers, our friends, neighbors and family. Thank you to all of you. We will be stronger together once this crisis has passed.

–brm

Surviving COVID-19: Business Guide

Healthy Workplaces, Reduced Staffs, Informed Customers By Phillip M. Perry

Businesses face daunting operational challenges as the rapid spread of COVID-19 causes employees to call in sick and customer counts to dwindle. Managers can reduce workplace disruptions with measures such as revisiting sick leave policies and allowing some employees to work from home. Whatever the details of an organization’s response program, though, it must begin with the maintenance of a virus-free environment.

“An employer’s general duty is to maintain the health and safety of the workplace,” says Joseph Deng, an employment law partner at Baker & McKenzie in Los Angeles (bakermckenzie.com). “A business must be free of hazards that are likely to cause death or serious physical harm. In light of the virus, employers should pay close attention to what the national, state and local authorities are advising.” At the national level, the Centers for Disease Control and Prevention (CDC) continually updates a website with advice about reducing the chances of infection. (To access the information go to www.cdc.gov and search for “Interim Guidance for Businesses and Employers”). State and local authorities may also provide information on their own websites. “Advice at the local level is especially important,” says Deng. “It will be directly related to what’s happening with the

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virus in the area where a business is located—just as a recommended response to a hurricane will depend on the proximity of the storm to a business.” Much of the guidance from all levels deals with the proper sanitation of the work environment. “The most significant thing businesses can do is make sure employees engage in proper hygiene practices,” says Susan Gross Sholinsky, Vice Chair of the Employment, Labor & Workforce Management practice of Epstein, Becker Green in New York (ebglaw.com). “They should keep their premises clean, disinfecting door knobs, elevator buttons and community equipment, such as printers, and commonly used kitchen items, such as refrigerator handles.” Employers are also taking some of these additional steps: • Limiting travel. “Most of the companies I am talking to are limiting or prohibiting all future international travel,” says Sholinsky. “They are also asking employees if they have traveled internationally, whether for business or pleasure, and are requiring them to stay home if they have visited countries with elevated risk. When feasible, audio and video conferencing is taking the place of in-person visits.” • Restricting outsider visits. “Some companies are limiting third parties who can come into the offices, separate and apart from their own employees,” says Sholinsky. “Visiting clients and vendors are being asked where they have traveled in the last few weeks and whether they are exhibiting any flu-like symptoms.” • Coordinating with vendors. The CDC website suggests businesses “talk with companies that provide contract or temporary employees about the importance of sick employees staying home and encourage them to develop non-punitive leave policies.”

Sick Workers Despite management’s best efforts, some employees may fall sick. Anyone who comes down with symptoms of the virus (fever, coughing and shortness of breath) should be separated from the workplace and required to remain home. That will protect their coworkers from infection, helping to contain the spread of the disease. Afflicted individuals should contact their healthcare providers or the state or local health department for advice on what to do next. “Infected individuals should not go straight to the doctor’s office or to the hospital emergency room because they are not equipped for infectious disease control,” says Deng. “Instead, they should call ahead to determine whether symptoms are consistent with a COVID-19 infection. If they are, the individuals will be directed to the appropriate testing facility.” Employees with the relevant symptoms should stay away from the workplace even if they have not been definitely diagnosed with the coronavirus. “Traditionally in our country’s culture people come to work sick,” says Brian Baker, Vice President of Hagerty Consulting, an emergency management consulting firm based in Evanston, Ill. (hagertyconsulting.com). “But the novel coronavirus is extremely contagious, and we do not (currently) have the diagnostics to tell us who has the virus and who doesn’t.” A business may need to change its traditional sick leave policies in light of the coronavirus. “Sometimes a liberal sick leave policy is tough for employers,” says Baker. “But it is much better to lose a portion of your workforce than to lose all of them.”

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The employer must decide whether to pay people who are out sick. While no national law requires they do so, some states and cities have passed legislation touching on the matter. Jurisdictions with some type of sick leave laws include California, Washington, Michigan, Vermont, San Francisco and New York City. Even companies that are located outside of such protected areas should consider reimbursements for quarantine time. “Employers should avoid being penny wise and pound foolish,” says Deng. “They should establish non-punitive leave policies, and that includes loosening requirements that employees provide doctors’ notes to prove sickness. Bear in mind that local health workers will likely be overwhelmed with live cases and may not be able to provide such notes.” Sick leave reimbursement decisions may be based on the circumstances surrounding the event. “In some cases, an individual who is out sick for an extended period of time because of COVID-19 may be entitled to short-term disability,” says Sholinsky. “An employee who was infected while on business travel to an affected country may be eligible for workers’ compensation.” Some states have paid family leave laws that mandate partial pay for employees who are out of work because they are caring for sick family members, says Sholinsky. “Some states’ and cities’ sick time laws provide for paid sick time when an individual’s workplace—or a child’s school or day care center—is shut down due to a declared public health emergency.” On occasion it is not the employee who becomes sick, but a child, parent or a loved one. Or a child must stay home because of the closing of a school or day care center. Or an employee may express fear about using public transportation to commute to work. In all such cases employers must decide whether to grant paid sick leave.

