FCM Fall 2023

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FALL 2023

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CONTENTS FALL 2023

TECHNOLOGY 6 Levelling up Making the most of AI for optimal facility maintenance

by Adam Povlitz

HEALTH AND SAFETY 10 Pest practices Keeping pests out of your facility and away from your business

by Alice Sinia

BEST PRACTICES 20 Out in the cold Taking a proactive approach to winter maintenance

by David L. Smith

MAINTENANCE

COVER STORY 16 Commercial cleaning and the way forward ISSA’s Hygieia Network helps build a future for women in leadership

22 Reducing cleaning frequencies to cut costs Companies need to find other ways to save money

by Robert Kravitz 27 The bottom line Four habits to help grow your commercial cleaning business

by Doug Flaig

IN EVERY ISSUE 4

Editor’s Letter As the end of 2023 approaches...

12 Expert Q&A The next generation in commercial cleaning

by Jessica Brill 30 Clean Matters

ISSA’s 2023 Achievement Awards Honourees

“... In these times of high turnover, advancement in technology, and market shifts, we need diverse ideas and perspectives more than ever.”

/ editor’s letter /

AS THE END OF 2023 APPROACHES…

F

acility cleaning and maintenance continue to grow and evolve, improving efficiencies, increasing technology adoption, and finding ways to prosper amid continuing industry challenges.

In the last quarter of this year, we look back at how far we’ve come, and we look ahead to what the future brings.

Our Fall 2023 issue recognizes a bright future, as technology like AI becomes more mainstream. As commercial cleaners and maintenance professionals make use of these tools to enhance operations and increase efficiencies, we head into a promising and prosperous 2024. We also look at how the industry is changing, highlighting tips and tricks to grow a successful commercial cleaning business.

With the temperatures dropping as we head into the colder months; we focus on the benefits of taking a proactive approach to winter maintenance. From cleanliness to health and safety, now’s the time to plan for an effective and reliable winter cleaning and maintenance program. With the change in temperature comes the risk of pests in your building, so we offer some practical advice to safeguard your facility and protect your business.

In our cover story, we examine women in the commercial cleaning industry, asking four members of the Hygieia Network for their insight on what the industry looks like these days, what tools have helped them get where they are today, and for their advice on the best tools for women looking to lead the commercial cleaning industry.

For our expert Q&A, we share our interview with Michael Kroupa, CEO at United Services Group. We focus on successful succession, what it’s like for the next generation to take over the business, shifting leadership styles, and where United sees itself in the future.

This issue spotlights some of the challenges and changes that the cleaning and maintenance industry face in the fall, as we head into the colder months and the end of 2023.

Can’t wait for you to read this issue!

JESSICA BRILL jessicab@mediaedge.ca

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Sales Sean Foley seanf@mediaedge.ca Contributing Writers

Circulation

Doug Flaig Robert Kravitz Adam Povlitz Alice Sinia David L. Smith circulation@mediaedge.ca

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/ technology /

LEVELLING UP Making the most of AI for optimal facility maintenance

by Adam Povlitz

T

he demand for sustainable and efficient facility management has become vital in today’s rapidly evolving business world, and AI can help you achieve maximum efficiency and performance for your building. AI-enabled systems can collect and analyze vast amounts of data from various sources within a facility, including sensors, IoT devices, and historical records.

Here are a few ways AI can enhance building maintenance to benefit both owners and occupants.

SAFETY, EFFICIENCY, AND PERFORMANCE

AI is an effective tool in ensuring all safety protocols are followed and that necessary repairs are being made on time.

For example, an AI system could detect a hazardous situation before it becomes a full-blown emergency, saving lives and preventing costly damages from occurring. Moreover, by leveraging data collected through these systems, businesses can better understand how their building functions and make adjustments to maximize efficiency while minimizing operational costs.

AI can be especially helpful in optimizing energy efficiency and reducing breakdowns or malfunctions, capable of detecting potential problems with automated monitoring, even before they arise.

These systems can expose issues such as faulty wiring or inadequate insulation, which would otherwise go unnoticed until it’s too late. By identifying these issues beforehand, businesses can take corrective — or even preventative — action quickly and avoid costly repairs.

Finally, AI allows organizations to track performance levels over time, make 6 / FACILITY CLEANING & MAINTENANCE / FALL 2023

/ technology /

improvements, or even replicate successful strategies across their other locations.

In addition to having real-time access to performance-level information from various locations, businesses also gain valuable insights into their buildings’ performance while staying as productive as possible.

AI SOLUTIONS FOR FACILITY MAINTENANCE

AI technology is becoming increasingly important for facility maintenance, so organizations must take the necessary steps to take full advantage of its capabilities. To do this, you need to understand the components of a successful system, including data collection and analysis, machine learning algorithms, automation capabilities, and security protocols.

Organizations should research solutions that meet their needs and integrate existing systems into the new solution. The chosen deployment method should suit the organization’s goals while providing powerful information. It’s also prudent to create a plan to manage the system, which includes processes such as collecting data, training personnel, or configuring automated actions when specific conditions arise; testing should also be done before production environments go live.

One way that organizations are testing AI-powered predictive analysis is within the metaverse. The metaverse is a 3Denabled digital space that uses virtual, augmented reality, and other advanced internet and semiconductor technology to give people lifelike personal and business experiences online.

