INCLEAN Magazine - March-April 2018 by The Intermedia Group

DELIVERING SUSTAINABLE HYGIENE INFORMATION

www.incleanmag.com.au

Volume 31 Issue 2 March/April 2018

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Volume 31 Issue 2 March/April 2018

Contents 08

Industry

Contracting

Training

Purchasing

Events Calendar 2018 The Manchester Cleaning Show April 11 - 12: The Manchester Cleaning Show is a spin-off of the Cleaning Show, the UK’s biennial flagship cleaning event. www.cleaningshow.co.uk

Total Facilities April 18 - 19: Melbourne will once again play host to Total Facilities, Australia’s dedicated facilities management event. www.totalfacilities.com.au

p32

CLEAN NZ May 9 - 10: New Zealand’s only dedicated cleaning and hygiene expo is taking place at ASB Showgrounds in Auckland. www.cleannzexpo.co.nz

INTERCLEAN Amsterdam May 15 - 18: INTERCLEAN Amsterdam is set to bring together cleaning and hygiene experts, professionals and exhibitors from around the world. www.issainterclean.com

RIA Restoration Conference and Tradeshow June 6 - 8: Hosted by the Restoration Industry Association (RIA) for the first time, the 2018 event will be held at the Novotel Twin Waters, Queensland. www.restorationindustry.org

ISSA Cleaning & Hygiene Expo Australia

p57

Carpet & Restoration

Technology

International

Management

Marketing

Products

August 29 - 30: The 2018 ISSA Cleaning & Hygiene Expo Australia will be at ICC Sydney in Darling Harbour. www.issacleaninghygieneexpo.com

Forum Pulire October 10 - 11: The Forum Pulire will be held at the UniCredit Pavilion in Milano, Italy. www.forumpulire.it/it/

ISSA Show North America October 29 – November 1: Dallas, Texas is the host city for the 2018 ISSA Show North America and ISSA Convention. www.issa.com

EDITOR’S LETTER

Training and engaging your staff A common theme throughout our training focus this issue is the need for greater staff communication and engagement. Retention remains a massive challenge for many in the cleaning industry due largely to the physically demanding nature of the role, the unconventional working hours and the lack of career development and professional pathways. As you’ll read in this issue, many believe keeping good staff comes down to better communication and accessing new ways to engage and train today’s cleaners. It’s clear there still needs to be a mindset shift for many within the industry. Training needs to be viewed as an ongoing investment, not a one-off task nor an operational cost. As Robert Kravitz writes in this edition, this mentality can have a domino effect on business. Read his tips for addressing worker turnover on page 22. Training methods that are flexible and able to be tailored to match the end-user’s learning style, whether that be hands-on demonstrations, online training modules or a combination of both online and offline learning, is also key as the cleaning industry is a multigenerational and multicultural workforce. Read Rubbermaid’s Daniel Balas’ article on engaging an ageing workforce on page 18. ISSA’s Joan Weis provides an international perspective on training stating cleaning companies in North America and Europe have gradually altered their mindset toward spending money on front-line employee training, with most now seeing it as an investment in their business that shows long-term ROI. And, Workforce Guardian’s Charles Watson gives us a slightly different take on education, proposing that in order to develop and improve workplace culture (and subsequently improve retention), business owners and managers need to develop their own skills. Read more on this on page 27. Also in this issue Truvox’s Gordon McVean discusses looking beyond price in the procurement process, while GECA’s Emma Berthold explains how to make sense of sustainability labels. Bridget Gardner tackles the topic of Big Data and how it can be used to make the cleaning industry more sustainable. There’s not long to go until CleanNZ Expo, New Zealand’s only dedicated event for the cleaning and hygiene industry. Taking place on 9-10 May in Auckland, the INCLEAN team and I hope to see you there! Happy reading!

Claire Hibbit Managing Editor

May/June INCLEAN 2018

NEXT ISSUE

Focuses: Healthcare Hygiene Cleaning plays a critical role in healthcare as it is the front line of defence against healthcare acquired infections (HAIs). In the May/June issue of INCLEAN magazine we look at the latest products and systems available to service providers to combat HAIs as well as look at best practice in hygiene, infection control and prevention by speaking to the industry’s leaders.

Published: 23 April, 2018 Editorial deadline: 1 March, 2018 Advertising booking deadline: 27 March, 2018 Advertising material deadline: 3 April, 2018

INCLEAN is published by: The Intermedia Group Pty Ltd ABN 94 002 583 682 41 Bridge Road, Glebe NSW 2037, Australia Phone: 02 9660 2113 Fax: 02 9660 4419 MANAGING DIRECTOR: Simon Grover PUBLISHER: Simon Cooper MANAGING EDITOR Claire Hibbit Email: chibbit@intermedia.com.au Phone: 02 8586 6140 ASSISTANT EDITOR Lizzie Hunter Email: lhunter@intermedia.com.au Phone: 02 8586 6102 NATIONAL ADVERTISING MANAGER: Samantha Ewart Email: sewart@intermedia.com.au Phone: 02 8586 6106 PRODUCTION MANAGER: Jacqui Cooper GRAPHIC DESIGNER: Leanne Hogbin HEAD OF CIRCULATION: Chris Blacklock Print Post Approved Publication No. PP: 255003/09765 AUSTRALIAN SUBSCRIPTION RATE 12 months (6 issues) - $66 (inc. GST) To subscribe call 1800 651 422 Email: subscriptions@intermedia.com.au DISCLAIMER This publication is published by The Intermedia Group Pty Ltd (the Publisher). Materials in this publication have been created by a variety of different entities and, to the extent permitted by law, the Publisher accepts no liability for materials created by others. All materials should be considered protected by Australian and international intellectual property laws. Unless you are authorised by law or the copyright owner to do so, you may not copy any of the materials. The mention of a product or service, person or company in this publication does not indicate the Publisherís endorsement. The views expressed in this publication do not necessarily represent the opinion of the Publisher, its agents, company officers or employees. Any use of the information contained in this publication is at the sole risk of the person using that information. The user should make independent enquiries as to the accuracy of the information before relying on that information. All express or implied terms, conditions, warranties, statements, assurances and representations in relation to the Publisher, its publications and its services are expressly excluded save for those conditions and warranties which must be implied under the laws of any State of Australia or the provisions of Division 2 of Part V of the Trade Practices Act 1974 and any statutory modification or re-enactment thereof. To the extent permitted by law, the Publisher will not be liable for any damages including special, exemplary, punitive or consequential damages (including but not limited to economic loss or loss of profit or revenue or loss of opportunity) or indirect loss or damage of any kind arising in contract, tort or otherwise, even if advised of the possibility of such loss of profits or damages. While we use our best endeavours to ensure accuracy of the materials we create, to the extent permitted by law, the Publisher excludes all liability for loss resulting from any inaccuracies or false or misleading statements that may appear in this publication. Copyright © 2018 The Intermedia Group Pty Ltd.

INDUSTRY

TDS enters merger deal with Seko SpA

Cleaners key target of black economy crackdown Cleaners and couriers are the key targets of new legislation that aims to curb black economy activities. Minister for Revenue and Financial Services Kelly O’Dwyer introduced the Treasury Laws Amendment (Black Economy Taskforce No.1) on Wednesday, 7 February, which will create new offences to ban electronic sales suppression tools at each stage of the supply chain. This includes hefty penalties to discourage the use of this software. The Bill will also extend the current Taxable Payments Reporting System to areas of ‘high risk’ – the cleaning and courier industries – to require annual reporting to the Tax Office of payments made by businesses to contractors operating in these industries. O’Dwyer said the new law will “restrict the avenues for people participating in the black economy, whether by engaging in tax evasion or by deliberately underreporting their income.” The Bill is in response to the release of the Black Economy Taskforce’s interim report released in March 2017. Draft legislation and explanatory materials were released in May 2017 for public consultation. Guidance material on the Bill will be published on the Tax Office website. www.ato.gov.au

Seko SpA, a global manufacturer of metering pumps and dosing system platforms for the cleaning and hygiene markets, has entered into a merger agreement with Sydneybased Total Dispensing Solutions (TDS). TDS provides automatic dispensing solutions for cleaning and hygiene chemicals, as well the management of the dispensing program, across Australia and New Zealand, mainly in institutional, hospitality and food and beverage. Following the acquisition the business will be renamed to Seko Australia, with TDS managing director Vince Neal and office manager Carroll Neal to remain. Neal said while it’s business as usual for customers, the acquisition will allow TDS to expand into new markets such as pools, spas and water treatment. “Whilst TDS has experienced success and rapid growth over the past eight years, we recognise the changes in the industries we serve and the need for a stronger alliance with our main supply partner to maintain a sustainable and competitive position for our customers,” Neal said. “Our partnership with Seko SpA has strengthened over the years and we are confident that Seko has the vision, commitment and resources to successfully take our business forward.” Neal said the merger marks Seko’s 21st subsidiary and now provides the company with full global coverage. www.totalds.com.au

New additions to RapidClean

Clean Kimberley, Broome

Clean Kimberley in Broome, Western Australia, and Southern Cross Hygiene in Lismore, New South Wales have joined the RapidClean network, bringing the total number of RapidClean member stores to 62 across Australia and New Zealand. Rapid Group general manager Bruce Lees said the recent additions will help build the Group’s capacity to look after customers throughout Australia. “We are very proud to continue the growth of the Rapid Group with the addition of two stores in Broome and Lismore which offer high levels of local service and improves our ability to look after our customers across the country,” Lees said. The Rapid Group has stores in all capital cities and almost all regional centres, supplying a large range of cleaning, packaging, catering and safety products. The cooperative also recently added Austar Packaging, Clorox and Luvme baby care products to its lines. “The Rapid Group is very focused on offering excellent service levels, great products and honest advice at a cost effective price,” said Lees. www.rapidclean.com.au

8 INCLEAN March/April 2018

Southern Cross Hygiene, Lismore

INDUSTRY

Industry veteran Kevin Jackman retires from cleaning Industry veteran Kevin Jackman has announced his retirement from the Australian cleaning industry. Jackman was instrumental in the initial set up of the steering committee and subsequent startup of the Rapid Group, originally known as the Rotobic Aussie Products Independent Dealers. As a dealer manager with Kevin Jackman Rapid, Jackman formed the first Australian dealer network, which he kept as a cohesive group through a number of overseas trips awarded to those who won Dealer of the Year. Complete Cleaning Supplies director Lynne Wilcox said no one since Jackman has been able to organise a similar feat. “It is very hard to put into words the many lovely memories I have shared with Kevin,” she said. “Many share that sentiment.” Jackman began his career as a sales representative with Stuart MacDougal at True Blue Chemicals before joining Rotobic as national dealer manager in 1983. Jackman later moved on to become the managing director of Hako Australia. He also held the position of NCSA president for 14 years. Current Hako managing director Frank Cupido said Jackman has always remained a “true Hako advocate and supporter.”

“From the time I stepped in as managing director of Hako, Kevin remained a true Hako advocate and supporter, and has always treated me with great respect which I have genuinely appreciated,” said Cupido. “Kevin still maintains great relationships with present and Kevin Jackman past Hako staff. On top of that, with Frank Cupido he is a decent man who cares about people and friends. We will certainly feel the lack of presence from his visits to our office.” Upon leaving Hako Australia, Jackman took on the role of senior sales representative at Complete Cleaning Supplies in 2010, working there for the past eight years. Over the course of his career, Jackman has met former British Prime Minister Margaret Thatcher and former Chancellor of Germany Helmut Kohl. Rapid Group general manager Bruce Lees described Jackman as a legend on all measures of the cleaning industry. “He has a big personality, a hearty laugh and huge heart. It has been a genuine pleasure to have known and worked with Kevin over many years,” said Lees. “He played a huge part in the creation and continuity of RapidClean and for that I owe him a huge debt. Kevin is kind and decent and the cleaning industry is diminished by his departure. I hope he thoroughly enjoys his retirement.”