Protect Customers Employees are not the only people subject to health risks from workplace infection. Businesses need to also protect anyone who comes into contact with staff members. “To the extent the business is a place of public accommodation, employers need to be mindful of the risks to customers, vendors and other visitors,” says Sholinsky. “If asked what the company is doing to protect against the spread of the virus, an employer can inform individuals that the premises are being cleaned and maintained consistent with CDC recommendations.” Strictly from a public relations perspective, employers may wish to advise customers if a staff member has been diagnosed with the disease. “Customers will likely not take kindly to finding out they were at a business where an employee had been impacted and they were never informed,” says Deng. At the same time, employers should be mindful of not identifying which employee was affected. “You need to maintain the delicate balance between getting the information out in a manner that will protect everyone, while also complying with privacy laws about disclosing medical information.” Indeed, concerns of employee privacy should be paramount for any business dealing with the coronavirus outbreak. “Generally speaking, if you are asking questions about an employee’s life outside of the workplace there should be a legitimate, business-related reason for doing so,” says Sholinsky. “You need to balance the important information needed about someone’s health in light of COVID-19

concerns against the individual’s right to privacy regarding their personal medical situation.” Sholinsky says employees are permitted to ask employees only a limited number of health-related questions. “If someone was quarantined after traveling to a country with elevated risk, for example, and shortly after returning to the office they are out sick, it would be appropriate to ask whether they are experiencing flulike symptoms and whether they have visited a doctor or been tested for COVID-19.” Once obtained, personal medical information should be kept safe from dissemination. “If you are requiring employees to make declarations about their travels or their health conditions, you need to be careful about how the information is collected and disclosed,” says Deng. “Handle the information with respect to COVID-19 in the way you would handle any other personal information.” That means restricting information to those with a need to know. “If you send someone home with symptoms, the only people who should know about it are those individuals who have come into direct contact with the person.” All actions must conform to state and city employee privacy laws, which vary widely. Some federal laws may also apply. “Bear in mind that under the Americans with Disabilities Act (ADA), employers are generally not allowed to make disability-related inquiries about preexisting health conditions or other private medical information,” says Deng. The law also prohibits giving a medical exam. “It’s allowable to ask employees if they have a cough or fever or shortness

of breath, but you may have issues under the ADA, or under state laws, if you take their temperature or do any other screening that might be construed as a medical exam.” One exception to this rule, says Deng, is if there is a “direct threat” to the workplace, such as development of a pandemic in your area. “You are allowed to make medical inquiries and ask about disabilityrelated matters if there is no other way to get information that will protect the workforce. Assessment as to what constitutes a direct threat should be based on objective factors. Be informed about what CDC guidelines and what local and state authorities tell you. That will inform your duty and level of care with respect to the workforce.”

Avoid Discrimination In carrying out the policies and procedures described in this article, businesses must avoid any actions that are discriminatory, consciously or otherwise. “Although it is okay to ask employees if they have traveled recently to high-risk locations and to tell them to self-quarantine for a two-week period, you have to apply the policy without reference to race, ethnicity or national origin,” says Deng. The need to avoid discrimination speaks to a practical issue: The novel coronavirus causing COVID-19 can strike any individual regardless of background. “Just because people are of a certain race or national origin does not mean they have a higher chance of infection with the virus,” says Sholinsky. “Companies should be careful not make such assumptions.”

–brm

www.brushwaremag.com | 31

103RD ANNUAL ABMA CONVENTION COVERAGE

Manufacturing Engagement ABMA All-Education Session with Lisa Ryan

How to Attract and Keep Your Top Talent By Meg Cooper In the opening All-Education Session for the 2020 ABMA Convention held in the afternoon on Wedneday, March 4, 2020, speaker Lisa Ryan covered several different tactics employers could use to retain their best employees and stop the continuous hiring cycle. By focusing on implementing her T.H.A.N.K.S. acronym and learning how to utilize skills held, but probably not being used as often as needed, Ryanâ&#x20AC;&#x2122;s talk lent helpful insights for businesses to increase their productivity and company morale as well as retain their best employees. 32 | www.brushwaremag.com

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As an executive recruiter for more than 13 years, Ryan has seen her fair share of employee placements. After working in industrial sales and the medical industry, Ryan has also seen the benefits of working in the manufacturing industry. Wanting to change the conversation around traditional college jobs and have more people coming back to manufacturing, she tours the country talking at trade shows, manufacturing corporations and events like the ABMA’s annual convention. With the Baby Boomers retiring at a rate of 10,000 per day, the Millennial and Gen Z generations are going to fill those employment gaps. But only one in every four will be an interested or qualified worker. This statistic is unsustainable for modern business. Instead of constantly rehiring employees, businesses need to find more ways to retain employees. How do you keep employees? By giving them what they want.

So, what do employees want? Hint: it’s not always about the money. Ryan discussed a few factors that could lead to more engagement from employees. Company culture and mission, approachable leadership and flexibility for work-life balance are some of the top three concerns for younger generations coming into the workforce. Ryan says you can walk into a store or a job site and feel the culture. She also mentions asking questions: “Do employees like working here? When you have new people coming on board, what are they feeling about your culture? Are they laughing? Having a good time? Ryan says it is about creating relationships that keep employees there.