Companies can duplicate their individual building maintenance systems within the metaverse, enabling them to test spe-

“As buildings age and technology advances, traditional maintenance practices often fall short...” cific scenarios to demonstrate cause and effect, and explore key engineering challenges and quality concerns. This is used today to test power grid systems against climate change, the movement of people through subway systems, and other building and city management functions.

COMMON CHALLENGES OF AI IN FACILITY MAINTENANCE

Integrating AI-based facility maintenance systems into businesses has the potential to provide numerous benefits, but it’s vital to consider the challenges they bring, too.

Setting up and maintaining an AI system

can be difficult without proper technical expertise. Furthermore, there may be additional costs beyond what you expected, depending on the hardware and software requirements needed for implementation.

Data security and privacy risks must be considered, too, as sensitive information may be collected during use.

Inaccurate predictions can also occur because of inadequate training or tuning of AI models for specific tasks.

In addition, misalignment between business objectives and AI solutions can happen if the system’s goals do not match those desired by stakeholders. www.REMInetwork.com / 7

/ technology /

To avoid these issues, organizations should have a knowledgeable team to set up and maintain their system correctly, invest in solid security protocols, clearly define goals before implementation, and collect enough data that accurately reflects reality. With proper preparation, businesses can successfully apply an AIbased building maintenance system with minimal disruption while realizing all its potential advantages.

BEST PRACTICES FOR AI AND FACILITY MAINTENANCE

AI-driven systems examine data using asset tagging and equipment sensors to provide real-time insights into a building’s health. These intelligent systems enable predictive and preventive maintenance, early fault detection, energy optimization, and personalized solutions tailored to each facility’s unique requirements.

This technology offers significant advantages, but best practices need to be consid-

ered for leveraging the system to achieve optimal results. Organizations should use data-driven predictive maintenance capabilities to identify and address potential issues before they become significant problems.

This involves gathering data on a building’s systems over time to detect patterns that may indicate future issues and enable automated repairs or services. Additionally, organizations must regularly assess AI solutions with reviews and evaluations of performance and accuracy.

An automated system must also be created to detect any operation abnormalities immediately. Notifications can inform personnel when something goes wrong, so they can act quickly before further damage occurs or problems intensify out

of control. Integrating AI tools with existing facility management systems is also beneficial, as it combines all sources into one platform, providing real-time insights while monitoring energy consumption levels.

As buildings age and technology advances, traditional maintenance practices often fall short of meeting the increasing needs of modern infrastructure. This is where AI emerges as a game-changer, revolutionizing facility maintenance systems. Harnessing the power of AI algorithms and machine learning techniques helps building owners and facility managers maximize efficiency and performance in their maintenance operations. /

Adam Povlitz is CEO & President of Anago Cleaning Systems, one of the world’s leading franchised commercial cleaning companies and a leader in technological advances relating to business operations and janitorial services.

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/ health and safety /

PEST PRACTICES Keeping pests out of your facility and away from your business

by Alice Sinia

R

ecreational and entertainment facilities, such as casinos, gyms, pools, parks, movie theaters, sports arenas, and community centres, are meant to be havens for fun and excitement. However, the presence of pests can quickly turn a joyful experience into a nightmare or even a health scare. Pest infestations not only damage structures, 10 / FACILITY CLEANING & MAINTENANCE / FALL 2023

affect aesthetics, and pose health risks to your workers and customers, but they can also tarnish a business’ reputation and lead to significant financial loss.

To help ensure a pest-free environment and positive experience for patrons, facility managers must adopt proactive measures and effective pest management strategies to help prevent issues before they arise.

Some practical, preventive tips that will help safeguard your facility and protect your business from pests include: Regular facility inspections. Inspections go a long way to determine and eliminate pest entry points, sources of food and moisture, as well as harbourage sites. At the start of every season, it’s important to perform a

/ health and safety /

of products will effectively keep insects and rodents at bay, without compromising the aesthetic, comfort, and ventilation for patrons.

Staff education and training. Know the pest pressures. Educating your staff on practical tips will benefit both your employees and the business. By knowing the types of pests that might be encountered in the facility, and understanding the behaviour and habits of these pests, workers are able to identify early signs of pest activity and take proactive steps to prevent further infestation. Also, regular training sessions on sanitation best practices will assist in keeping hot spots clean and hygienic, as well as ensuring that your teams stay up to date on your latest efforts.

Preventive pest control tactics are the first steps in helping to keep your patrons’ experience free of pest encounters. Building a comprehensive pest management plan with a trusted pest control provider is essential in creating an environment that pest-free, welcoming, and enjoyable for both patrons and staff. /

detailed inspection of the interior and exterior, roof, walls and floor levels to identify potential hot spots. Reach out to a pest management company that will be able to give you a comprehensive pest control plan tailored to your facility’s unique needs, which must include a regularly scheduled preventive inspection.

Alice Sinia, Ph.D. is the quality assurance manager of Regulatory/Lab Services for Orkin Canada, focusing on government regulations pertaining to the pest control industry. For more information, email Alice Sinia at asinia@orkincanada.com or visit orkincanada.ca.

Cleanliness and sanitation. Regularly cleaning heavily trafficked areas, including restrooms, dining rooms and common areas, is the foundation of pest management. Since pests are attracted to food, be sure to pay special attention to areas where food is stored, prepared, and served, including vending machines. Spills and food crumbs must be promptly and thoroughly cleaned. Also, eliminate any clutter — items, both food and non-food must be stored neatly off the floor on shelves to allow for good housekeeping and pest monitoring. Also, proper waste management is important. Pests are attracted to food residue and garbage, so be sure to use receptacles with lids. These receptacles must always stay closed and must be emptied on a daily basis.