FWO inquiry uncovers “rampant exploitation” of Woolworths cleaners Cleaning contractors at 90 per cent of Woolworths’ Tasmanian supermarket sites were not complying with workplace laws, a Fair Work Ombudsman (FWO) inquiry has found. The inquiry, which commenced in 2014, looked into contracting arrangements for cleaners at all 31 of Woolworths’ Tasmanian sites, as well as seven Coles sites (44 per cent of Coles’ Tasmanian sites) and 17 IGA sites (21 per cent). The focus on Woolworths sites was due to it being the only retailer of the three in Tasmania outsourcing its cleaning. FWO Natalie James said the inquiry uncovered breaches across 90 per cent of Woolworths’ Tasmanian sites, including cases of contractors paying cleaners as little as $7 per hour for training and $14 per hour for work. Cleaners were also often paid in unrecorded cash-in-hand payments with no pay slips provided. Eighty-four per cent of sites’ workplace records were inaccurate or not kept at all. “The impact of record keeping failings is exacerbated by the use of cash payments which, while lawful, make it difficult to determine with any certainty the extent of underpayment of wages by the contractors,” James said. . According to the FWO Woolworths also failed to monitor its contractors to ensure policies around identification cards, use of visitor books and auditing were being followed. The Ombudsman has recommended the supermarket giant extend its Proactive Compliance Deed, entered into last year following similarly serious non-compliance in its trolley

collecting supply chains, to also cover its cleaning supply chain. A Woolworths spokesperson told INCLEAN since the inquiry was conducted three years ago, Woolworths has undertaken a comprehensive procurement process for cleaning services in the state. The company also stated none of the suppliers identified in the FWO report still work for the group. Woolworths has implemented a number of key measures to ensure compliance by its cleaning services, including mandatory third party audits for all cleaning head contractors; the establishment of a confidential hotline for contractors to report potential workplace issues; and in-store education programs. The supermarket giant is set to roll out additional initiatives across the country, including an ongoing training program for employees and head contractors as well as a third party payroll system. There will also be an increase in the number of audits carried out each year. “Woolworths will continue to work closely with the Fair Work Ombudsman as we incorporate enhanced management of our cleaning contractors throughout Australia,” the spokesperson said. “We’re also committed to paying cleaners if they’re found to be underpaid for cleaning services provided to Woolworths, and where the relevant subcontractor employing entity fails to rectify the underpayments.” The FWO is now calling on Woolworths, Coles and IGA to become members of the Cleaning Accountability Framework. www.fairwork.gov.au

www.incleanmag.com.au 9

CONTRACTING

OCS Australia moves into

new era

INCLEAN editor Claire Hibbit caught up with recently appointed managing director of OCS Australia and New Zealand Gareth Marriott to discuss the cleaning, hygiene and facilities management company’s new strategic direction in Australia. Gareth Marriott address

staff at OCS NZ’s annual OCS Australia is set for a new direction under the leadership conference in November 2017 of recently appointed managing director of Australia and New Zealand, Gareth Marriott. Marriott says the business will Marriott was appointed to the also leverage key suppliers. newly created Trans-Tasman “We will reduce our supplier role in December 2017, having “The next 12 months is about network – mirroring what we previously led OCS New Zealand have done in NZ. We’ve also since January 2016. At the time becoming a customer-driven started to cross-pollenate of the announcement UK-based people. Our operations team are OCS CEO Peter Slator said business, recognised for great starting to engage between the the move would bring greater business from both our team two [business] and that’s been a integration to OCS’ Australian real positive.” and New Zealand businesses. members and customers.” One of NZ’s main strengths is OCS NZ employs around its focus on sustainability which 4200 staff across the country, OCS Australia will soon look with some of its major clients to replicate. including The Warehouse In May 2017 OCS NZ released its first Sustainability Group, Westfield, Christchurch Council, Auckland Airport Report as part of its overarching strategy to become the most and Air New Zealand. In 2017, OCS NZ opened two branches sustainable business in the NZ cleaning sector by 2020. including Albany on Auckland’s North Shore, taking the The report aims to provide a public benchmark of OCS’ services company’s total network to 25. sustainability objectives with staff, the environment In Australia, OCS’ range of services include cleaning, hygiene, and community. handyman and consumables. OCS Australia operates four Among its list of green initiatives is to convert the OCS and branches in its home market of Perth; two in Sydney and one Cannon vehicle fleet to include a 30 per cent mix of hybrid/ in Melbourne. Its core sectors include aviation, aged care, electric vehicles by the end of 2019. Marriott anticipates healthcare, commercial and retail. Australia to conduct its first sustainability report by the The company recently retained its cleaning contract with end of 2019. Perth Airport, with the possibility to move into grounds and “We believe that will be key for our business into the future.” PRM (Passengers with Reduced Mobility) work; and was also Longer term, Marriott says FM and bundled services will play awarded several major Westfield shopping centre sites in WA, a greater role. NSW and Victoria. “We’re going to set ourselves some high benchmarks and Currently splitting his time between both businesses, Marriott targets. We only want to focus on things that we do great. said the focus for Australia is on its people and processes. We want to work with unique customers that want to have a “Our vision is to make it easier for our customers to do unique customer experience. business,” Marriott said. “The next 12 months for us is about becoming a customer“We’re going to continue to invest more in processes and in driven business, recognised for great business, from both our consolidating our systems across both businesses, which will team members and customers, and to be seen as a solution give us an opportunity to do more Trans-Tasman business. within the marketplace, not just a transactional business. “At the same time [Australia] also has some unique services We do not want to become a run-to-the-bottom business. that we want to focus on such as PRM and aviation, which we The model going forward will be run on service, quality don’t have in NZ. The upside for both is the and relationships.” sharing on the customer base. We can now offer a Transwww.ocsservices.com Tasman solution.”

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CONTRACTING

Dare to dream Disenchantment with corporate cleaning standards inspired Sonja Dragic to set up her own cleaning operation – and the move has paid off for her, the business’s employees and the disadvantaged, as Cameron Cooper reports. American author and activist Hellen Keller, known for her meets its own standards and inspired teaching and love of helping others, is a constant source those of clients, it has developed of motivation for ABKO Cleaning Services boss, Sonja Dragic. a 44-point checklist that must be Keller’s mantra – “Life is either a daring adventure or nothing at followed step by step for each all” – motivated Dragic to leave a successful corporate career and cleaning job. set up a cleaning business to address what she perceived as poor “We believe precision and repetition are the keys to quality commercial cleaning standards. commercial cleaning,” Dragic says. “There’s no excuse for “I dared to leave my banking career and make a difference to anything other than a perfect job every time.” businesses, their employees and clients by helping them to have Checklists aside, Dragic says one of the keys to ABKO’s success cleaner and more comfortable working environments,” she says. has been conveying the company’s bigger vision to employees Dragic takes justifiable pride in her family business’s achievements and getting them to buy the company’s dream. and draws on about 18 years of experience in cleaning. She first “Every task we perform serves the mission of ABKO.” started helping her husband in the sector in 1999 as a forerunner to Despite the company’s success, Dragic says challenges remain ABKO, which was officially registered in 2011. for ABKO. While the business has an “awesome team”, good It was named Outstanding Owner/Operator in the Cleaning systems and a great client list, developing a pipeline of good Industry (0-10 Employees) at the 2017 Building Service employees is not always easy. “It is challenging to find the right Contractors Association of Australia (BSCAA) Queensland people,” she says. Division AustralianSuper Excellence Awards late last year. Training the key Dragic describes the win At the heart of a great as a “shared achievement” cleaning business is rigorous and an acknowledgement “It is assumed cleaning is a task training, according to of a loyal team of managers Dragic. In her banking days, and employees who want to every person should know how to she witnessed the inadequate contribute to the cleaning training that many cleaners industry while also achieving do and all you need is a received. their own life goals. bucket and mop. Cleaning “Training is vital for the “Winning doesn’t mean we success of an organisation,” she have reached perfection. We’ll may seem simple, but there is says, adding that it is a message continue to strive to deliver a that is sometimes forgotten in cleaner working environment definitely a right way and a wrong the cleaning sector. for our clients and their way to clean.” “Somehow it is assumed customers, which they have that cleaning is a task that every right to expect.” every person should know Fresh start how to do and all you need It was this desire to provide a pristine working environment is a bucket and mop and to empty bins,” she says. “Cleaning for office workers that led Dragic, a former customer service may seem simple, but there is definitely a right way and a wrong manager with Bank of Queensland, to set up ABKO. way to clean.” Dissatisfied with the quality of cleaning from some commercial The emphasis at ABKO is on ensuring that all employees have providers, she decided to put her money where her mouth was the skills and equipment they need to do the job properly. and do it better. They are also encouraged to take responsibility for their work “As an employee myself and as a customer, I experienced what and to overcome problems if and when they arise. it means when your desk, bathroom or kitchen are not cleaned It is all about empowering staff to be better workers and people. to a satisfactory standard,” she says. “We all take pride in the work we do – we care for each other “We know most people don’t associate cleaning with making a and support each other,” Dragic says. “We’ve built a culture that difference, but we profoundly believe it does.” nourishes innovation and problem-solving.” Operating out of its headquarters in the Brisbane suburb of Her own career is testament to the importance of skills Eight Mile Plains, ABKO provides cleaning services for retail development. She was born and raised in a business-oriented and automotive showrooms, offices, medical centres and other family, where the key ingredients of business success were business environments. ingrained in family members. Dragic believes quality cleaning with non-toxic products That experience was later complemented by her education in can contribute to superior health and happiness for clients’ the banking sector in areas such as marketing, sales, customer employees, along with higher productivity. To ensure that ABKO service, staff training, contract drafting, compliance and risk 12 INCLEAN March/April 2018

CONTRACTING

mitigation. As Dragic explains: “All that knowledge has contributed to the success of ABKO.”

Giving back

benefit for the business as well “because every employee knows why we are doing what we are doing”. “People work best when their work has meaning and they’re inspired,” Dragic says.