Having a company culture where open communication is encouraged and where work relationships are fostered will keep employees looking forward to coming back day after day. Just as having a strong company culture is important to prospective employees, approachable leadership is a benefit that will keep employees engaged for longer. Questions leaders should ask themselves include: When I walk the floor, do I greet people by name? Do I know their names? Interests? Can they come to me with a problem? “People want to be better tomorrow than they are today,” Ryan says. “When we look at the employee as a whole person, how can we help them?” It’s a poignant question. Taking the time to invest in employees’ growth and character can pay off in the long term. Finally, flexibility for a work-life balance is another consideration for younger generations of workers. When employees feel the need to be constantly “on the clock,” their motivation to show up when they’re at work slips. “Time is the greatest gift you have,” Ryan says. Shifting your company approach to address all of these factors may seem daunting at first. Ryan acknowledges this by saying that if you can really only focus on one thing, let it be gratitude. With a combination of increased gratitude practices, Ryan walked the audience through her acronym of T.H.A.N.K.S. that can help increase employee engagement and create a stronger workforce that then intends to stay with the company in the long term. Why implement gratitude practices? Gratitude in the workplace can lend itself to many benefits, according to Greater Good Magazine from the University of California-Berkeley: “Gratitude is a nonmonetary way to support those non-monetary motivations. ‘Thank you’ doesn’t cost a dime, and it has measurably beneficial effects. In a series of four experiments, psychologists Adam Grant and Francesca Gino found that ‘thank you’ from a supervisor gave people a strong sense of both self-worth and self-efficacy. The Grant and Gino study also reveals that the expression of gratitude has a spillover effect: Individuals become more trusting with each other, and more likely to help each other out.”

T.H.A.N.K.S. T – Building Trust inspires performance. When it comes to trust, Ryan says, the company’s leaders have to set that foundation. From admitting mistakes when appropriate, to saying “thank you” more often, building employee trust can make an unhappy employee into a more grateful and appreciated employee. It can also help build trust between coworkers. Saying “thank you” may seem like a small gesture, but when used appropriately and authentically, it can have a major impact. From Greater Good Magazine, “the benefits of gratitude go beyond a sense of self-worth, self-efficacy and trust between employees.” As mentioned in the magazine, when Greater Good Science Center Science Director Emiliana Simon-Thomas analyzed data from its interactive gratitude journal, www.Thnx4.org, she found the greater the number of gratitude experiences people had on a given day, the better they felt. According to the article, “People who kept at it for at least two weeks showed significantly increased happiness, greater satisfaction with life and higher resilience to stress; this group even reported fewer headaches and illnesses.”

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H – Helping employees become better tomorrow than they are today increases engagement. Spending money on training sessions, seminars, trade shows and events is money well spent and shows

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employees the company is invested in their success—not only at your company, but also for their personal lives. During these events, employees make connections with other supervisors, learn from their peers and gain skills and knowledge they can then bring back to the company. But, Ryan says, “What if you train them and they leave? Well, what if you don’t train them and they stay?” Employers also have to understand when resources are provided to employees, it may be necessary to educate them on how to use those resources. “People often think of training as punishment,” Ryan says, but if you “think about the possibilities that come from events like this, you’re creating opportunities wherein you show your employees that you value them.” A – Acknowledging and Applauding efforts, brings employee pride. Ryan says that “21 percent of employees have never been acknowledged and 30 percent of employees haven’t been acknowledged in six months. It’s unacceptable.” Employers need to find ways to catch employees doing their jobs well. So how is that done? Ryan notes that it’s as simple as saying “Thank you.” Of course, many other ways to show appreciation to your employees beyond saying “Thank You” exist. But, warns Ryan, don’t just go run out to the nearest Starbucks and buy 100 $10 gift cards. Not everyone drinks coffee. But if the specific effort is made to really pay attention to what employees appreciate, that’s where acknowledging them pays off in the long run. A one-size-fits-all rule doesn’t exist when it comes to appreciation. “We get to know them, we help them to become better tomorrow than they are today. We look for ways to get others to help support each other, too,” Ryan says.

From Greater Good Magazine, “forcing people to be grateful doesn’t work. It feeds the power imbalances that undermine gratitude in the first place, and it can make expressions of gratitude feel inauthentic. The key is to create times and spaces that foster the voluntary, spontaneous expression of gratitude. Studies consistently show that there is such a thing as too much gratitude—it seems trying to be grateful everyday induces gratitude fatigue. How do you convey authenticity? Details are decisive. When you are specific about the benefits of a person, action or thing, it increases your own appreciation—and it tells a person that you are paying attention, rather than just going through the motions.” N – Navigating the work-life balance reduces stress for employees and employers. Helping employees foster relationships within the workplace can lead to an increase in productivity, satisfaction and engagement. From the National Business Research Institute: “The fear that friendly employees will ban together, creating a mutinous atmosphere of boss-bashing and downright insubordination is also shouted down by statistics. Recent polls have turned that theory of fear on its head, and championed the fact that quality friendships at work have a direct link to job satisfaction and engagement. According to research statistics, employee satisfaction skyrockets nearly 50 percent when a worker develops a close relationship on the job.” Ryan emphasizes this point by saying employers need to “look for ways to connect with our employees and help them build those relationships. What are you doing during business hours? After business hours? Engaged employees have a best friend at work. How do those friendships happen? When you’re doing stuff together.” www.brushwaremag.com | 35