Exterior maintenance. Landscaping upkeep can help contribute to pest prevention. Trim trees and bushes regularly, ensuring they are not touching building structures, so pests won’t be tempted to use them as entry points. Keep f lowerbeds free of weeds, not overwatered, and properly aerated to help eliminate pest attraction and harbourage. Avoid planting brightly coloured f lowers, scented or fruit plants close to entrances, as these draw pests to buildings where they can make their way indoors when doors are open. Also, be sure to empty and fill up potholes or depressions, or similar spots in the ground that may hold standing water, as this attracts and breeds pests like mosquitoes and midges.

Exclusion tactics. Installing physical barriers such as screens, air curtains, door sweeps, and sealing any exterior cracks, holes or gaps will help prevent pests from entering your facility. Using these types www.REMInetwork.com / 11

/ expert Q+A /

THE NEXT GENERATION IN COMMERCIAL CLEANING United Services Group CEO, Michael Kroupa, talks about successful succession, where the company is headed, and the future of the cleaning industry

by Jessica Brill

The Kroupa family and Shareholders of United Services Group, from top left, Robert Kroupa, Founder Milan Kroupa Sr., Michael Kroupa, Milan Kroupa Jr. and Katherine Kroupa

12 / FACILITY CLEANING & MAINTENANCE / FALL 2023

/ expert Q+A /

A

s the industry continues to grow, many companies find themselves with founders and leaders who are ready to hand over the reins to the next generation. United Services Group, a family-run business founded by Milan Kroupa Sr. in 1977, has undergone this transition, with Michael taking over officially as CEO in 2015.

Michael worked his way up the ladder at United throughout the last 30 years, starting off as a carpet cleaner, and then moving into different managerial roles. Michael (along with his 2 brothers and his sister) has worked to grow the company on a national level servicing customers in every province across Canada.

We chatted with Michael about what the transition process was like, the secret to successful succession, and what the future of United looks like under his leadership.

This interview has been edited for length and clarity.

TELL US A LITTLE ABOUT THE HISTORY OF UNITED SERVICES GROUP AND HOW IT GOT STARTED.

HOW DO YOUR LEADERSHIP STYLES DIFFER FROM ONE ANOTHER? KROUPA: I believe an organization in its lifecycle needs to go through

MICHAEL KROUPA: My dad immigrated from the former Czecho-

slovakia in 1968 and settled in Toronto. After working multiple jobs to make ends meet, he decided to focus his efforts in the janitorial field by working for a large cleaning company. Realizing that he could make a good living at it, and being an entrepreneur, Milan founded the company in 1977 at the age of 35.

Now, United is a multimillion-dollar family enterprise with national clientele. Our head office is in Brampton, ON, with touchpoints in Halifax, Montreal, British Columbia and Calgary. We service approximately 1500 locations every day across the country in all sectors from retail to commercial and more.

WHEN IT CAME TIME FOR YOU TO TAKE OVER, WHAT WAS THAT PROCESS LIKE? KROUPA: It was a lengthy process, taking about eight years from start

to finish. After I had been with the company for a significant period of time, my father began working with me, grooming me to take over. I found that it was becoming difficult to work so closely together everyday, as we tend to see things differently. My dad was used to driving the direction of the company, and there were times when we didn’t see eye to eye on everything. That was starting to make it difficult to steer the company in a focused direction. I could see we needed a little space, so through conversation and in an effort to get some breathing room for both of us, I asked my dad if he would like to get a hobby. While this initially upset him, he went home, thought about everything we talked about, and agreed that I needed the freedom to learn and make my own mistakes.

That was really the beginning of the official succession process. After that, it took about three years to go though the legal necessities to make the transition official. However, it wasn’t quite that simple. In fact, my dad has retired three times over the last eight years, and we’ve even hosted two retirement parties in his honour! Even today, he still comes into the office once a week, dressed in a suit to see the family and update himself on what we are doing. And we love to see him in the office. The difference is now he is an advisor sharing his thoughts rather than a boss driving change within the business.

two different mindsets, starting off with an entrepreneurial style of leadership, which was my father. This gave birth to United and set the foundation of the organization. However, as the organization grows, matures and gets more complex, the company needs to move to a collaborative leadership style , which is what I foster in the organizational culture. This style results in more systematic and scalable growth of the company. It’s not that one mindset is better than the other, I feel they are equally critical, but it’s about timing and where you are in a company’s growth.

WHAT ARE SOME JOYS YOU’VE EXPERIENCED WHILE LEADING THE BUSINESS? KROUPA: The greatest joy of the family business is that we are all working towards something together, building something for everyone, including creating my own legacy. I also really love the freedom I have to be creative and really get into research and development. I am passionate about that part of the business and am constantly striving to make things better. I also really enjoy working with people and helping them develop and grow. Our company is at a point now where employees have the freedom to be creative, and this is extremely powerful to get people passionate about the success of the business.

Of course, as the next generation, there’s also a pride in helping to grow and build what my dad created. He probably gets more attention and recognition now for being the founder, even though he has removed himself for some time. His expertise and experience are still valued and in demand, and that’s something we’re all proud of.

WHAT ARE SOME OF THE MOST SIGNIFICANT CHANGES YOU’VE SEEN IN THE INDUSTRY DURING YOUR LEADERSHIP? KROUPA: When my dad was running the business and I was just getting started, I would say that in many ways, things were easier.