In setting up ABKO, Dragic wanted it to be more than a Bright outlook cleaning business – she sought to give back to society and help With ABKO now performing strongly, Dragic has no regrets the disadvantaged. about switching from banking to the cleaning sector. To that end, each time ABKO transacts with a client it She expects an exciting contributes to special, nonyear head for ABKO, but is profit projects around the world concerned with a “disturbing” through a partnership with “Most people don’t associate industry trend whereby Buy 1, Give 1, a global social some cleaning companies enterprise that has a mission to cleaning with making a are focusing only on price create a world full of giving. and “subcontractors are B1G1 helps small and difference, but we profoundly subcontracting work to medium-sized businesses make believe it does.” inexperienced individuals”. a social impact by embedding Regardless, Dragic says giving activities into everyday ABKO is committed to business operations. Projects providing “cleaning to a high standard, not a price” and winning to which ABKO has contributed include supporting children in the trust of clients through long-term partnerships. In so doing, rural areas via access to online learning, and providing children she is fulfilling the goals she set more than a decade ago. with a bottle of clean water for those without access to it. “I started the business with a dream and when you have a For Dragic and ABKO, it has been gratifying to assist the less dream you should go for it and be willing to work hard and not fortunate. “I believe in compassion because I always do what be afraid of failure.” I think is right and do whatever I can do to help people.” She www.abko.com.au says such charitable contributions have also had an unintended

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CONTRACTING

An Expert solution to cleaning Expert Carpet Cleaning owner/operator Graeme Baumgarten faces city cleaning challenges with an open mind. Kim Kamarudin reports. City carpet cleaning jobs are typically highly competitive and often hard to come by, especially for qualified carpet cleaning professions. The city cleaning market is dominated by contract cleaning companies that endeavour to keep overall costs to a minimum in order to remain competitive in the unregulated cleaning market. Unfortunately, the old adage that cost is king still rings true. So, what does this mean for the owner operators of Perth carpet cleaning businesses? What does it take to attract business while maintaining a high standard and avoiding being undercut on price? For small business owner operator Graeme Baumgarten it means working hard, thinking outside the box and lots of paperwork. Baumgarten started Expert Carpet Cleaning almost 25 years ago. The Fremantle-based business provides carpet, tile and grout cleaning for residential and commercial properties; upholstery cleaning; flood restoration; carpet dry cleaning; pressure cleaning and portable carpet steam cleaning options. Baumgarten is also a founding member and current president of the Carpet Cleaning Association of Western Australia. The association’s priority is for all members to complete basic and ongoing training. Baumgarten admits he doesn’t rely on city carpet cleaning work but that it is good money when Expert gets the work. “There are often multiple challenges to overcome when working in the city,” he said. “Access is a common challenge. Each building has its own rules and induction process. Plus, each site requires copies of relevant insurance certificates. Initially this can be quite time consuming and onerous. “Then there is actually being able to get to the site. Parking in the Perth malls for example requires permits from the City of Perth and is only allowed within certain times. Often this becomes too hard and we have to find ways to work around the issue, like parking elsewhere, unloading and walking equipment in and out to be able to complete the work.” Access also relates to having sufficient space to park and unload hoses and equipment from truck mounted vans and fourwheel drive vehicles as well as enough overhead clearance for vehicles. Site visits are often required to make sure these things won’t be an issue on the day. 14 INCLEAN March/April 2018

Another challenge arises when the work is in a government or high-security building. Expert is regularly contracted to work at such sites and the security clearances required to access the buildings takes months to obtain. For example, gaining national clearances requires a significant amount of paperwork and takes three months to apply for and be processed. Expert has and currently provides carpet cleaning services for retail spaces as well as office premises. One long standing client is a city-based law firm. According to Baumgarten because it is a private business there are a lot less hoops to jump through to gain access to the premises. “We have established a good relationship with the business owners,” he explained. “Over the past 10 years we have demonstrated our ability to provide a quality service. Each year when the office closes for the Christmas and New Year period we visit the site and thoroughly clean the carpets.” Baumgarten believes the key to finding and keeping city carpet cleaning work is to build and maintain good relationships with contract cleaning companies that hold city cleaning contracts. “It’s not always that simple,” Baumgarten explained. “As carpet cleaners working through a contract cleaning company we are in the position of having to keep multiple parties happy - the contract cleaning company as well as the client. “Ideally it would be great to deal directly with the building services or maintenance manager. But that isn’t always possible. “We have also had situations in the past where we have been contacted for the job by the contract cleaning company one year and the next year we have been bypassed for an unregistered carpet cleaner to do the work so the contract cleaning company can save money. In the end though, the job came back to Expert because the quality wasn’t up to standard. “It’s the nature of the business when it comes to city cleaning.” Despite the challenges faced, Expert continues to obtain and effectively carry out city carpet cleaning work in Perth. This highlights the need to continue to stand strong on providing quality at a reasonable price and that in the end ongoing training, expertise and hard work triumphs. www.expertcarpetcleaning.com.au

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The Rapid Group is very focused on offering excellent service levels, great products and honest advice at a cost effective price. RapidClean has over 60 cleaning supply stores located throughout Australia and New Zealand and our aim is to provide our customers with the support of a national organisation while providing a local service, offering a single sourcing, cost effective one-stop-shop solution. Our stores are owned and managed by cleaning supply experts who supply a huge range of cleaning, packaging, catering and safety products. Our turnover is over $100m and we use our huge buying power to save our customers money on excellent products and support them with our product knowledge and experience.

ON-LINE SUPPORT RapidClean products are supported by a complete package of educational material including safety data sheets, product information sheets, risk assessment sheets, wall charts, training manuals and 14 online training courses. These are easily accessible from our website www.rapidclean.com.au or can be collated and provided in hard copy.

WHY CHOOSE RAPIDCLEAN?

NATIONAL ACCOUNTS Our National Account customers benefit from selecting their product range at head office and negotiating a price utilising their collated buying power complemented with a centralised national account. The RapidNational online ordering platform offers our national customers an easy to use system with the ability to set budgets, order limits and complete customisation. What sets us apart from multi-national “box movers” is our delivery system and all the fact all profits stay in Australia and New Zealand. Our products are delivered to you by a RapidClean team member who knows exactly what’s in the box, how it works and how to service it. This unique system offers our customers a “one-stop-shop” solution, from sales to repairs.

THE RAPID GROUP IS PROUD TO OFFER PRODUCTS FROM THE FOLLOWING SUPPLIERS

Bamboo Natural Organic Affordable

RapidClean has been trading for over 30 years RapidClean have over 60 stores in Australia and New Zealand and can supply nationally RapidClean are Australian and New Zealand owned and all profits stay in Australia and New Zealand RapidClean have a huge range of cleaning, catering, packaging and safety supplies RapidClean stock the best brands from the best suppliers RapidClean sell and service cleaning equipment RapidClean offer National Accounts for large customers RapidClean has huge buying power which enables us to pass on the savings to our customers

RapidClean is Quality Assured

RAPIDCLEAN & SOLARIS PAPER PARTNERING AGAIN FOR 2018 RapidClean and Solaris Paper’s successful partnership continues into 2018 with the ongoing supply of LIVI® brand tissue and hygiene products. Solaris Paper is an Australian operated and managed company that manufactures high quality toilet and tissue paper products. Its LIVI® brand has a wide range of Away-from-Home lines for commercial and private facilities nationwide. These include toilet paper, paper hand towel, facial tissues, commercial wipes, soaps, sanitisers, air fresheners and complementing dispenser systems. RapidClean choose Solaris Paper because the company adheres to strict, independently audited Legal Origin Verification and Chain-of-Custody protocols, and because of its zero-tolerance policy on illegal fibres entering the supply chain. The relationship’s year-on-year growth is attributed to the two companies’ shared values regarding transparency, responsibility and sustainability.

RECOGNITION FOR QUALITY & CONSISTENCY Last year at their national conference, RapidClean awarded Solaris Paper the ‘2017 Supplier of the Year, Paper & Packaging Products’. Solaris Paper is RapidClean’s largest supplier across all product categories. The LIVI® brand offers Bathroom Tissue, Facial Tissue, Paper Towel and Napkin products across three tiers – Basic, Essentials and Impressa – as well as Soap, Sanitiser and Air Freshener products, satisfying the requirements of RapidClean’s customers throughout multiple, diverse industries. The standard and scope of products have made it a logical choice for its flexibility and cost-effectiveness, without compromising on quality and hygiene.

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PARTNERSHIP THAT BENEFITS OUR CUSTOMERS RapidClean supplies LIVI® products to many different customers including building service contractors, health care facilities, schools and hospitality businesses. (LIVI® Towels and Wipes are HACCP certified, a critical feature for hospitality and food manufacturing applications.) Together, the two companies devise combined solution propositions tailored to customers’ needs. Nationwide availability of LIVI® products guarantees consistency of supply into RapidClean outlets throughout Australia. This is an important factor for RapidClean, who appreciate being able to provide customers with their preferred products, wherever they are located. Customers can count on LIVI® for sustainable procurement as all products are 100 per cent PEFC Certified. PEFC is the world’s largest forest certification system. Its purpose is to transform the way forests are managed for long-term environmental, social and economic benefits. Visit the RapidClean Website today see the full LIVI® range www.rapidclean.com.au

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WWW.RAPIDCLEAN.COM.AU | 02 4721 1993 | SALES@RAPIDCLEAN.COM.AU

TRAINING

Engaging an ageing workforce Training and communication are key to engaging an ageing workforce, writes Daniel Balas, national account manager, Rubbermaid Commercial Products. Ask any environmental services manager about what keeps them up at night and the answer will most likely be: keeping great staff! Employee engagement, safety and retention are top of mind for any business where turnover is high and staff prefer to simply leave rather than voice concerns to supervisors. In the cleaning sector, the work is physically demanding and employees are especially susceptible to repetitive strain injuries. It’s a sector where many workers are older than the average worker and speak English as a second language. To avoid injury, organisations are now investing in new, more ergonomic and safer technology that makes a huge difference. But training about safe practices is fundamental so staff know how they can avoid injuring themselves and use equipment correctly. Investing in your staff means more than providing the basics. People feel valued when they are part of the organisation’s success and can see the efforts to provide the best tools, training, support and ongoing feedback. For older employees and those from culturally and linguistically diverse backgrounds, it’s important to find ways to connect and communicate appropriately and effectively. When it comes to training, older employees are more likely to engage in a face-to-face education style, visuals with demonstrations or a hands-on approach. A digital training model may suit people in remote locations or people who are confident with a smartphone or digital device. The intangible advantage that comes with taking time to show someone how to operate a new piece of equipment or step them through a new process is priceless – people know they are valued and can see the investment being made to ensure they are up-to-speed. 18 INCLEAN March/April 2018

The commercial cleaning sector has an ageing workforce. Empowering an ageing workforce needs to be sensitive to the generational and cultural expectations of people who grew up before the digital age accelerated and technology became commonplace and second nature. Everyone learns differently, so training needs to be flexible to match the end user’s learning style. Not everyone is comfortable with a digital online style of training and communication. To fully support change, people need meaningful information, hands-on training, user manuals, quick reference guides, high touch point posters and time to adapt that aid the transition to new technology. A genuine and dedicated focus on developing confidence through appropriate and ongoing education is vital. Everyone needs time to become confident and comfortable with a new way of working. Whether it’s a new IT system or a new cleaning system, changing the way people work and the steps involved can be met with resistance and create challenges for an organisation in terms of productivity, costs and team morale. Reviewing programmes at regular intervals plays a critical part in staff training, they help you recognise and value your team members creating a culture of open communications. Outcomes of effective performance reviews are beneficial for both staff and business. Also, considering staff feedback, setting up goals and agreeing on outcomes will show organisation’s commitment to meet staff needs. Workforce acceptance and confidence is crucial otherwise the business goals of workforce productivity, increased cleaning efficacy, lower water usage and improved WHS outcomes cannot be fully realised. Providing all stakeholders with effective and meaningful training can be the difference between success and failure for a new system implementation. Education and training should be a top priority and an ongoing process, not a one-off ‘set and forget’ task. When staff are engaged, confident and comfortable with a process improvement, the facility will reap the rewards. www.rubbermaid.com.au

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TRAINING

Six ways training improves your bottom line

Recent funding cuts has led training in Australia to become an out-of-pocket cost for many businesses. However, what companies fail to realise is that training is an investment in the stability and longevity of the business, not an expense, explains ISSA’s Joan Weis*.