Creating ways to foster relationships in the workplace can lead to employees’ increased productivity and longevity on the job. It can also mean employees feel more appreciated and grateful to work in a company that fosters a strong work-life balance that incorporates relationships into the equation. K – Getting to Know people makes them feel important. “We look for ways to know our people,” Ryan says. “Isn’t it true that the first time you did one of those personality assessments, you felt mind blown? It’s the same for your employees. Sometimes we spend all of our training dollars on managers and emerging leaders when a little additional investment in helping our employees understand each other a little better and improving communication can also help.” Helping employees to get to know one another can help with the work-life balance mentioned above. S – Serving a greater mission breeds inclusion. “How are you, as a company, making a difference? Are you giving your employees time off once a month, once a quarter or once a year to do volunteer work?” Ryan asks. Many varied interests for volunteer work are available and when companies commit to doing something as an organization, not only are they having conversations they might not necessarily have, but they are also building those work relationships for their employees. They are helping their employees feel good about contributing to something that is bigger than them. Especially in these times, during the current worldwide pandemic, it is important to implement even the simplest of gratitude practices. Need more convincing? Greater Good Magazine mentions that cultivating a culture of gratitude could be the best way to help a workplace prepare for any stresses that can come from change, conflict and failure. In the article, psychologist Robert Emmons writes, “There is scientific evidence that grateful people are more resilient to stress, whether minor everyday hassles or major personal upheavals.” Gratitude can help employees see beyond one disaster and recognize gains. Emmons says it could give them a tool to transform an obstacle into an opportunity and also reframe a loss as a potential gain. If a company has gone through a crisis, it may be good to hold a meeting with the aim to gain a new perspective on the incident.

Ryan interacts with Greg Miller of Mill-Rose and Jeff Malish of the Malish Corporation during her session.

Emmons proposes a series of questions to help people recover from difficult experiences, which have been adapted for the workplace: • What lessons did the experience teach us? • Can we find ways to be thankful for what happened to us now, even though we were not at the time it happened? • What ability did the experience draw out of us that surprised us? • Are there ways we have become a better workplace because of it? • Has the experience removed an obstacle that previously prevented us from feeling grateful?” Ryan left the audience with an exercise to find simple methods from her T.H.A.N.K.S. process that some companies already use. She emphasized that change occurs when “we make the time to have these conversations to connect.” She reminded everyone that the leaders of the organizations need to sit down and talk to employees even though it may not seem like a big deal. “How many of your employees know who you are?” Ryan asks. “Change that. Walk through the shop and say, ‘Hi.’ At the end of the day say, ‘Thanks for doing your job.’ It’s these little things. When you show T.H.A.N.K.S., that is how you keep your top talent from becoming someone else’s.”

–brm

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103RD ANNUAL ABMA CONVENTION COVERAGE

Vision For The Future An Interactive Industry Event ABMA All-Education Session with Steve Fredlund

By Meg Cooper On the morning of March 5, 2020, the All-Education Session on the 2020 ABMA Vision for the Future started with an introduction from ABMA President Scott Enchelmaier and a brief overview of how the ABMA had been planning for the interactive session. Enchelmaier said, â&#x20AC;&#x153;2020 presents the perfect opportunity to reinvest in the ABMA and the best way to do that is to listen to our members. Since early fall, (we started) first with surveys to analyze strengths, weaknesses and opportunities, followed by a series of webinars and brainstorming ideas for things to kick around this morning. The next step in the planning process was to bring on Steve Fredlund.â&#x20AC;?

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Next, Fredlund took the stage and presented a framework for how the interactive session would operate. Using the SWOT surveys and video calls the ABMA had gathered, ideas were consolidated and six general themes emerged: • Manufacturers have deep knowledge, are flexible, creative and produce quality products • The industry as a whole is cooperative and mutually respectful • The ABMA provides strong internal networking, education and updates on legal and regulatory issues • The brush industry struggles in pace of innovation and cost competitiveness • Industry and manufacturers face key threats from foreign competitors, political and legal environments, cost pressures and slow staff development • The ABMA has an opportunity to improve engagement, including with younger manufacturers and stakeholders other than manufacturers Fredlund clarified that the question asked in the video calls in the lead up to the session was: How can we carry out the mission of the ABMA the most effectively? That evolved into the following list of 15 core ideas across three different groups:

Knowledge: • Centralized new employee resources: terminology, publications, videos, primers, “Brush University” • Centralized education for best practices and industry standards through publications, round tables and webinars • Centralized resources on the history of brush products • Centralized reports on global issues and trends and member feedback opportunities • More speakers, with greater frequency, that challenge members to advance their thinking in different and relevant areas

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Networking: • Encourage larger organizations to join the ABMA • Greater connection with younger and newer members – both at and outside the annual convention • More formalized processes to connect with specific members during meetings • Networking and information-sharing across companies among roles below the highest levels on a more year-round basis (webinars, etc.) • Forums specific to technical elements for both networking and knowledge

Promoting Profitability: • Acquiring and sharing knowledge to make the industry more profitable (from within and outside the brush manufacturing industry) • Centralized bulk buying of raw materials such as an ABMA buying co-op (example: corrugated boxes) • Development of specific brush manufacturing software that connects to accounting and client management tools • Education and resources for improvement in efficiency: continuous improvement, lean manufacturing, six sigma, etc. • Improve website to increase online engagement through improved content, functionality and member-value The session then broke out into small table groups for discussion of the topics with the idea of rating the most important idea from each of the three categories. That was followed by a round of interactive individual voting through each attendee’s smartphone. The voting was presented with live results and two rounds of voting in each category. The process had the top finishing idea dropped from the second round of voting, with the intent to capture the top two ideas. The following are the results from the polls in the meeting, taken directly from the report:

Knowledge Poll Results

Networking Poll Results

1. Centralized reports on global issues and trends and member feedback opportunities—31 percent; 64 votes

1. Greater connection with younger and newer members (both at and outside the annual convention)—51 percent; 63 votes

2. Centralized education for best practices and industry standards through publications, round tables, webinars—50 percent of the remaining four choices; 66 votes