The process went like this: we would get the job, do the work, and get paid. There were always challenges, of course, but we could easily overcome them. These days, there are even more challenges.

With customers’ knowledge about the services evolving, the demand for value is high, so things like scope of work are scruti-

www.REMInetwork.com / 13

/ expert Q+A /

manufacturers to help evolve equipment, products and create newer, better processes.

We developed our own line of chemicals based on our testing to get the results we want for our customers and to build those long-term relationships.

CAN YOU OFFER ANY ADVICE TO FAMILY BUSINESSES LOOKING AT SUCCESSION PLANNING?

Michael Kroupa and his father, Milan Kroupa Sr.

nized and evaluated based on delivery at each job.

As well, our customers are really looking at us as their partner, relying on us to bring in new technologies and practices to improve the services. It’s not just

about price, but it’s more about added value for our customers. Thankfully, we’ve always had that mentality coming from my father’s principals, trying to push the envelope, adding value for our customers by working with industry experts and

KROUPA: I would say the most important thing is to develop and communicate clear roles and transition plans, then stick to those roles. It was very difficult early on when I was given a role with responsibility, and my dad kept jumping in to take over.

That made for very difficult and stressful conversations — and situations — at work.

Finding a role for each family member where they are the most effective and happy can take time, but it’s worth it.

We really made sure that everyone has a role that they are passionate about and are where they belong so that the company can move forward effectively. Achieving that makes communication easier, we trust each other to get the job done, and everyone is set up for success.

This, along with the legal end of things, are especially important if it is a family business with more than one sibling. Handling shareholder legalities, framework and guidelines, means that you can put everyone’s minds at ease and focus on the business. My father did this very well before he gave up his responsibilities.

WHERE IS UNITED HEADED INTO 2024 AND BEYOND? KROUPA: The future of our company is

bright and exciting! We are moving into a technology-first services company, working on a few projects that are really going to elevate us as an organization, our people, and our industry. I really believe that we will be able to bridge the communication gap between our partners, our teams, and our customers. The other piece is that we are striving to address the labour issue in our industry, so we are working hard to create programs to offer opportunities to people who would not otherwise have access to employment in the industry. Going forward, we plan to disrupt the industry in a positive way. / 14 / FACILITY CLEANING & MAINTENANCE / FALL 2023

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/ cover story /

COMMERCIAL CLEANING AND THE WAY FORWARD ISSA’s Hygieia Network helps build a future for women in leadership

by Jessica Brill

A

s the commercial cleaning industry continues to evolve, the roles of management, frontline workers, and everything in between are also changing.

ISSA’s Hygieia Network’s mission is to create an inclusive industry for women to succeed in the workplace, through education, mentoring, networking, and support programs. How has the industry progressed and what opportunities exist for women in commercial cleaning?

We asked four members of the Hygieia Network to weigh in on what the industry looks like today, what has helped them get where they are, and for their insight on the best tools for women looking to lead the commercial cleaning industry.

This article has been edited for length and clarity.

WHAT ARE SOME OF THE INDUSTRY CHALLENGES THAT WOMEN HAVE HAD TO OVERCOME? JUDITH VIRAG, CLEAN CLUB CALGARY:

Historically, cleaning roles have been associated with women, perpetuating the stereotype that cleaning is “women’s work.” This perception can and has led to biases and discrimination, making it harder for women to be taken seriously in leadership positions or higher-paying roles within the industry.

16 / FACILITY CLEANING & MAINTENANCE / FALL 2023

SHANNON HALL, DUSTBANE PRODUCTS LTD.: Having faced several biases when

starting in our industry, I was told that I didn’t belong here. The consensus was that I needed to spend 20 years cleaning to earn my place. When I’ve been the only women at the boardroom table, I have been ignored and dismissed when bringing up ideas or concerns in meetings or undermined when people ask if someone else (higher up than me) will be joining the meeting.

I have fought condescending attitudes

/ cover story /

SHANNON HALL, DUSTBANE PRODUCTS LTD.

JUDITH VIRAG, CLEAN CLUB CALGARY

throughout my career, referred to as “a pretty face” or called “kiddo.” I wish I could say that these were just my unique experiences, but unfortunately, I have heard the same stories from many other women in the industry.

HALEY PIRIE, GT FRENCH: One of the big-

gest challenges for women that I see is having to prove their knowledge in all the aspects of this industry such as products, equipment, innovative solutions, and more.

It has been my experience that women are often perceived as less knowledgeable in these categories.

ARMANDA SOUSA, BEE-CLEAN BUILDING MAINTENANCE: Sexism unfortunately still

The dedicated team at Clean Club Calgary

18 / FACILITY CLEANING & MAINTENANCE / FALL 2023

HALEY PIRIE, GT FRENCH

ARMANDA SOUSA, BEE-CLEAN BUILDING MAINTENANCE

exists. In this day and age, women have proven our resilience to provide at home, as well as in the workplace. It’s important that we continue to educate the community and population at large about the ongoing issues women still face today. It is through communication we can start to address problems such as sexism, language barriers, lack of education qualification, and more.

WHAT TOOLS, SKILLS, OR RESOURCES HAVE HELPED YOU ALONG THE WAY? HALL: Having had some great male allies

throughout my career has been helpful in male-dominated industries. I believe in the motto “always be learning” and have used LinkedIn Learning, CPSA courses, ISSA’s

courses, and hands-on lessons in the field to make sure I am staying fresh and knowledgeable. The ISSA Hygieia Network has been a great resource, providing the opportunity to network with like-minded colleagues and helping to create a place where we can help women advance in the industry. Having a mentor and being a mentor, too, has been an amazing experience where each individual takes away so much from the relationship.