It hurts to lose an extra source of capital. Australia’s past governments were committed to upskilling the national workforce, resulting in funding and incentives for individuals to undergo training in different vocations. Cleaning professionals, along with millions of Australian workers, enjoyed this government-backed education. Unfortunately, recent austerity measures have reduced the program’s funding. Training had suddenly become an outof-pocket cost for companies, resulting in virtual cessation of training for professionals in our industry. What these companies fail to realise is that training is not actually an expense; rather, it is an investment in the stability and longevity of the company, and the morale and growth of its employees. The common approach to business in Australia’s cleaning industry is to think of the bottom line first and foremost. This is frequently a sound approach. However, cleaning professionals in North America and elsewhere have discovered that, ultimately, training actually enhances the bottom line.

Justify the expense Some of the primary benefits of training directly impact the organisation, while others start with the employees and trickle through to the company as a whole. Research shows a happy worker is a productive worker, so investing in employees is logical. Six of these benefits are clearly visible in the successful cleaning companies that are emerging at the head of the pack. 1. Being the best they can be Your front-line workers will perform better and have increased confidence, which means greater job satisfaction and less turnover in the long term. Less turnover leads to less administrative work; administrative work is overhead and does not contribute to bottom-line profits. 20 INCLEAN March/April 2018

“You’re only as good as your reputation, and that reputation is largely based on the people out there doing the cleaning. Trained employees are confident and engaged, and make a more positive impression on your livelihood— your clients.”

2. Becoming more efficient Greater efficiency in workers means increased productivity, which adds to your bottom line. It also gives you the opportunity to serve more customers. If one under-trained worker can serve three clients per day, and one well-trained worker can serve four clients each day, top-line earnings have increased by one-third. 3. Better interpersonal skills Your employees become effective ambassadors for the company. You’re only as good as your reputation, and that reputation is largely based on the people out there doing the cleaning. Trained employees are confident and engaged, and make a more positive impression on your livelihood – your clients. 4. Increasing customer service Regardless of the industry, anyone in business knows that a satisfied customer is a potent marketing tool. Your efficient, newly trained employees position you for positive client feedback, and you can spread the word on social media and other marketing channels. As your reputation builds, ask for testimonials and watch your reputation grow. 5. Improving health and hygiene in the building(s) served Healthy workers add to everyone’s bottom line. Mot cleaning helps prevent the spread of germs. However, studies show proper sanitisation of contamination hotspots – frequently handled surfaces – reduces the probability of spreading the common cold and influenza by 80 per cent. 6. Extending the life of your cleaning equipment When workers know the correct mix of chemicals and the proper way to maintain the equipment, your business spends less on consumables. Your workers waste less and keep your equipment in warranty, which adds to your bottom line over the course of a typical year.

TRAINING

The bottom line Taken individually, these are all useful results for your company, and goals to aspire to. In the context of your five-year plan for your business, these six simple transformations brought on by training front-line workers add up to so much more. • You have saved time and, therefore, money • You have achieved greater operational efficiency in your business • You have reduced employee turnover • You have elevated your standing in the marketplace • You have an improved bottom line

The wave of the future Cleaning companies in North America and Europe have gradually altered their mindset towards spending money on front-line employee training. Most now see it as an investment in their business that shows long-term ROI. “Training employees makes good business sense,” said Brant Insero, director of education, training, certifications, and standards for ISSA. “It’s about developing your business assets to maximise productivity and longevity.” In addition, while training and certification of cleaning companies is not yet explicitly required by the United States government, a number of industries maintain standards that do require certified service providers.

Certain institutions – including many hospitals, hotels, and institutions of higher learning – will only hire certified cleaning professionals. “It seems to be the way of the future globally, not just in North America,” Insero asserted. In his position at ISSA, Insero works with cleaning industry professionals in many countries, putting him in a unique position to observe national and international trends. He predicts a gradual evolution in the cleaning industry that started in the United States and is spreading across the globe. “We’re seeing countries in Europe, and Central and South America pick up on and go with what’s happening in our industry in the United States and Canada. Standards are rising to meet the demands of customers looking to improve the health and safety of their clients, and the overall conditions in the facilities they maintain.” Insero and his team provide a wide array of training in many regions around the world, including Australia. Seminars, workshops, and webinars are available in all aspects of the cleaning industry, from hard floor care to sanitising surfaces, and for industries from education to health care. Joan Weis is a communications specialist at ISSA, the worldwide cleaning industry association. She can be reached at joanw@issa.com.

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Nilfisk Professional www.incleanmag.com.au 21

TRAINING

Addressing worker turnover There are many causes for the high rate of workover turnover in the cleaning industry. Robert Kravitz* spoke to several industry consultants on how training and communication can assist employee retention. According to a report released by worldwide market research firm IBISWorld in September 2017, the commercial cleaning industry in Australia can expect 2018 to be an excellent year. The report states the industry is expected to generate revenues of $US9 billion, which is a 2.6 per cent increase over 2017. Even better, it says revenues will likely increase by about this same amount for the next few years. Reasons the industry is doing so well, again according to the report, is a robust Australian economy and the fact that more and more businesses – such as property owners and managers – have decided to outsource cleaning instead of hiring their own crews. While this is all good news for cleaning contractors, there is something that could ‘throw a wrench into the works’, to use an old expression, and that is high worker turnover. The service sector, in general, has one of the highest worker turnover rates in Australia. As to cleaning, among the reasons for this are the following: •L ow pay •U nusual hours (swing shift or night shift) •P hysically stressful work •P oor treatment by supervisors •L ack of training “Among the many problems when there is high worker turnover in the cleaning industry is that it has a domino effect,” says Marc Ferguson, an international business representative for Kaivac. “One problem just leads to another.” What happens, he explains, is that many cleaning contractors do not view training as an investment with the potential for significant financial returns. Instead, the contractor sees it as an operating cost. They believe the worker will just leave in a few months anyway, so why spend the time and money. But without enough trained employees, the contractor becomes reluctant to take on new clients, so business stagnates. “Further, because the contractor does not spend the necessary time training the worker, it actually increases the chances workers will leave,” says Ferguson. “Soon customer dissatisfaction sets in. Poorly trained cleaning workers usually do not clean very well. So, even if the contractor decides to take on new clients, the old ones often start walking out the door.”

Addressing the challenges When we start looking for ways to address cleaning worker turnover, we see there are a lot of challenges. There is not much 22 INCLEAN March/April 2018

the contractor can do about the hours worked; most facilities are cleaned after regular business hours. Nor can we do much about the physical nature of the work. While some equipment can make cleaning less physically stressful, the fact is, we are always bending, stretching, picking up something, moving something, or otherwise using our bodies. However, there are two things we can address that can help us reduce worker turnover: • I mprove the supervisor-worker relationship through open communication •D evelop new ways of training that not only improve learning but also make workers feel proud of their job and their work

Communication Many cleaning consultants agree that one of the reasons worker turnover is so high in the industry is poor working relationships with managers or supervisors. “Many times the supervisor may be very well versed in cleaning methods and techniques, but not that well versed in how to work with people,” says Ron Segura, who works with cleaning contractors internationally to help them streamline their business operations. “I’ve seen this over and over again.” As an example, several years ago Segura was hired by the Walt Disney Pictures & Television company to help improve the cleaning of its 750,000-square-foot facility, as well as improve morale for cleaning workers. “There were tensions all over the place, and I realised as soon as I started, we had to address these before we could tackle the cleaning issues.” Segura describes one of the more imaginative ways he did this: “Every Thursday I would place a gray wooden lockbox that had a slot in the top in the lunchroom. I met with all the cleaning workers and their supervisor and informed them they could put any comments in the box and I would address the issues by the next week. I assured them that I was the only one who had the key to the gray box. The first month the box was full every Thursday. By the end of three months, the box was not needed.” Segura says that many of the comments were accusations and issues that were not necessarily work-related. But whatever they were, they would be addressed individually or as a group. They were not ignored. “That box became a symbol of change,” he says. “We were communicating, worker morale improved, what turnover problems we had were reduced, and cleaning effectiveness improved as well.”

TRAINING

Training According to Ferguson, contractors have no choice but to invest time and resources into training. He believes that, when properly trained, cleaning workers are more likely to stay on the job, realise the importance of their work, help keep current clients happy, and open the door to new business opportunities. While he says he does not have a “magic gray wooden box” like Segura, he does have a number of suggestions to facilitate training. The first step is a pre-hire orientation. This would include the following actions: • Show workers what tasks they will be doing • Discuss the service needs of the facility • Show workers what kinds of equipment they will be using • Introduce them to the supervisor they will be working with • Show them how they will be trained As for the training, Ferguson says learning models need to be updated, especially when hiring younger workers. “Reading a manual or even working one-on-one with another worker is just not going to cut it anymore. Younger people are tech savvy. They learn differently, and that means we must teach them differently.” And what does this look like? Ferguson says it’s just like when a young person gets a new computer, smartphone, or tablet. “They don’t read any manuals. If they don’t understand something, they go online, watch a video that helps explain the issue, and then jump right in using the machine. That’s how we have to teach cleaning today.”

This is why at least one manufacturer in the professional cleaning industry have or are considering introducing electronic “tutors” that can be attached and accessed on the equipment the cleaning worker is using. Looking very similar to a tablet computer, among the benefits of such tutors according to Ferguson are the following: • Workers learn at their own pace • They are never “absent from the classroom.” The tutor and the cleaning equipment are the classroom • Workers can watch the videos as often as they want, when they want • Workers can watch a training segment, perform the related task, then watch the next segment, perform the next task, and so on • Some systems are designed to provide “best practices” cleaning training demonstrated by experts • They provide on-demand reinforcement or retraining. “What’s happening is the worker is learning by doing when they use the tutor,” Ferguson says. “This is how people learn today, and it is not only proving effective, it is very cost effective for the cleaning contractor as well.” While there are many causes for worker turnover, our experts say employee retention comes down to better communication and accessing new ways to train today’s cleaning worker. Taking these steps helps cleaning workers feel more professional, realise the value of their work, and stay on the job. And if they do leave, their replacement can be trained more efficiently and quickly. Robert Kravitz is a frequent writer for the professional cleaning industry.

www.incleanmag.com.au 23

TRAINING

Training the next generation OCS Australia’s Christine Johnson discusses the importance of upskilling staff.

“Succession planning is a critical but often overlooked process, and all companies need it.”