2. Networking and information-sharing across companies among roles below the highest levels on a more year-round basis (webinars, etc.)—48 percent of four choices; 61 votes

PHOTOS (L to R): 1) ABMA President Scott Enchelmaier is surprised on stage by a “gangster couple.” 2) Zephyr’s R.J. Lindstrom announces ABMA.org website upgrades. 3) Perlon’s Andrew McIlroy speaks on behalf of the FEIBP. 4) Daniel Strowitzki discusses a decision date on Interbrush.

www.brushwaremag.com | 41

ABMA CONVENTION NOTES FUTURE EVENTS The 2021 event will be held at Hotel Del Coronado in San Diego, Calif. That will be followed by the 2022 event at High Coconut Point in Medea Springs, Fla. SMALL MEMBERSHIP DECLINE The ABMA was reported as having 140 members, which is down slightly from 143 in 2019. Braun Brush and Cesyl Mills have both rejoined after a oneyear hiatus.

Promoting Profitability Poll Results 1. Education and resources for improvement in efficiency (continuous improvement, lean manufacturing, six sigma, etc.)—56 percent; 61 votes 2. Acquiring and sharing knowledge (from both within and outside the brush manufacturing industry) to make the industry more profitable—48 percent of four choices; 54 votes

WEBSITE IMPROVEMENT R.J. Lindstrom announced an update to the ABMA website that now allows members to add a personal photo and biography to profiles on the site. FEIBP FUTURE EVENTS Andrew McIlroy, from Perlon, spoke on behalf of the FEIBP and announced Belfast, Northern Ireland, for the 63rd FEIBP Congress. In the weeks following the convention, the 62nd FEIBP Congress that was to be held in September 2020 in Prague was delayed until 2021 because of the COVID-19 pandemic. Therefore, the Belfast event would likely be set now for 2022.

ABMA CONVENTION NUMBERS • 172 registered attendees • 2 new member companies in attendance and 7 first-time attendees • 28 exhibitor displays • 34 active member companies represented • 32 supplier member companies represented • 27 guests at the newly-launched ABMA foundation networking dinner

ABMA Mission The final voting session focused on the area of the ABMA mission that needs the greatest overall attention. Providing an unparalleled variety of networking opportunities was the top vote getter out of three options with 64 percent (56 votes). Fredlund closed out by noting the collaborative nature of the brush industry as a strength both now and for future generations. And with that, he emphasized the importance of getting younger people involved with the ABMA and engaged with the brush manufacturing industry. The follow-up summary report stated the majority of AMBA members feel networking is the most important mission area the ABMA should focus on over the next three years. And specifically, that focus should be on connecting with young and new members. The other major finding was the desire for enhanced education in the areas of global issues and trends, best practices and industry standards and operational efficiencies.

–brm 42 | www.brushwaremag.com

103RD ANNUAL ABMA CONVENTION COVERAGE

Suppliers Display Gallery

Ron Cherryholmes, Bert Pelton and Chris Monahan of Brush Fibers and Pelray International with Lance Cheney of Braun Brush

Miguel Medrano and Carlos Petzold from Borghi USA

Kim Erdmann and Michelle Swiniarski from Schaefer Brush and Gornell Brush

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103RD ANNUAL ABMA CONVENTION COVERAGE

Mel Chavis Jr., Andrew McIlroy, Terry Hogan of Perlon with Jeff Malish from the Malish Corporation

Eva Kerekes and Sofia Teles from Filkemp

Mauricio Amim of Malinski Wooden Handles and Greg Miller from The Mill-Rose Company

ABMA Executive Director David Parr with Ken Rakusin from Gordon Brush

Lance Cheney with Braun Brush and Dave Magner of Deco Products

John Carlson of Carlson-STI and Ralph Rosenbaum of Stainless Steel Products

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John Feathers and John Hackney of Dupont Filaments

Bruce Massey of Interwire Products with Jim Benjamin of Precision Brush

Frank Kigyos of Franklin Automation with Michael Berkemeier of Woehler Brush Tech

Lance Cheney with Braun Brush with Christy and Brian Hinnant of Easy Reach Supply

John Carlson of Carlson-STI with Ralph Mercer and Chip Preston from Spiral Brushes

Patricia Cavazos from MFC Ltd. with John Cottam, Thomas Cottam and James Cottom from Industrial Brush Corporation and David Kalish from MFC Ltd.

Kevin Monahan from Monahan Partners with Bruce Gale from Michigan Brush

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2020 ABMA Golf Scramble Winners The ABMA Convention Golf Scramble was held at the Vinoy Golf Club in St Petersburg, Fla., on Thursday, March 5, 2020. The winners are as follows:

First place team:

Bob Goralski, Bruce Gale, Kevin Lannon, Kevin White

Second place team:

Matthew DeSantis, Keith Walz, Chip Preston, Andrew McIlroy

Third place Team:

Tom Hagemann, Lance Cheney, Greg Miller, Gary Phelps Brian Hinnant took the Longest Drive honors and Kevin Lannon had the Longest Putt. Greg Miller scored the Closest to the Pin title.

TOP: Bart Pelton of Pelray International follows his tee shot. LEFT MIDDLE: Michael Naftal – Keystone Plastics, Steve Bellochio – Zahoransky USA, R.J. Lindstrom – Zephyr Manufacturing and Bart Pelton – PelRay International Co. RIGHT MIDDLE: Chris Krape – Weiler Abrasives Group, Miguel Medrano – Borghi USA, Chris Monahan – Brush Fibers and Jeff Malish – Malish Corporation. BOTTOM: Gary Phelps – Tanis, Inc., Tom Hagemann – WCJ Pilgrim Wire, Greg Miller – The Mill-Rose Company and Lance Cheney – Braun Brush.