VIRAG: Resiliency and training are big ones for me. Building my confidence in knowing that when I step in a room, I am just as valuable as everyone else. Also, coaching is fundamental; my business coach has been instrumental in developing some of my

/ cover story /

skills. When the opportunity arises, I take advantage of all possible training.

PIRIE: Learning and practicing empathy, positivity, and active listening are all vital skills to anyone looking to be in a leadership role. Curiosity is also very important — in my experience, if you can find the why, the solution can be found. I also recommend connecting with other women in the industry that can relate to you and/ or mentor you. The Hygieia Network is a great community for anyone in the commercial cleaning industry.

HOW ARE WOMEN MAKING THEIR MARK ON THE INDUSTRY TODAY? HALL: I think women have always made a

mark in this industry, but I do believe we are shining more of a light on our accomplishments and recognizing strong leaders and rising stars these days. I believe we are starting to see more diversity in senior roles within organizations and hope that one day we will see an even stronger balance.

I believe women are helping to remove the unwritten rules and create awareness for opportunities for further inclusion.

VIRAG: Women — like myself — are lead-

ing through entrepreneurship. I have seen so many cleaning companies start up that are 90 per cent women owned, and that’s so great to see.

PIRIE: Women are making their mark by

supporting each other. I see more women in leadership roles now than I ever have.

Having a community like The Hygieia Network that is focused on supporting and empowering women to develop their careers in this industry is making a difference every day.

HOW DOES THE COMMERCIAL CLEANING INDUSTRY BENEFIT FROM HAVING WOMEN IN LEADERSHIP ROLES? HALL: I believe every organization can benefit from having a diverse leadership team, tending to be more creative, with different perspectives to offer, and this type of leadership has shown to result in higher profits.

The cleaning industry has traditionally been

Female leaders in the Hygieia Network along with male allies, working together for gender equality.

slower to change and adopting new technologies and strategies. The old adage ‘if it’s not broke, don’t fix it’ can maintain the status quo, but in these times of high turnover, advancement in technology, and market shifts, we need diverse ideas and perspectives more then ever.

VIRAG: Before I started my business, I worked as an executive assistant, and was surprised at the male dominated sales teams I saw in many cleaning companies. In commercial cleaning, there needs to be opportunity for all, and the clarity, vision, and attention to detail that women possess are valuable assets to the industry.

SOUSA: Women in the workplace help move

the business and the industry forward by guiding, mentoring, and managing projects.

PIRIE: Having women in leadership roles can offer variety, providing new inventive ideas, allowing shared team experiences, making of stronger teams, gaining competitive advantages, and qualifying to manage a wider variety of clients. It’s important that there are women in leadership roles, so that other women see that they can grow their career in this industry, too. Having more women

in leadership and executive positions can change the narrative in this industry.

WHAT ADVICE CAN YOU GIVE TO OTHER WOMEN LOOKING TO GET AHEAD AND MAKE A DIFFERENCE IN COMMERCIAL CLEANING? PIRIE: My advice would be to connect with

others that can help support you in reaching your goals, regardless of any adversity you may face. Continue to be curious and grow your knowledge base as it pertains to the industry and your ability to lead.

HALL: Take the opportunities! When an op-

portunity arises to participate in something new, contribute ideas to move forward.

Don’t hesitate, jump in, and join networks like Hygieia, working to connect allies, and opportunities for growth. Meet and seek out individuals who have a spark or offer to help to someone who might need a little coaching to help them grow in their role. Keep developing your skills — technology and change are happening faster than ever, so stay ahead of the curve by learning new skills.

VIRAG: Get educated, start networking, and know your worth. / www.REMInetwork.com / 19

/ maintenance /

OUT IN THE COLD Taking a proactive approach to winter maintenance

by David L. Smith

E

very year, over 40,000 working Canadians are injured due to slip and fall accidents, particularly during the winter months. Ice, accumulated snow, and moisture outside facilities increase the risk, but that isn’t the only cleaning and maintenance challenge the winter season brings.

Tracked in dirt and debris ruins floor finishes and can even permanently damage flooring materials.

It’s never too early to start planning for the winter season, and taking these four steps will ensure you’re well prepared:

STEP #1:

THE RIGHT PRODUCT

To combat ice build-up through the winter season, it’s important to select the right product, and that starts with understanding the differences between rock salt and ice melt to be able to make an informed choice.

20 / FACILITY CLEANING & MAINTENANCE / FALL 2023

Ice melt combines a brine solution and various chemicals which generate heat to melt ice faster and keep it from refreezing for longer periods of time.

While rock salt will also melt ice, its effectiveness is slower, and limited to temperatures of -15 degrees Celsius or higher. In contrast, ice melt is effective to temperatures as low as -26 degrees Celsius, making it more feasible for those colder months. Here are a few tips on using your products: • Choose an ice melt with a bright colour to make it easier to see where it has been applied, identify areas that need more product, and avoid overuse.

• Check that the product is not harsh for vegetation or damaging to the environment, particularly if your facility’s landscaping or lawns border walkways and entrances.

• Look for a low effective temperature to ensure the product will work well in all conditions.