Recognising, supporting and nurturing talent is at the core of a new development programme for OCS Australia employees – the Sparkle Development Program. As part of its core values, OCS fosters a ‘can do’ attitude – where it invests in and nurtures talent, and encourage teamwork and collaborative working so staff are equipped and focused to deliver against their objectives. Executive sponsor HR & HSEQ at OCS Christine Johnson says the development of customer service, contract and support staff managers is a key focus for OCS. Johnson says this aligns with the company’s ‘People’ strategic pillar elements of retaining the best people, increasing employee engagement, and investing in OCS’s workforce. “As an integral role within the organisational structure, at the forefront of most of OCS’s customer and staff interactions, OCS required a comprehensive development programme to develop skills in these team leaders,” Johnson says. Johnson is supporting its people on a growth journey that enhances skills in current roles to deliver a standard of operational excellence and create strong succession planning. “It enables our talent to progress to higher levels of responsibility and reward, build leadership, positive influence and high engagement at a local level.” Johnson says OCS knew the training programme had to be specifically targeted to staff, with many wary of having to sit a test or undertake public speaking as part of it. OCS used consulting firm Bendelta to develop the bespoke programme loosely based around the Rising Star program in OCS’ UK operation. As a result, the Sparkle Development Program was launched in branches on both the East and West coast late last year. Johnson says the programme is designed to build leadership capability for the future, ultimately resulting in stronger succession planning. “It’s about our colleagues developing themselves to realise their potential,” Johnson says. “Our people represent the future of our business and will be involved in leading it to sustainable growth and further profitability.” Bendelta tailor-made the courses so it was almost totally interactive and without the need for PowerPoint presentations. “The course was specifically designed to help individuals become 24 INCLEAN March/April 2018

the best they can be, not the same as everyone else,” Johnson says. “The feedback has been extremely positive and a number of our people commented on how the skills learnt on the program were easily transferrable and could be put into practise quickly.” The course involves three modules and is run over six days, with participants given homework and learning journals to complete. So far, 26 staff members have been through the programme with graduations held recently in Perth and Sydney. Among other things, the managers gained confidence in understanding and leading a team, became comfortable in holding performance conversations and learnt how to improve services to “delight the customer.” Succession planning is a critical but often overlooked process, and all companies need it. OCS believe training plays a crucial role in its organisational success, while trained and knowledgeable employees also: • Acquire new skills, • Increase their contribution to the business • Build their self-esteem • Move to other positions within the organisation with improved promotion prospects and/or better pay • Are upskilled to do new and different tasks, which keeps them motivated and fresh Globally OCS has more than 87,000 staff working in 16 countries and strive to increase employee engagement and develop a winning culture through training and development. OCS managing director New Zealand and Australia Gareth Marriott says as employees are trained while working at OCS, they can see OCS value them enough to invest in them. “OCS’s aspiration is to be an organisation that upskills rather than churns employees,” Marriott says. “As a company we have a long term commitment to sustainability when it comes to our people and succession planning is part of this.” “To achieve this we need a skilled and competent workforce who are motivated and want to stay with us today and tomorrow.” “OCS is committed to building a strong learning organisation around quality and team competence. We need to make the business better for the next generation.” www.ocsservices.com

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TRAINING

Benefits of accredited training More and more cleaning tenders are seeking a certain skill level of cleaners, supervisors and even managers. But how do you determine the benchmark? Learning Sphere’s Luke Bordin explains the benefits of accredited training. Australia is recognised globally as having industry qualifications that range from entry level Certificates to Diplomas as well higher level tertiary qualifications. We refer to these as accredited training because these have specific requirements a person must know and be able to demonstrate competency. The accredited training is provided through a Registered Training Organisation (RTO). Cleaning companies are seeing an increase in accredited training requirements in tenders such as a Certificate III Cleaning Operations Certificate. A cleaner may need to prove they have a current certificate, or the company will use a RTO to help their staff successfully achieve this qualification. Since the qualifications are recognised nationally, they can be used as a benchmark, or standard everyone agrees too.

Levels of qualifications available

Training benefits Like other industries, people often look to achieve progress during their working career. However, in many cases the cleaning industry has been left behind. From my personal interactions and observations I estimate around 85 per cent of supervisors and managers are missing skills and knowledge gaps that they would not be deemed competent at a Certificate IV qualification. Unless companies build a pathway and encourage upskilling, it will become even harder to address the demands in most contracts. Especially preparing capable cleaning staff to take up frontline opportunities. The days are gone where cleaning was just cleaning. Greater expectation to be compliant, address non-conformances, plan and maintain effective delivery of contract, induct and lead cleaning staff, handle issues within the law, and understand WHS requirements for our people and the equipment or materials we use. It’s a pleasure to see people who started as cleaners and, where given accredited pathways, are now in senior roles or even running their own business. They’re proof accredited training is an integral part of their lifelong learning experience. Most state governments in Australia are very supportive of the cleaning industry as it is recognised as having serious training needs, both at entry level and for frontline staff. While for some companies understanding accredited training is still an aspect of business they need to get their head around, the benefits to those who embrace it, along with their staff, is definitely worthwhile.

Generally there are four accredited pathways are available, which include: •C ertificate II Cleaning Operations CPP20617: This is usually an entry level course for people gaining the basic skills to clean and understand Work Health & Safety. • Certificate III Cleaning Operations CPP30316: Most working cleaners end up achieving this level which is viewed as a typical ‘trade’ level. Cleaners have a range of cleaning skills, www.learningsphere.com.au can communicate effectively with both clients and supervisors, tend to be given task they can complete alone and have adopted safe “Unless companies build work practices into their daily cleaning routines a pathway and encourage • Certificate IV Cleaning Management CPP40416: upskilling, it will become harder People undertaking to address the demands this course are often supervisors, managers in most contracts.” or even small business owners. To achieve this qualification a person must have good reporting skills (written and verbal), interpret contract requirements and lead staff to deliver these requirements, effectively manage equipment, schedules and staff issues, as well as provide sound advice to a client for extra works or contract variations. • Diploma of Leadership & Management BSB51915: Focused on managers, this qualification covers leadership, effective communication, managing works and people, handing complex issues, strong understanding of legal requirements (WHS, employment laws and company policies) and interpreting contract specifications, to name a few. 26 INCLEAN March/April 2018

TRAINING

Train yourself to improve staff engagement One approach business owners and managers don’t consider enough is to develop your workplace culture by developing yourself, writes Workforce Guardian’s Charles Watson*.

So, you run or manage a business in the highly competitive cleaning and hygiene industry? It takes up most of your waking hours in both thought and action. Most of the time you are likely concentrating on the operations, financials, client relationships and tenders. Obviously, you read this publication for industry news, and likely attend trade shows and conferences for the latest and the greatest designed equipment. All of this is to be expected and forms part of your daily and yearly planner. However, probably your biggest business challenge this year, and in the coming years, will be attracting and retaining talented employees. There are numerous directions you can follow to achieve this aim. One approach that businesses don’t consider enough is to develop your workplace culture by developing yourself.

Expand your own horizons When did you last spend time learning to improve those outerorbit business skills? Designing a better mouse trap, truly reinvigorating the business plan, implementing the triple bottom line approach, learning about crisis managemen or improving governance practices generally within the business? You might also be asking why an employment lawyer is posing such questions and making these types of suggestions? Well, I could just stay within the strict workplace relations parameters of reminding you about the scary and litigious Fair Work Ombudsman. I could remind you about the benefits of implementing appropriate workplace policies, training yourself and others in managing HR related matters, keeping legislatively required personnel records and appropriately applying industrial Awards. And while all of that is true, those issues are matters you must already be attending and periodically reviewing. Although not the warm and fuzzy type, after working in this field for many years it is my experience, and has become my belief, that those businesses who from the top down, genuinely develop and implement skills and thing outside the traditional, have less conduct and performance related problems with their employees.

Think it, feel it, do it, be it It’s my belief this is because the ‘think it, feel it, do it, be it’ approach towards what have traditionally been perceived as non-core skills have obvious benefits on colleagues and

subordinates. This in turn creates a better workplace culture, which is no longer a buzzword or a fad and has to be taken seriously. No matter your type of business, the benefits will flow from you to your employees, onto your clients, which in turn will flow to the standing, reputation and profitability of your business. Having found myself thinking I had become an original thinker based purely on empirical observation, I went looking for something a little more solid to support my view. Thanks to the Gallup organisation for doing all the hard research, the analysts state that it is managers who are the key to driving employee engagement. Employee engagement is a result of developing your, and your employees, knowledge, skills, personality, and abilities. It follows that strong manager-employee relationships, that involve regular and meaningful communication, are crucial in the employee engagement and retention formula. Added to that research is findings of a 2016 Korn Ferry study that found the most highly engaged organisations achieve four and half times greater revenue growth than the lowest-engaged firms do.

The wash up The evidence firmly establishes that employees want to see their employer is genuine, involved, interested and cares about issues beyond the traditional. Generally, positive minded employees who realise their employer is engaged for the greater good will not become feet dragging recalcitrant luddites and those companies will experience less employee litigation. Having represented many companies in courts and tribunals, those that can evidence such higher standards have an advantage when his or her Honour needs to believe one’s side story or the other. The incorporation of additional areas outside your core focus will add some short-term time challenges, but how can you engage others if you aren’t engaging yourself? In 2018, go and enhance your professional standing, enhance your leadership, and enhance your skills by different means and in different directions. It’s good for you, good for employees and is ultimately good for business. Charles Watson is an employment lawyer at Workforce Guardian

www.workforceguardian.com.au www.incleanmag.com.au 27

PURCHASING

Purchasing

with purpose

As a manufacturer of floor cleaning equipment, Truvox International believes efficiency is crucial. But international sales and marketing director Gordon McVean stresses that a range of other factors must be weighed alongside productivity in purchasing decisions. When purchasing cleaning equipment it’s not all about the price tag. Productivity has a huge bearing on the quality of the job done, the time taken to complete each cleaning cycle, and labour costs. There are other elements in the cost of ownership, including consumables, energy, chemical use and maintenance, as well as depreciation. And that’s before taking account of the non-financial factors, where clients’ priorities can vary widely. Here are the main considerations relevant to most buyers.

See the bigger picture No-one has a limitless budget, but a purchasing decision shouldn’t be dictated by an arbitrary sum. When return on investment, efficiency savings in other areas of the cleaning budget, and financing options are taken into account, a bigger-ticket purchase may provide better value for money than that low-cost entry model. To see the full picture, you need data to build a coherent business case for the best investment.

Gather the data Some things are harder to measure than others, but the more factors you quantify – having weighted your priorities – the more comprehensive your purchasing evaluation can be. As a minimum, you should know the size of the floor area(s) to be cleaned, surfaces that require specific cleaning methods, running costs for existing equipment, the time taken to perform the floorcare cycle/task, related labour costs, and running costs, including chemical consumption and maintenance.

Manual versus mechanised Labour time and costs help you evaluate the productivity advantage of one machine over another, or whether it’s worth mechanising a manual task. For example, an operative might take several hours to clean a floor with a mop and bucket, but just an hour with an automatic scrubber dryer. Labour savings alone could pay for the machine in months, before you even factor in the improved cleanliness of the floor.

a model with a higher capacity or superior features will be more productive. For example, a vacuum with a 70cm wide cleaning path provides two and a half times the coverage of a standard tub or upright cleaner. If there are large areas of carpet to clean, the savings in time and labour are likely to be decisive. Equally, a battery-powered model may well be worth the premium. The benefits of going cordless are not easy to put a price on – reduced trip risk, especially in daytime cleaning, lower noise levels, greater flexibility – but they probably outweigh the productivity uplift.

The human element Whatever the benefits of mechanisation, it’s people that use the machine. How difficult is it to operate, and to do so properly? If you rely on casual labour or general staff who double up as cleaners then simplicity of operation – and controls that prevent damage to surfaces – become more important. Is the machine ergonomically designed? The weight of equipment, manoeuvrability, and other factors affect the health of staff as well as their productivity.

Versatility or dedication The size and design of building interiors, and staff availability, influence the choice whether to invest in a specialist machine, outsource some duties, or opt for a more versatile solution. For example, a variety of floor types plays to the advantages of a fully featured scrubber dryer equipped for everything from tiled floors and entrance matting to marble, concrete and safety flooring. A large expanse of hard flooring may require a highspeed rotary for daily polishing, whereas the need for stripping and/or carpet bonnet mopping shifts the balance to a lowerspeed model.