–brm

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economic DASHBOARD

March PMI Index Reflects Pandemic Impact US and German numbers show resilience while Italy suffers a big drop The COVID-19 pandemic looks to have snuffed out a US manufacturing expansion that wanted to kick off at the start of the year. The Institute for Supply Management® reported a US PMI of 49.1 percent for March. Based on overall economic indicators, the drop from 50.1 percent in February seems relatively modest, but comments from the ISM® report and panel reflect intense concerns about the future outlook as the world economy is heading into the unknown. “The coronavirus pandemic and shocks in global energy markets have impacted all manufacturing sectors,” says Timothy R. Fiore, chair for the ISM® Manufacturing Business Survey Committee. “Among the six big industry sectors, Food, Beverage and Tobacco Products remains strongest, followed by Chemical Products, which in addition to the pharmaceutical component, is a significant contributor to the Food, Beverage and Tobacco Products Industry and beneficiary of low energy and feedstock prices. Transportation Equipment and Petroleum and Coal Products are the weakest sectors. Sentiment regarding near-term growth this month is strongly negative, by a two-to-one ratio.”

MARCH SECTOR GROWTH RATIO: 10/6 JANUARY RATIO: 8/8 US GROWTH SECTORS (10): Printing and Related Support Activities; Food, Beverage and Tobacco Products; Apparel, Leather and Allied Products; Wood Products; Paper Products; Chemical Products; Computer and Electronic Products; Primary Metals; Miscellaneous Manufacturing; and Plastics and Rubber Products. US CONTRACTION SECTORS (6): Petroleum and Coal Products; Textile Mills; Transportation Equipment; Furniture and Related Products; Fabricated Metal Products; and Machinery.

EUROPEAN PMI STRUGGLES Looking across the Atlantic, the European manufacturing PMI numbers tell a similar story with early 2020 progress now reversing course, but with a much bigger drop in March to 44.5 percent for the Euro Zone measure. From the 12-month high in February of 49.2, that 4.7 percent fall represented the steepest one-month drop for the overall European percentage since July 2012. After working on a rally that started in November, Germany’s manufacturing PMI was a bit more resilient with a modest decline from 45.7 percent in February to 45.4 percent in March. Italy, on the other hand, preceded the US as the epicenter for the COVID-19 crisis and the PMI reflects the country’s lockdown as its index fell from 48.7 in February to a record low of 40.3 in March. Source: Institute for Supply Management®, ISM®, PMI®, Report On Business®. For more information, visit the ISM® website at www.ismrob.org.

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ISM PANEL COMMENTS COVID-19 is impacting China’s raw material supply chain. We are now seeing revenue impact in that region. Our operations team is reviewing plans for a spread of the virus. (Computer and Electronic Products) The two main issues affecting our business [are] COVID-19 and the oil-price war. We are in daily discussions and meeting constantly, updating tracking logs to document high-risk concerns. (Chemical Products) COVID-19 impact has extended to Europe and North America. The virus escalation is affecting our purchasing and logistics operations. We have incurred air-shipment and production interruptions due to shortages of raw materials and components. (Transportation Equipment) We are experiencing a record number of orders due to COVID-19. (Food, Beverage and Tobacco Products) World demand for petroleum products is declining, while supply is ramping up. We have lost supply chain visibility to certain locations. (Petroleum and Coal Products) COVID-19’s spread in the US may start impacting our domestic business. As for Asian suppliers, they are starting to get back up to speed. (Fabricated Metal Products) COVID-19 has caused a 30 percent reduction in productivity in our factory. (Machinery) A big part of our business is hospitality, and we are seeing demand drop and an increase in cancellations (Nonmetallic Mineral Products) All North American manufacturing plants have ceased operations or drastically scaled back as a result of customer plant closings and other responses to COVID-19. (Plastics and Rubber Products) Volumes are down 4.3 percent, and some areas of the supply chain are being affected by the coronavirus. (Furniture and Related Products)

36-MONTH PMI® HISTORY (US) 63 MOVING AVERAGE: SIX MONTHS 61

Feb-20

Mar-20

Jan-20

Dec-19

Nov-19

Oct-19

Sep-19

Jul-19

Aug-19

Jun-19

Apr-19

May-19

Feb-19

Mar-19

Jan-19

Dec-18

Nov-18

Oct-18

Sep-18

Jul-18

Aug-18

Jun-18

May-18

Apr-18

Feb-18

Mar-18

Jan-18

Dec-17

Nov-17

Oct-17

Sep-17

Jul-17

Aug-17

Jun-17

May-17

Apr-17

Source data: Institute for Supply Management®, ISM®, PMI®, Report On Business®.