STEP THE RIGHT APPLICATION Winter safety not only depends #2: on the right ice melt product but without the correct application, effectiveness will be compromised: • Apply ice melt in advance of a winter storm to prevent ice build up before it starts. Take a proactive, rather than a reactive, approach.

• Use the product consistently once snow has been cleared to maximize its effects.

Don’t forget to sweep up excess ice melt to reduce environmental impact.

• Combine ice melt with a traction product for additional safety and to extend the duration of the product’s effectiveness.

/ maintenance /

RIGHT PROTECTION STEP THE Snow, ice, moisture, and de#3: bris tracked into entryways soil “Investing in winter safety not only protects floors, damage floor finishes and substrates, employees and visitors but also preserves the floors and create a slip and fall hazard. Fortunately, and improves cleanliness in your facility.” the right matting program can collect up to

24 pounds of dirt and debris, preventing it from being tracked into indoor spaces.

There’s a cost savings, too. It costs approximately $500 to remove just one pound of dirt from a commercial facility, so implementing a proper matting system before winter comes can save you time, labour, and expense. To achieve the best results, lay a minimum of 12 to 20 feet of matting, even in low-traffic entranceways. The matting system should include three components: Scraper mats: The first point of contact with your facility’s entryways should be a scraper mat placed outside the doors. Scraper mats are made of rubber and designed to remove and trap coarse debris, including ice melt. They should run at least five to six feet in length to maximize the dirt and debris collected from foot traffic and feature antislip surfacing to help avoid slip and fall accidents.

Wiper/scraper mats: The second set of mats commonly sits in a vestibule inside the facility. About five feet of wiper/scraper mats will capture leftover debris and trap most of the snow and moisture. Wiper/scraper mats can both wipe and scrape debris and are perfect for facilities that don’t have enough space for multiple sets of matting.

Wiper mats: These mats are often made with carpet or fibre surfaces. Most, if not all, of the major debris and moisture from boots and shoes should be trapped by the last five feet of these absorbent mats, protecting the floors beyond them and throughout your building.

snow from sidewalks, entrances, and small parking areas.

Sidewalk scrapers: Designed specifically for icy surfaces, sidewalk scrapers are crucial to break up dense layers of ice and help prevent slip and falls. Remember: always clear ice away from your facility to avoid melting and refreezing.

Broadcast spreaders: Broadcast spreaders can be used to spread ice melt evenly and accurately. They help to prevent excessive appli-

cation, reduce cost and waste, and they come in a variety of spread patterns and hopper capacities to suit the size of each area.

Investing in winter safety not only protects employees and visitors from slip and fall injuries but also preserves the floors and improves the cleanliness in your facility. Taking a proactive approach that includes ice melt, matting, and essential winter tools ensures an effective and reliable winter cleaning and maintenance program. /

David L. Smith is the cleaning, hygiene & sanitation director at Bunzl Cleaning & Hygiene, Canada’s largest specialist distributor of cleaning and hygiene products and equipment. For more information or to book a comprehensive Facility Assessment please contact david.smith@bunzlch.ca.

S U B S C R I B E

TO OUR E-NEWSLETTER

RIGHT TOOLS STEP THE When it comes to maintaining #4: the outside of a facility dur-

ing the winter, ice melt alone is not enough.

Ensuring the right tools are available and in good condition will improve your winter cleaning program and make it quicker and easier to clear entry and walkways.

Consider adding these three essentials to your winter maintenance program: Snow shovels: Invest in high-quality snow shovels with sturdy blades and ergonomic handles to efficiently clean accumulated www.REMInetwork.com / 21

/ best practices/

REDUCING CLEANING FREQUENCIES TO CUT COSTS Companies need to find other ways to save money

by Robert Kravitz

22 / FACILITY CLEANING & MAINTENANCE / FALL 2023

/ best practices/

T

he professional cleaning industry has historically been called “recession-resistant,” a term that was developed in the mid-1980s because even through downturns, the cleaning industry remained strong. However, over the years and several economic downturns later, that term is rarely used. Why does it no longer apply to cleaners?

Today, economic downturns do, in fact, impact the cleaning industry. What tends to happen these days is that building managers scale back on cleaning frequencies to reduce costs, leaving cleaners with fewer opportunities to bring in revenue. Sometimes, these measures work, but many times, they do not.

However, what we are witnessing today in a post-COVID era is much worse than any of the economic downturns the industry experienced in the 1980s, and it is impacting the industry more than ever before. Building occupancy has become relevant: many staffers in Canada, and far more in the U.S., are simply not returning to the office. On top of this, many tenants have moved out or reduced the amount of office space they rent. These factors are having severe repercussions on building operating budgets.

To deal with this dilemma, managers are looking at all ways to reduce operating expenses, and making cuts to cleaning and cleaning frequencies is often the result, however, this can cause some severe repercussions.

CASE IN POINT

To prove this point, I will refer to a personal case study. At one time, my company cleaned all the branches of a bank in California, which included about 20 locations. Dur-

“Managers are looking at ways to reduce operating expenses, and making cuts to cleaning is often the result...” ing a particularly harsh economic downturn, the locations’ operational manager reduced cleaning frequencies from five days per week to three days per week. This idea worked well, as many of these locations did not need to be cleaned every night.

But then, as the downturn continued, the frequencies were reduced again down to two days per week. This schedule was manageable, but some branch managers soon complained that their locations needed to be cleaned more effectively and frequently than twice per week.

Ignoring these complaints, the operations manager went one step further. All 20 locations adopted a once-per-week cleaning schedule, to take place over the weekend.