The selection process

Get the spec right

Having drawn up a shortlist of potential machines that could meet the brief, arrange for demonstrations. Involve a couple of members of the cleaning team and get them to try the machine and ask questions. Their insights and those of the supplier can help you make a smarter purchase.

It’s a false economy to opt for a less expensive machine when

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28 INCLEAN March/April 2018

TECHNICAL SPECIFICATIONS PURCHASING

BRUSH SYSTEM

BATTERY SYSTEM

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TANKS There are many different sustainabilityCONNECTIVITY labels and tools to choose from. Solution tank: 32 gal/120L WIFI: While this is an encouraging sign that Recovery tank: 33 gal/124L sustainability is so highly valued, it canCellular:

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also create a challenge for the discerning purchaser who wants to make sure they’re choosing the best product. GECA’s Emma Berthold discusses how to make sense of sustainability labels.

CLEANING CONTRACTORS AND FLEET OPERATORS Whether you’re a product manufacturer, service provider, We offer specialized resources, maintenance training or purchaser, ecolabels can help with communicating and spare parts for cleaning contractors and fleet the sustainability and health credentials of a product or owners and operators. Wemanufacturer welcome enquiries about service. They show that the meets a certain

is little use in including water efficiency criteriawith in how your company can benefit from partnering a standard for it. Criteria also need to be rigorous Avidbots to bring this next generation cleaning enough to ensure products are performing at a technologylevel to your and your endsustainable) customers. that isbusiness significantly higher (more

standard, whether that is for environmental impact, animal welfare, safety or a range of other criteria. With the recent release of ISO 20400, a new standard to guide sustainable procurement efforts, ecolabels will play an even more powerful role in the marketplace. There are many different sustainability labels and tools to choose from. While this is an encouraging sign that sustainability is so highly valued by so many industries, it can also create a challenge for the discerning purchaser who wants to make sure they’re choosing the best possible product. Are some sustainability labels more trustworthy than others? How can buyers tell? ISEAL, the international membership association for sustainability labels, has developed a set of credibility principles, providing a guideline for understanding what ‘best practice’ looks like for a sustainability label. These provide an excellent starting point for evaluating whether an ecolabel is truly Neo is ideally achieving positive social and/or environmental impact. A good place to start is with the set of credibility principles developed by ISEAL, the international membership association for sustainability standards. These principles provide a guideline for understanding sustainability label best practice around the www.avidbots.com world and help to define what it means for a label to achieve 483positive Conestogo Rd #1b, Waterloo, ON N2L 4C9 social and/or environmental impact. 1 855-928-4326 An example of one of the credibility principles is that sustainability labels should have standards criteria that are truly relevant to the product or service in question. Criteria should address the most important sustainability aspects of a product to avoid making unnecessarily misleading environmental claims. For example, labelling a light bulb as having “recycled content” is far less important than its energy efficiency. If water use isn’t a significant issue for growing a particular crop, there 30 INCLEAN March/April 2018

compared to a business-as-usual approach. This idea of ‘rigour’ also relates to how a sustainability label scheme carries out its audits for products. Those performing the audit for a product must have a high level of technical knowledge in order to accurately assess whether it complies with the standard criteria. Auditors should be well-trained, and third-party accreditation (such as JAS-ANZ, the Joint Accreditation System of Australia and New Zealand) is also highly favourable – essentially, auditing the auditors. Transparency is crucial for building trust and credibility. Sustainability label organisations that make their standard criteria, governance systems and other information freely accessible and available (within reason) demonstrate their impartiality and willingness to accept feedback about their scheme. This openness also allows for fairness in dealing with complaints and appeals, should the need arise. So how GECA malls, measure up? GECA sets and a high standard suited fordoes hospitals, hotels, schools universities with its ‘pass or fail’ approach to certifying products, so any products or services need to exceed ‘business-as-usual’ standards in terms of environmental, health and social impact. Standards are developed through a rigorous process that includes consultation with industry professionals to ensure all criteria are relevant and scientifically sound. Standards are freely available to download and read in full, and products and services are audited by JAS-ANZ accredited conformity assessment bodies. When considering the credibility and trustworthiness of a sustainability label scheme, you can investigate how well it aligns with these credibility principles. While all sustainability labels are arguably working towards a worthy common goal, transparency and minimising any conflicts of interest throughout all levels of the scheme is key to maintaining its effectiveness and positive impact. www.geca.eco

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Taking the difficulty out of purchasing The world of cleaning has changed significantly in the past few years the purchasing process has similarly had to evolve to keep up, writes Nilfisk Direct’s Denise Campbell. The world of cleaning has changed so drastically in the past few years, the purchasing process has similarly had to evolve to keep up. With planning and consideration, purchasing can reap short- and longterm benefits for contractors and clients alike. This year we will continue to see the rise of renting, as it offers far better value. In days gone by renting meant the equipment supplier worked with a financial institution, often receiving a high interest rate and as a result paying back two to three times what the machine was worth over a fixed period, which was passed on to the customer and in the end the machine was handed back. Now we finance everything in-house and own the machines ourselves, granting us immense flexibility with price and term of the agreement. As a result, it is much more cost-effective and efficient to rent; clients receive extensive service and support and are able to return the old machinery after the rental term in exchange for a new one. We have encountered so many contractors with containers overflowing with old machines wasting away because they never 32 INCLEAN March/April 2018

factored in the long-term impacts of owning those assets, and failed to correctly write them off over the years. Renting is a great way of locking in your costs and avoiding that conundrum. The purchasing process itself has not changed drastically, but the volume of information available to buyers is now greater than ever. The first step is to take the purchaser away from their preconceived ideas and temporarily forget the budget, instead trying to really understand what they are trying to achieve. However, everyone loves Google, and the problem is that many purchasers simply ‘Google’ a machine, decide it is right for them and request it, when in reality it is completely unsuitable for their needs.

“The purchasing process itself has not changed drastically, but the volume of information available to buyers is now greater than ever.”

PURCHASING

Therefore the vast majority of what the Nilfisk Direct Team do is essentially education. When people have been using machines for a long time, they have a preconceived notion of what they want. However, product technology and research and development have come so far in the past decade that we really need to educate clients about the new options and how they can serve them better. There are a few sizeable dangers of an ill-conceived purchasing process. The primary concern is poor cleaning as a result of an inadequate machine or a supplier that doesnâ&#x20AC;&#x2122;t provide the necessary support. As a result, machines break down more often, clients are unhappy, the level of cleanliness is reduced and contracts are not renewed. Whatâ&#x20AC;&#x2122;s more, the cost of ownership can also be greatly increased. Those on a tight budget can be lured into buying machines that are initially cheaper, but the accumulative cost of ownership can be far greater than what a more considered purchase would have been. Sometimes budgets have been unrealistically set by clients or senior members of an organisation who have unworkable expectations, and the resultant purchases never fulfil their requirements and only create more problems than they solve. Many companies do indeed choose machines that are less than what they need, incorrectly believing that extra labour and periodical cleans can fill the deficit. On the other hand, purchases that are better considered equate

to a lower total cost of ownership, increased productivity, reduced costs of parts, happier clients and staff and greater contract retention. And money need not be the defining factor; often the contractors who maintain longer contracts and have them renewed are not the cheapest. Clients value their investment in training, machines and support and are confident that they are dedicated to delivering the very best outcomes. In 2017 we worked with many large companies that purchased smaller machines that can get into tiny areas, thereby totally eliminating manual cleaning. While these organisations already have many other machines, technology in machinery has improved so significantly that these smaller units are now far more effective at cleaning, whilst also being more manageable and convenient. Another big trend is autonomous cleaning, which frees up the operator to carry out other tasks while the machine is programmed and does all the work for them. Shopping centres are particularly fond of this technology and are pushing their cleaning companies to utilise it, believing that there are costs to be saved. Meanwhile, larger transportation and logistics companies are no strangers to robotics, so while it seems like a very natural progression for them they may require more time to embrace it from a cleaning perspective. It is definitely an exciting area to watch in 2018. www.nilfisk.com/en-au

FR AT E TE E TO

9-10 May 2018 ASB Showgrounds, Auckland Showcasing the future of cleaning – New Zealand’s only dedicated cleaning and hygiene trade show

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Be seen at CleanNZ Stands for the largest professional cleaning & hygiene trade show in New Zealand are selling fast. For more information phone: 0800 451 590 or +61 2 8586 6106 (International) or email Samantha Ewart at sewart@intermedia.com.au Confirmed exhibitors include: • 3M • Bio-Zyme NZ Ltd • CareerForce • Cleaning Systems • Clorox NZ Ltd • Cottonsoft • Diversey • Ecopack • Filta Cleaning Products • Genesis Energy • Glomesh New Zealand • GreenEarth Solutions • I Chem Ltd NZ • IICRC • Jasol • Karcher New Zealand

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Save time and money by comparing a wide range of brands, products and services under the one roof

Learn more about the latest technology and explore new ideas by meeting and talking to leading suppliers

Attend industry seminars on a wide range of topics relevant to your business and/or profession

Network with like minded property professionals, contractors, new and existing suppliers. Attend the networking function on the expo floor

Venue ASB Showgrounds is only minutes from Auckland’s CBD, and just 15 minutes from Auckland International Airport. The venue is accessed directly from the Southern and Northern motorways via the Greenlane off-ramp. It has ample on-site parking for over 2,000 vehicles and more nearby when needed. Award winning accommodation and restaurants are available within minutes of the showgrounds.

Accommodation Novotel and Ibis Auckland Ellerslie is New Zealand’s first dual property combining an international four and three star hotel. Conveniently located next to the Ellerslie Event Centre and ASB Showground, it’s only moments from Auckland CBD and provides ease of travel to many of Auckland’s attractions like Sylvia Park, Mt Smart Stadium, Eden Park, Ellerslie business precinct and New Market shopping. Novotel and Ibis Auckland Ellerslie is the perfect place for all of your accommodation requirements.

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CARPET & RESTORATION

SCRIA rebrands under new ownership Specialised Carpet and Restoration Industry Association (SCRIA) has rebranded as the Specialised Restoration & Cleaning Professionals (SRCP), following ISSA’s acquisition of the industry body. The merger was announced in June 2017, marking ISSA’s first major acquisition in the Oceania market. SRCP, now a division of ISSA, represents the carpet, upholstery cleaning, and restoration industries (formally SCRIA). ISSA said SRCP members will now have access to industry-specific benefits and administration resources of the local management office within ISSA’s Oceania division, based in Sydney. SRCP committee president, Gidon Kabaker, said it’s time to create a new footprint for the association. “We greatly appreciate the commitment from those before us who have made their mark in the industry and taken the association to new heights, however, with the support of ISSA, we hope to offer our members even more,” Kabaker said. “This is the start of a new era and we are excited to see how much we can grow because we all know you have to try a different approach to get different results. It’s not an overnight occurrence – we now have long-term goals to focus on and achieve.” With its reference to ‘restoration and cleaning professionals’

Kabaker said the new association name encompasses the entire industry sector of specialty experts. “We have a diverse range of professionals that fall into niche categories and the association wants to show support for everyone, whether it’s in restoration, carpet cleaning, textile and rug cleaning, and all other speciality field experts – all of which are ‘cleaning professionals’” he said. “Our members voted on the new name and majority agreed that this best represented our industry as a whole.” SRCP is also launching the Restoration and Textile Care Wing at the ISSA Cleaning & Hygiene Exhibition, 29 and 30 August 2018, being held at the ICC Sydney at Darling Harbour. This industryspecific wing will have its own education theatre on the show floor with a targeted education stream and a live demonstration stage. ISSA Oceania Manager, Kim Taranto said the rebrand is a significant moment in the association’s history. “We understand that an association like SRCP is managed by volunteers who dedicate their time, and yet it takes a whole team of people to organise an event like this, so I commend them for taking the plunge and becoming a Division of ISSA,” Taranto said. “It shows that they are willing to embrace change and use their time involved with the association to make an impact and a difference – and we are excited to help them achieve that.”