ISM® MANUFACTURING AT A GLANCE (US) MARCH 2020

Index PMI® New Orders Production Employment Supplier Deliveries Inventories Customers’ Inventories Prices Backlog of Orders New Export Orders Imports

Series Index MAR

Series Index FEB

PCT PT Change Direction

49.1 50.1 42.2 49.8 47.7 50.3 43.8 46.9 65.0 57.3 46.9 46.5 43.4 41.8 37.4 45.9 45.9 50.3 46.6 51.2 42.1 42.6

Rate of Change

Trend* (Months)

-1.0 Contracting From Growing -7.6 Contracting Faster -2.6 Contracting From Growing -3.1 Contracting Faster +7.7 Slowing Faster +0.4 Contracting Slower +1.6 Too Low Slower -8.5 Decreasing Faster -4.4 Contracting From Growing -4.6 Contracting From Growing -0.5 Contracting Faster

OVERALL ECONOMY Growing Manufacturing Sector Contracting

Slower From Growing

1 2 1 8 5 10 42 2 1 1 2 131 1

*Number of months moving in current direction. Source: Institute for Supply Management®, ISM®, PMI®, Report On Business®.

www.brushwaremag.com | 49

Apr-17

50 | www.brushwaremag.com

Mar-20

Feb-20

Jan-20

Dec-19

Nov-19

36-MONTH GERMANY PMI (MANUFACTURING)

Oct-19

Sep-19

Aug-19

Jul-19

Jun-19

May-19

Apr-19

Mar-19

Feb-19

Jan-19

Dec-18

Nov-18

Oct-18

Sep-18

Aug-18

Jul-18

Jun-18

May-18

Apr-18

Mar-18

Feb-18

Jan-18

Dec-17

Nov-17

Oct-17

Sep-17

Aug-17

Jul-17

Jun-17

May-17

Mar-20

Feb-20

Jan-20

Dec-19

Nov-19

Oct-19

Sep-19

Aug-19

Jul-19

Jun-19

May-19

Apr-19

Mar-19

Feb-19

Jan-19

Dec-18

Nov-18

Oct-18

Sep-18

Aug-18

Jul-18

Jun-18

May-18

Apr-18

Mar-18

Feb-18

Jan-18

Dec-17

Nov-17

Oct-17

Sep-17

Aug-17

Jul-17

Jun-17

May-17

economic DASHBOARD

36-MONTH EURO AREA PMI (MANUFACTURING)

MOVING AVERAGE: SIX MONTHS 60

Source data: Markit.

MOVING AVERAGE: SIX MONTHS

Source data: Markit.

36-MONTH ITALY PMI (MANUFACTURING) 60 MOVING AVERAGE: SIX MONTHS 58

Mar-20

Feb-20

Jan-20

Dec-19

Nov-19

Oct-19

Sep-19

Aug-19

Jul-19

Jun-19

Apr-19

May-19

Mar-19

Jan-19

Feb-19

Dec-18

Oct-18

Nov-18

Sep-18

Jul-18

Aug-18

Jun-18

Apr-18

May-18

Feb-18

Mar-18

Jan-18

Nov-17

Dec-17

Oct-17

Aug-17

Sep-17

Jul-17

Jun-17

May-17

Apr-17

Source data: Markit.

LUMBER FUTURES

US COTTON #2 FUTURES

2011-CURRENT: MONTHLY LUMBER FUTURES

US COTTON #2 MONTHLY FUTURES 2011-CURRENT:

700

200 180

600

160 500

140 120

400

100 300

80 60

200

40 100

20 0 20121900 20131900 2014 1900 2015 1900 2016 1900 2017 1900 2018 1900 2019 2020 190020111900 1900

0 20111900 20121900 2013 1900 2014 1900 2015 1900 2016 1900 2017 1900 2018 1900 2019 1900 2020 1900

Moving Average: 12 Months

Moving Average: 12 Months www.brushwaremag.com | 51

economic DASHBOARD GOLD GOLD

2,000

COPPER FUTURES

2011-CURRENT: MONTHLY

2011-CURRENT: MONTHLY COPPER FUTURES

1,800

4.5 1,600

4 3.5

1,400

3 2.5

1,200

2 1,000

1.5 1

800

0.5 600 2011 1900

2012 1900

2013 1900

2014 1900

2015 1900

2016 1900

2017 2018 1900 1900

Moving Average: 12 Months

52 | www.brushwaremag.com

2019 1900

2020 1900

0 1900 2011

1900 2012

1900 2013

1900 2014

1900 2015

1900 2016

1900 2017

Moving Average: 12 Months

1900 2018

1900 2019

1900 2020

1/1/2020

8/1/2019

3/1/2019

10/1/2018

5/1/2018

12/1/2017

7/1/2017

2/1/2017

9/1/2016

4/1/2016

11/1/2015

6/1/2015

1/1/2015

8/1/2014

3/1/2014

10/1/2013

5/1/2013

12/1/2012

7/1/2012

2/1/2012

9/1/2011

4/1/2011

11/1/2010

6/1/2010

1/1/2010

8/1/2009

3/1/2009

10,000.00

NASDAQ MONTHLY VIEW

10/1/2008

5/1/2008

12/1/2007

7/1/2007

2/1/2007

9/1/2006

4/1/2006

11/1/2005

6/1/2005

1/1/2005

8/1/2004

3/1/2004

10/1/2003

5/1/2003

12/1/2002

7/1/2002

2/1/2002

9/1/2001

4/1/2001

11/1/2000

6/1/2000

1/1/2000

DOW JONES MONTHLY DOW VIEWJONES

30000 2000-CURRENT | Moving Average: 12 Months

25000

20000

15000

10000

5000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Chart Title

2000 Through February 1, 2019 | Moving Average: 12 Months

9,000.00

8,000.00

7,000.00

6,000.00

5,000.00

4,000.00

3,000.00

2,000.00

1,000.00

0.00

www.brushwaremag.com | 53

economic DASHBOARD

US GDP BY QUARTER 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0

2015 2015 2015 2015 2016 2016 2016 2016 2017 2017 2017 2017 2018 2018 2018 2018 2019 2019 2019 2019 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Source data: Bureau of Economic Analysis.