Additionally, as another cost-cutting move, services such as carpet cleaning, window cleaning, and floor refinishing, once performed twice yearly, were now only to be completed upon request.

Cleaning typically makes up 25 to 35 per cent of a facility’s budget, so by applying this strategy to the branches, the operations manager could significantly reduce cleaning costs in all the locations.

However, soon, repercussions began to surface. Initially, the operations manager expected complaints about reduced cleaning from branch managers. What he did not expect was that the bank’s cus-

tomers would complain about the cleaning — with their feet.

They began closing their accounts, with some customers openly communicating that their local branch had become embarrassingly unclean and unkempt, saying that they did not want to do business with that location anymore.

Some other customers were nervous that the lack of cleaning meant that the bank was trying to save money because they were financially unstable. These customers believed their best bet was to close their accounts and move them to a more stable (and likely much cleaner) banking institution. Many others just closed their accounts and moved on, without even communicating to the bank what was behind the move. So, while the manager wanted to cut costs, he went too far, discouraging customers from visiting and hurting the bottom line.

A SNOWBALL EFFECT

Another example of this effect was described to me many years ago at a seminar I attended. The story was about a large fast-food chain and its reduced cleaning frequencies. Although the head of the company did not want to take that step, his accounting department convinced him they had to cut costs — and to start with cleaning. www.REMInetwork.com / 23

/ best practices/

“Cutting frequencies could just be hurting the businesses’ bottom line.”

Cleaning frequencies were reduced (over his objections) in thousands of franchise locations, but after a few months, it was noted that many of the franchise sales were down, sometimes significantly.

Initially, they could not find a reason for this. Many of these franchises were in cities with strong economies, so there was no economic reason for the downturn. The company had not raised its prices, nor had its competitors. So, what happened?

The only change the company had made was to cut cleaning frequencies.

Doing so made many customers feel uncomfortable about the food they purchased at the franchises, thinking that if the state of the dining room was undesirable, then the kitchen must be, too.

Seeing the financial figures drop, the head of the company demanded that the cleaning return to its previous frequency.

Plus, he instructed all franchise owners to tell their staff, “If you’re leaning, you should be cleaning,” meaning if they were not busy, their time should be spent cleaning — and in time, sales numbers did increase.

TODAY’S LANDSCAPE

The COVID pandemic has had a significant impact on building owners and managers in North America. Some have, once again, opted to reduce frequency to cut costs.

However, in a post-COVID era, tenants now demand more effective hygiene measures, rather than less. Rather than simply decreasing the frequency, managers should consider meeting this demand by hiring a cleaning expert or janitorial distributor to inspect their facility for cost-saving cleaning solutions while maintaining cleanliness and hygiene. Cutting frequencies could just be hurting the businesses’ bottom line.

Managers should keep in mind that tenants will return, especially in those facilities perceived as clean, healthy, and safe. This means proper cleaning is crucial to their facility’s future. /

Robert Kravitz is a former building service contractor and a writer for the cleaning industry. He can be reached at robert@alturasolutions.com.

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/ best practices/

THE BOTTOM LINE Four habits to help grow your commercial cleaning business

by Doug Flaig

A

t the height of the pandemic, having a clean building was the most important thought in every property owner’s mind. Today, priorities have shifted, and commercial cleaning is not as prominently featured. We celebrate that a worldwide health concern is under control and manageable, but at the same time need to adjust to a new uncertainty: how our customers’ purchasing decisions may impact our commercial cleaning businesses.

To be a sustainable business in any industry the mindset must always be about driving the business forward. That might sound exhausting if you’re not in the habit of consistently setting and working towards your goals. However, once you’ve implemented these habits, you’ll become a company with a growth mindset.

There are four habits we work on with our teams, from leadership to management to our staff who provide cleaning services.

SET WEEKLY GOALS

A lot of goal setting is focused on long-term achievements, and there is a place for that.

You need to be able to see the big picture and to make that happen, but you also need to set smaller, more timely goals for the steps that will help you get there.

Smaller goals make success more achievable and empower you to celebrate ‘wins’ with your team. They also help build consistency in your operations and act as a yardstick for your larger goals. If you’re not

hitting the smaller goals, this gives you the chance to reassess and refocus, getting back on track to your longer-term goals.

To set small goals, work backward from your larger monthly or yearly goals and set benchmarks you need to meet along the way.

Pro tip: never miss a weekly goal review as a way to stay on top of your progress and stay on course.

CHOOSE SMART TOOLS

One of the most challenging aspects of running a company is choosing the technology and tools that will contribute to your success, rather than simply supplying statistics that don’t move you forward.

This can require a balance of giving tools enough time to produce results, but also paying attention to whether those results are viable for your operations.

Take lead generation as an example.

When you’re working to grow interest in your services, you want to be very specific about the audience you are trying to reach. The strategy must be very tailored to that kind of customer, so they see that you know their needs. You develop a strategy and then monitor every aspect of the plan while it is being implemented.

(This is where weekly goal setting can be a great benefit.)

If your lead generation tools are not producing results, you need to know where you are losing the potential customer in the process, and then make changes to drive better results. Sometimes, the best tools are not the latest fads or trends, but

rather a return to tried-and-true techniques that resonate with customers. Other times, you need to reach customers on a new level and smart technology can help you do that. Choose your tools carefully and evaluate them regularly for opportunities to improve the results.