Indoor Environmental Health Conference at CleanNZ The inaugural Indoor Environmental Health Conference will be held in conjunction with CleanNZ Expo, NZ’s only dedicated trade show for the cleaning and hygiene markets. Facilitated by the Carpet Cleaners Association of NZ (CCANZ) and the Restoration Industry Association (RIA), and sponsored by Cleaning Systems Ltd, the one-day educational conference will focus on three key contamination topics: methamphetamine, mould and medical waste. Confirmed speakers include Brian Murphy, managing director EHS and certified occupational hygienist; Paul Pritchard, training manager CSL, MHSPNZ and approved IICRC instructor; and Scott McFadzen IICRC approved instructor, WLS, RIA. “The conference is in response to the growing need for more education and awareness on how to deal with areas of contamination such as methamphetamine, mould and medical waste,” Pritchard said. “Even though there are either local or international standards for dealing with these issues the vast majority of the public and even industry are either not aware or confused as to what to do about these hazards. “This is creating huge risk especially for cleaners and decontaminators as well as real liability for everyone involved including property owners and managers. This conference

36 INCLEAN March/April 2018

facilitated both by the CCANZ and the RIA, and sponsored by Cleaning Systems Ltd, will thoroughly address these issues. We are encouraging anybody connected to these areas of contamination to attend,” Pritchard said. More conference speakers are set to be announced in the coming weeks. The Indoor Environmental Health Conference will take place on Thursday, 10 May at the ASB Showgrounds in Auckland. For more information, email contact@carpetcleaners.org.nz. CleanNZ Expo is on 9 and 10 May at the ASB Showgrounds. For more information, visit: www.cleannzexpo.co.nz

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CARPET & RESTORATION

Restoration roundtable with FRA Flood Restoration Australia’s general manager, Candice Webb; workforce planner, Tracey Schofield; senior claims managers, Rebecca Loyola; claims manager, Jenna Mungean; and warehouse supervisor Jess Newman, discuss their time in the restoration sector and their predictions on the future of the industry.

How did your career in restoration begin? CW: I fell into the restoration industry when I moved from the Cayman Islands – where I worked as a paralegal – to Australia and became a manager at a large restoration company. I remember the first person I met at FRA was Tracey; we’ve been friends ever since. TS: I began working in restoration when I was given a chance by an employment agency to work for a large restoration company. My first job was a casual at Philip Island. The role then became a full-time position. Over time, I worked in other jobs and served as a technician before moving into other roles within restoration. RL: Like the other girls, I went through an agency to find employment in restoration within an administration team. I was young and very green. I remember when they were selecting the successful candidate, I was told that the position was already filled, only to be told it was me that was filling the position. What a relief it was! JM: I started working in restoration when an agency employed me as a casual supervisor in the aftermath of a large storm. As I was only 18 at the time, it was a case of being thrown in the deep end, but it taught me the basics of the sort of work ethic I would need if I wanted to stay in the industry. JN: I started in the warehouse and had my first experience in restoration during Cyclone Yasi in 2011 when I needed to complete a full pack out. It was my first time and it was very fast paced. I remember the flooding was so severe that there were air movers floating down the road.

What were the challenges when you first started? CW: Not a lot of people survive in this industry as it can be quite tough. I find parallels in our work to the work of charities; we are also trying to put people’s lives back together again and we often become a counselor, a physiologist and a sounding board for customers. TS: I found some males were confronted by females in the workplace. They didn’t believe we could work as hard as they could and were surprised when we did. It’s almost like we needed to earn their respect. RL: I felt the male technicians were always very friendly and most of the time, made my job a lot easier. For me, it was always the hard work I found rewarding. No two jobs are the same and we are constantly learning on the job. JM: We have to be so adaptable on the job. The reason we work so hard is to see customers satisfied at the end of the job as we often see them at their lowest point. JN: I appreciate what everyone else does as we all face challenges. For me, the challenges are trying to do everything at the same time as there are so many people wanting to be serviced. 38 INCLEAN March/April 2018

From left: Rebecca Loyola, Jess Newman, Candice Webb, Tracey Schofield and Jenna Mungean

Jess Newman and Tracey Schofield

What do you enjoy most about working in the industry? CW: Over the years, staff come and go but I love to see them develop and grow as people. Rebecca is one example of someone who was very shy when she first started in the industry, but I am in awe of how much confidence she now has working in a demanding role. I just love the journey with them all and the personal growth they have achieved. TS: I love it when customers contact us to tell us how good our technicians are. Our technicians always make sure they do the little things when it comes to customers. They call them by their first name, they spend time talking to them about their claim and what needs to be done. It’s not a simple matter of just doing the job. As women and generally the first ones a customer contacts, we offer the emotional support to families when we are talking to them about their claim and it’s something I really enjoy about our industry. JM: The chance to work on fire restoration is one of the more rewarding parts of my job. The people you work with also provide you with a real sense of satisfaction. They are a great team. Some people leave the industry for a while, then return. I think some come back because of the great people in the company and what the industry offers rather than just the work. RL: One of the real challenges for me is to turn a bad experience around and make it into a positive one for customers. We ask for a statement of satisfaction from each customer to find out if they are truly satisfied with the level of service we have provided. You can generally tell whether people will succeed in our industry. It’s often down to personality rather than gender and most young people take time to develop. The key for me in this industry is communication. JN: A great deal of care is taken during major contents pack outs and you need to ensure customers contents are always packed well. We even have some customers inspect their items, so we need to have everything well inventoried and listed. It’s the attention to detail I enjoy in this industry.

What would be your advice to anyone wanting to join the industry? CW: We need to rely on others, so you need to be a good team player. Everyone in the business has their bad days but

CARPET & RESTORATION

everyone is there to teach you more about the tasks we undertake. It is a great industry to be a part of if you understand there can be long hours involved. TS: I think if you work hard, have good communication skills and can multi-task, you will enjoy restoration. RL: When we are in storm mode it can be overwhelming, with everyone running around but I also feel that you have a great team around you to help out when you need it. You need to be able to work at a fast pace. JM: If you enjoy being on the road and meeting a lot of people, then restoration may be for you. JN: Work hard and you will be rewarded.

Over the next 10 years, we will make it easier to provide digital solutions back to the office meaning faster response times. I also feel we will use less machines as we will have multi-faceted machines that will cost the insurer less and do more. It also means cheaper labour costs as take down will be easier. RL: It will be far more flexible in its approach to computer systems, iPads, etc. with less paperwork required. I remember years ago all we had was manila folders full of reports. Now we use Dropbox as our primary information repository. JM: The industry has changed so much, and I feel it will only keep growing. I have also Candice Webb and found that it is much more sophisticated and Rebecca Loyola consequently, our company invests a lot of money in the technology of restoration and the equipment we What do you think the future of use. Some restorers want to keep the status-quo but the only restoration holds? way to improve is to continually reinvent yourself and invest in CW: Restoration companies will need to be aligned with allied your company. trades much closer than we have been as that is the way our JN: I think our industry will continue to evolve with the move largest work providers would want us to go. I also feel this is to quieter machines. This isn’t just the industry that wants it, but coming quicker for us than anticipated and we will see a major the customers, who will appreciate the fact that we have listened shift in the overall relationship. to them by reducing the noise levels when drying in their home TS: I feel the way we are developing now means there will be or business. www.fra.com.au much greater details on the photos we take for the customers.

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TECHNOLOGY

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40 INCLEAN March/April 2018

Keep it simple is always a good rule. Start with sitting down with your team and asking what went well, what didn’t go well and seek opportunities to improve. You may be surprised how many opportunities are uncovered just by taking the time to reflect on the last few busy weeks.

The effect of pressure Over the past few weeks there may have been a few moments where things didn’t quite go to plan. It is a natural instinct to consider why our team in times of high pressure or crisis fail to see simple solutions. The truth is most of us fail to see all the options when the heat is on. This is where training pays dividends. Think of military units or even top sportsmen. They don’t practice to complete missions or make shots when things are simple and relaxed. It is to ensure that instinct kicks in when the chips are down. The same is true for your team.

TECHNOLOGY

High performance environments start with high performance people Kurt Lewin proposed way back in 1936 that behaviour is a function of not just the person but their environment. He used this to explain a lot of social behaviours, in business we apply this theory to encourage management to establish an environment for success for our teams through training. Research has shown most people go to work to do their job well. Yet without the right environment from information, training, tools or context even the best staff are exposed to high risk of failure.

Managing performance with IT With mobile workforces this becomes difficult as the environment our teams are working in is less under our control. For a more reliable and more disciplined team we need to take control of as much of the performance equation as we can. This means selecting the right people followed by monitoring and coaching them on their behaviour in various situations. To do this there are software tools that can monitor teams’ performance in their day to day duties. And you can overlay this with customer service feedback. Ask customers if your team are exhibiting the right traits of communication, personal appearance, empathy and attention to detail. This also allows your customers the opportunity to air any issues well before they become critical.

Polish your team Involve your team in a review of service delivery, consider what training gaps you have (be sure to tell clients when you have done this), remember most staff want to do a good job but may not know how to and get a system in place to help you monitor and provide feedback to your team from customers. This will all add up to delivering consistent service and delighting your customers more often. They are sure to delight you back with their loyalty. Mark Jones is a director of www.freshOps.com.au, an Australian-made, mobile workforce application and management portal built purely for cleaners by cleaners. Questions or feedback welcome to mark@freshops.com.au.