3737 Capitol Avenue • City of Industry, CA 90601 (323) 724-7777 • Fax (323) 724-1111 email: info@gordonbrush.com Web site: http://www.gordonbrush.com

54 | www.brushwaremag.com

2020

event CALENDAR

July 18-20, 2020 (NEW DATES)

April 14-16, 2021

2020 will bring NAMTA members back to Chicago’s Navy Pier for Art Materials World to make friends, connections, sales and deals!

India’s first B2B exhibition for brush making machinery and finished brushes. The first edition of this show will held at the CIDCO Exhibition & Convention Centre in Mumbai.

NAMTA Art Materials World | Chicago, Illinois

India Brush Expo | Mumbai, India

www.namta.org/2020_chicago

www.indiabrushexpo.com

September 1-3, 2020 (NEW DATES)

September 22-25, 2021

See 2,800+ exhibitors (500+ new exhibitors!) along with 110+ inventors covering 15+ product categories including everything from homewares to international sourcing.

The Annual Congress of the European Brushware Federation is a great opportunity to meet fellow manufacturers, contact suppliers and receive up to date information on the brush industry in Europe.

National Hardware Show| Las Vegas, Nevada www.nationalhardwareshow.com

September 2-3, 2020 (NEW DATES)

ISSA Show Canada 2020 | Toronto, ON, Canada

ISSA Show Canada promises to provide a platform to connect like-minded industry professionals focused on keeping buildings clean, green and operating in a sustainable and energy-efficient fashion.

https://canadashow.issa.com/ September 11-13, 2020

50th Annual Arcola Broomcorn Festival | Arcola, Illinois

Featuring a craft broom contest for broom artisans, Arcola celebrates its heritage as the “Broomcorn Capital of the World” with the renowned annual Broomcorn Festival.

www.arcolachamber.com/broomcorn-festival

62nd FEIBP Annual Congress | Prague, Czechoslovakia www.eurobrush.com

2022 May 2022

Interbrush 2020 | Freiburg, Germany

The world’s leading trade fair for machines, materials and accessories for the broom, brush, paint roller and mop industry. The 2016 trade fair drew in 7,500 visitors from 90 countries with more than 200 exhibitors.

www.interbrush.de

October 26-29, 2020

ISSA Show North America | Chicago, IL USA

The ISSA Show brings together all the best that the professional cleaning industry has to offer – cutting-edge products and resources, proven strategies and solutions and the latest trends and professional development. The event hosts 16,000 attendees from around the world.

https://show.issa.com/issa-show-north-america-2020/ November 24-25, 2020

National Painting and Decorating Show Coventry, United Kingdom

The National Painting and Decorating Show is the industry’s biggest annual UK event held at Ricoh Arena. If you use, sell, stock or specify P&D products, the exhibition is one you can’t afford to miss.

www.paintshow.co.uk

2021 March 13-16, 2021

The Inspired Home Show | Chicago, Illinois

Formerly the International Home + Housewares Show, The Inspired Home Show connects not only buyer to seller, but also product to lifestyle and the industry to the consumer mindset. 52,000 home and housewares professionals from more than 130 countries are projected to attend.

www.theinspiredhomeshow.com March 17-20, 2021

104th ABMA Annual Convention Hotel Del Coronado | San Diego, California

The American Brush Manufacturer Association’s 2021 Annual Convention is planned for San Diego, Calif.

www.abma.org/abma-annual-convention

www.brushwaremag.com | 55

advertiser INDEX ABMA..........................................................................39 www.abma.org ArroWorthy .................................................................34 www.arroworthy.com Bizzotto Giovanni Automation.....................................27 www.bizzottoautomation.com Boughi S.p.A...............................................................25 www.boucherieborghigroup.com Borghi USA..................................................................13 www.borghiusa.com Brush Fibers...............................................................19 www.brushfibers.com Carnevali Dino............................................................31 www.carnevalidino.it Distribuidora Perfect...................................................52 www.brochasperfect.com.mx DKSH..........................................................................33 www.dksh.ch/brush DuPont................................................................. 08-09 www.filaments.dupont.com Filkemp......................................................................26 www.filkemp.com FM Brush....................................................................47 www.fmbrush.com Gordon Brush..............................................................54 www.gordonbrush.com Gornell Brush..............................................................12 www.gornellbrush.com Leistner Drills.............................................................36 www.leistner-gmbh.de

56 | www.brushwaremag.com

MFC............................................................................37 www.mfc-usa.com MGG Meccanica................................. Inside Front Cover www.mggmeccanica.com Mill-Rose Co., The.......................................................01 www.millrose.com Monahan Filaments....................................................14 www.monahanfilaments.com Paggin........................................................................35 www.paggin.it PelRay.................................................Inside Back Cover www.pelray.com Perlon/Hahl...................................................Back Cover www.perlon.com Proveedora Mexicana..................................................11 www.pmmbrightline.com Royal Paint Roller Mfg. Corp........................................47 Schaefer Brush...........................................................56 www.schaeferbrush.com St. Nick Brush Co........................................................55 www.stnickbrush.com Stainless Steel............................................................04 www.stainlesswires.com UNIMAC......................................................................29 www.unimac.it Wรถhler........................................................................03 wohlerbrushtech.com Young & Swartz, Inc....................................................55 www.youngandswartz.com