PRIORITIZE YOUR RELATIONSHIPS

Client retention is key to running a successful cleaning company, and that happens through developing solid relationships. Everyone on the team needs to know how to communicate, and your role as the leader of the company is to teach them how to succeed.

For example, if a cleaner stains a carpet, they should know who to contact in your organization so the customer can be informed immediately. When you build a good relationship with your cleaners, communication will flow more easily which helps keep issues at a low level. When you build a good relationship with your customer, you can communicate issues and propose solutions that manage the problem for the customer, which builds trust in their relationship with you.

Relationships take time to build, and communicating effectively is the key to making that happen, allowing your teams to hold each other accountable and take pride in their work. Communication also creates a bond of trust and reliability with a customer, so prioritizing communication is a critical contribution to growing your business. www.REMInetwork.com / 27

/ best practices/

“As an industry, we are important in the daily achievements of other businesses.” so that it continues to be a strong asset for a customer choosing your company. Keep the motivation high for continuously providing excellent levels of consistent service.

BE BORINGLY CONSISTENT

Assuming you are already providing great service, being consistent is an equally important factor in retaining customers.

When a customer knows they can rely on you to do a good job, it is one less thing they have to worry about, and that raises your value as a service provider.

Consistency means you are adhering to standards in your business, building good habits, and becoming a reliable company.

Think of how often you have had an experience as a customer that is inconsistent with what you anticipate; it likely lessened the trust you had in the brand and perhaps impacted your decision to spend money there in the future.

It is important to remind your cleaners and managers how to celebrate consistency

SPEND THE TIME

We live in a time of more uncertainty than we might have had a few years ago.

When the business landscape changes, commercial cleaners feel an impact, and that is certainly happening today. Howev-

er, we have been through impactful times before, and one of the things we can offer our clients is the certainty of good, reliable service.

As an industry, we are important in the daily achievements of other businesses. By holding ourselves to a high standard of operations, and being dedicated to those customer relationships, we can grow our own businesses while remaining a much-appreciated constant in a changing landscape. /

Doug Flaig is the president of Stratus Building Solutions, a janitorial services franchise organization. Flaig has spent over 20 years in the world of multi-unit retail overseeing hundreds of franchise retail locations. Prior to joining Stratus Building Solutions, he served as Chief Operating Officer with Safe Facility Services, a janitorial services provider headquartered in Thousand Oaks, California.

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/ clean matters /

ISSA’S 2023 ACHIEVEMENT AWARDS HONOUREES Celebrating professionals committed to driving the cleaning industry forward

I

ISSA, the worldwide cleaning industry association, has proudly announced the 2023 ISSA Achievement Awards honourees. The annual awards program recognizes cleaning industry professionals who are committed to driving the cleaning industry forward through their positive contributions in their business and beyond.

“As ISSA celebrates its 100th anniversary, it’s important to recognize the dedicated and passionate individuals who have championed not only our association but the cleaning industry as a whole,” said ISSA 2023 Board President Matt Vonachen. “Congratulations to this year’s Achievement Award honourees.”

The 2023 Achievement Awards and their recipients are: 1. The ISSA Honorary Lifetime Achievement Award honours an individual who, in the opinion of the ISSA board, deserves recognition for substantial contributions to the advancement of the industry and/or to ISSA over a significant period of time. This year’s recipient is former ISSA Executive Director John P. Garfinkel. For more than five decades, Garfinkel has been an influential force in the cleaning industry. As ISSA Executive Director from 1991 to 2015, he was instrumental in championing many of the initiatives that have bolstered membership and established ISSA as the leading association for the cleaning industry worldwide.

2. The Jack D. Ramaley Industry Distinguished Service Award, reserved for individuals with at least 10 years of outstanding service to the professional cleaning industry, will be presented to Ilham Kadri, founder of the ISSA Hygieia Network and current CEO of Solvay, a Belgian multinational chemical company. Inspired by her grandmother, Kadri has been a tireless promoter of women in the cleaning industry. She founded the ISSA Hygieia Network during her previous tenure as CEO of Diversey to develop a network to provide tools and support to help women achieve their full potential.

3. The Manufacturer Representatives’ Distinguished Service Award, which recognizes individuals who support manufacturer representatives, the industry, and ISSA, will be awarded to Keith Angel, former president of Angel Cotton Associates. Over the course of his 30-year career, Angel participated in countless manufacturer product and advisory committees, and led his agency to become one of the largest in the country. During his time as the ISSA Manufacturer Representative Council Chair, he was instrumental in developing the Manufacturer Representative Scholarship that continues to provide opportunities to the next generation of reps.

4. The ISSA NextGen Rising Star Award in Honor of Jimmy Core acknowledges emerging leaders who make positive contributions to their organizations and the industry. Travis Caldwell, Director of Sales, government at Imperial Dade, will be honoured for his commitment to educating building service contractors and food service contractors engaged in government work on the intricacies of operating and maintaining proper compliance. In addition, Caldwell serves as an engineer in the U.S. Army National Guard, swiftly responding as one of the initial responders in the aftermath of significant national disasters.

5. The ISSA Hygieia Network Rising Star of the Year recognizes a woman who has made significant achievements and demonstrated consistent upward mobility in her career within the industry.

Elizabeth Hawver, Essity Vice President of Omnichannel, Wholesale & Office Distribution, was chosen by her peers for her impressive career trajectory and outstanding achievements within the cleaning industry. / 30 / FACILITY CLEANING & MAINTENANCE / FALL 2023

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