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INTERNATIONAL

OfficeMax New Zealand acquires Waiwhetu Distributors Ltd OfficeMax New Zealand has acquired Waiwhetu Distributors Ltd. Established in 1964, Wellington-based Waiwhetu Distributors has been owned by Savage Group Ltd for the past 10 years and operates branches in Auckland, Hamilton, Tauranga, Hastings, Masterton and Christchurch. OfficeMax is a major supplier of cleaning and hygiene products, as well as furniture, safety goods, packaging and café supplies across NZ. OfficeMax New Zealand managing director, Kevin Obern, said the company’s inclusion into the OfficeMax fold “made perfect business sense and would offer a real benefit to customers”. “OfficeMax acquiring Waiwhetu Distributors Ltd is a natural fit, because cleaning and hygiene products are already a substantial part of our rapidly evolving business, in a market that we have been focused on growing,” Obern said. “They have a significant number of customers in the corporate, education and hospitality markets, and a long history in providing great service to customers. We are excited to be able to purchase an established and well-known player. “It’s business as usual for both companies, and we’re looking forward to providing great continued service nationally.” www.officemax.co.nz www.waiwhetu.co.nz

30,000 Singapore cleaners to be trained by 2025 The government in Singapore is putting plans in place to help the cleaning services sector to adopt technology and cope with the shortage in manpower. It has launched an Industry Transformation Map (ITM) for the environmental services sector with a series of initiatives to help companies drive innovation, train workers and improve procurement practices. The aim is that by 2025, about 30,000 workers in the environmental services industry can benefit from higher value-added jobs, said the National Environment Agency (NEA). Autonomous vehicles could also be used to clean the streets of Singapore. “In the near future, we can see autonomous cleaning equipment having the capability to ‘talk’ with one another and take the lift to other floors to perform cleaning operations more independently,” said minister for environment and water resources Masagos Zulkifli. “This will free up their human co-worker’s time to focus on higher value work such as equipment fleet management or maintenance, or customer service,” he added. “Automation can make the work easier, robots can perform routine, repetitive or unpleasant tasks; data analytics can optimise the deployment of limited resources - all these will enable the industry to be better and smarter in its service delivery.” A skills framework for the industry has also been launched, which provides key information on existing and emerging skills that are needed for jobs in the cleaning and waste management sectors. This article was first published by European Cleaning Journal www.europeancleaningjournal.com

42 INCLEAN March/April 2018

INTERNATIONAL

UK firm makes toilet pledge A UK cleaning company is committing to give every new toilet it maintains this year a thorough cleanse – and a toilet twin. Axis Cleaning and Support Services is to ‘twin’ every toilet in every new contract it wins this year with a latrine overseas – through the charity campaign Toilet Twinning. Its support will sponsor the building of household toilets in some of the poorest countries in the world, as well as helping to fund clean water and hygiene education. Simon Giles, group finance director and COO, Axis Cleaning and Support Services, said: “People are at the heart of our business, so we are delighted to have committed to twin every toilet we will be contracted to clean from the beginning of 2018 to support the Toilet Twinning cause and help improve the lives of others around the globe.”

Cleaning increases empathy, study finds Cleaning plays an important role in developing empathy, compassion and connection, according to new research conducted by Clorox in the US. The nationwide survey found a person’s level of empathy is positively associated with living in a clean home. Not only does a clean environment increase a person’s empathy, but there is also a drastic increase in connections and willingness to help others in their communities, proving the simple act of cleaning has beneficial implications far beyond just making environments less dirty. The research findings show being in a clean space impacts us in other key ways. In a clean space, the majority of people are: more relaxed (80 per cent); less stressed (60 per cent): more productive (72 per cent). To further understand the survey findings, Clorox used biometric technology and analysis to measure the impact of clean and dirty rooms on physiological responses, and how that translates to emotions. The results indicated clean spaces have a marked impact on emotions. Specifically, in clean spaces there is a measurable increase in happiness and productivity indicators, as well as a decrease in stress indicators. In the clean space, participants experienced an average 45 per cent increase in liking and a 44 per cent increase in attraction versus the dirty room, both of which are indicators of happiness. Critical thinking, an indicator of productivity, was on average 20 per cent higher in the clean room as compared to the dirty room. Disgust, an indicator of stress, was 127 per cent lower on average in the clean room as compared to the dirty room. www.clorox.com

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MANAGEMENT

Can Big Data make cleaning contracts more sustainable? There is enormous potential for Big Data to drive more sustainable and lean cleaning operations, explains Bridget Gardner*. Innovations in digitisation, automation and data analytics are radically changing the way buildings are run. Anything that is powered can now have a sensor attached to it that compiles and analyses information. Business software, personal tracking devices, smart metres, building sensors and digital components embedded in equipment, are producing an unprecedented volume of data that is often referred to as ‘Big Data’. Will this mountain of data affect the way cleaning services and supplies are procured in the future? Undoubtedly. Can it be used to make the cleaning industry more sustainable? Absolutely. And most importantly, what can you do to stay ahead in this brave new digital world? These questions are explored in the following article, from the perspective of three main aspects being ‘digitised’: 1. Digitising assets: smart metres and sensors in buildings and equipment; 2. Digitising operations and business processes; and 3. Digitising people: digital skills and the impact that data will have on the workforce1.

Digital assets In a local government facility management conference I attended last year, speaker after speaker left the audience feeling overwhelmed as they described the rapid digitisation of buildings and the equipment used to operate them. No longer are Building Management Systems (BIMS) restricted to new buildings in the heart of the CBD. Any building can now be digitised and the underlying cause of this so-called ‘digital disruption’ is a huge fall in price of electronic sensors – from $500 a few years ago to as little as $15 today. Digital sensors can be programmed to collect data and control 44 INCLEAN March/April 2018

the systems that operate buildings, improving efficiency and occupant comfort, while reducing time and energy costs. Common examples of this are sensors that measure light levels and movement and automatically switch on lights as needed. More specialised sensors can monitor temperature, humidity, CO2 levels and air flow, in real time, then feed this data into a centralised system that controls the heating, ventilation and airconditioning (HVAC) system. This level of automation is called a ‘smart building system’. While the set-up costs may be high, it can pay for itself surprisingly quickly. When Microsoft activated its new smart buildings system at its US headquarters, within moments the system found exhaust fans that had been left running for a year, at a cost of $66,000. While using energy efficiently and minimising wastage is fundamental to sustainability, there are other ways sensors can make cleaning operations more sustainable. For example, they can monitor dispensers and send alerts when they need to be refilled to prevent premature disposal; they can activate automatic internal compressors when bins are full - reducing binliners, time, transportation and disposal costs. Sensors in bins are also being used to weigh and report the volume of recyclable waste collected from different premises.

Digitising business operations There is enormous potential for Big Data to drive more sustainable and lean cleaning operations. Melbourne’s RMIT University has developed a program that maps each building surface then uses building sensors to continuously track building usage and condition. This data is fed into a predictive maintenance modelling program that enables informed decision-making for the sustainable management of buildings, and of budget allocations. It’s not a stretch to imagine the day when occupancy sensors, dust particulate readings, or even smart gloss metres, will be used to inform cleaning staff which areas/surfaces to clean on a day-to-day basis.

MANAGEMENT

As sensors and facility management tools become more sophisticated and cheaper/easier to use, the expectation for greater efficiency, transparency, control and flexibility from service operators and their suppliers will follow as it has in other data-driven industries. Smart buildings could see the replacement of fixed schedule contracts with more flexible pricing arrangements that are billed on an as-needs basis. To stay competitive, most companies have digitised their business processes, including accounting and payroll processes, Customer Relationship Management systems (CRMs), performance monitoring tools, employer tracking devices and induction training records. Reams of data is being captured in these systems, yet very few businesses have the capacity to analyse their metrics to improve, and report on, the sustainability of their operations. For example: • Suppliers could provide online dashboards, comparing usage patterns across portfolios at different times of year, and integrate this with the results of initiatives to prevent wastage and reduce packaging and transportation. • Services could overlay their employee tracking systems with the building plans to automatically map workflows and time spent cleaning each building area, then address the inefficiencies and measure savings in time and energy use (such as from lighting or vacuuming).

Digitising people The final area of digitisation is arguably the most important for achieving sustainable outcomes: the people that use the systems and implement change. Employees with good digital skills will become sought-after. Companies with managers that can analyse smart building metrics, and optimise their service in response, will become invaluable to their clients. Flexible and efficient scheduling; accurate ordering of consumables to reduce transportation; waste audit reporting; scientific ATP hygiene auditing; installing and interpreting sensors in equipment, trolleys and dispensers to reduce energy use and wastage – the sky is the limit when it comes to the potential for sustainability via digitisation. However, it will be a very poor investment if the managers lack the skill to interpret the data correctly and to deliver efficiencies. Companies that invest in digital systems and training are ‘future-proofing’ their company and the environment. It’s often said that you can’t manage what you don’t measure, but in the world of Big Data, it is even more important to be able to manage what is being measured. Bridget Gardner is the director of Fresh Green Clean who are measuring sustainability of the cleaning industry. Contact Bridget on bridget@freshgreenclean.com.au | au.linkedin.com/ pub/bridget-gardner/15/597/9a5/ 1 McKinsey and Company *

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www.incleanmag.com.au 45

MANAGEMENT

Making safety

a habit

The work process for many cleaners is deeply ingrained into their mind, therefore positivity and perseverance by management is vital to forming a new habit. Broadlex Services national safety manager Dr Denis Boulais shares his approach to changing staff behaviour.

No matter how robust a safety management system is, human behaviour can bypass almost any safety procedure. Habits make up 40 per cent of human behaviour, where most people think of a habit as brushing one’s teeth or applying a seat belt when driving a car. A seat belt is a safety feature of a car and it is amazing how over the years the use of a seat belt has become second nature. If only other aspects of safety could become second nature such as keeping a cleaning room tidy or not yanking electrical cords around furniture. Routine drives many daily actions conserving mental effort for issues that require more detailed consideration. The issue with routine, however, is that it causes cleaners to work on autopilot when they should be more aware of their surroundings and paying more attention. When something occurs out of the ordinary then a cleaner on autopilot may become involved in an incident. In many incident investigations over the years I have had the injured party admit with a smile that the incident was their fault, they were complacent and in autopilot mode. An example of this may include a cleaner tripping on the

“Habits allow people to perform routine behaviours without needing to make small decisions each step of the way. One study identified it takes a minimum of 21 days to develop a new habit.” 46 INCLEAN March/April 2018

same set of stairs he/she has walked up and down for 10 years. Another example is a cleaner tripping on the ground level tines of a forklift parked in the same place it has been parked day after day. I remember a cleaner who walked up to a clearly marked zip hot water boiler and proceeded to wash her hands – she certainly paid the price for her complacency. My research demonstrates that 65.5 per cent of incidents in the cleaning industry have a human error base and 51.5 per cent of those resulted from moving without looking. Many people think of habits as negative (for example; biting one’s nails or overeating), however, habits can sometimes be very positive. An example of this may be automatically wearing eye protection whenever handling a chemical concentrate and not consciously thinking about it. Habits allow people to perform routine behaviours without needing to make small decisions each step of the way. One particular study identified it takes a minimum of 21 days to develop a new habit. The above mentioned research noted the term “minimum”, which infers that it takes a further period of time to reinforce the new behaviour before it becomes ingrained. From a physiological perspective habits are a roadmap the brain follows. Research has shown that when one habit is replaced by another habit the brain rewires its neural pathways of the old habit to accommodate the new habit. This may be compared to a change of procedure, if properly reinforced then the change shall eventually become ingrained. Many safety trainers use graphic videos (“impact training”) to shock trainees so they remember the dangers of various hazards and the need to control them and follow procedure. This tactic may correct the behaviour in the moment but it is likely to wear off before a new habit is formed. Research is demonstrating that positive thinking can increase a cleaner’s ability to develop personal skills and where the supervisor takes an encouragement based approach then the

MANAGEMENT

habit formation may be easier to achieve. We all have the basic skills to put on a pair of gloves or bend at the knees during lifting. What may be missing is the ingrained patterns that assist one in engaging in such behaviours on a habitual basis. Building habits is of course easier said than done, it takes patience, persistence and hard work but the effort is well worth it. Providing the time, training, supervision and follow up to develop better habits can assist cleaners in staying on track. It is important to take a positive approach when building habits and provide positive reinforcement for good behaviours rather than punishing cleaners for their habitual behavioural slip ups. Research has shown that effective motivation can be achieved by relating habits to the benefits of out of work life. For example, with outside edge trimming (in some cleaning

contracts), the benefits of eye and ear protection will assist one at work as well as at home. Another example is the storage of chemicals – ideally one should not store lawn mower fuel near pool chlorine in the back yard shed – one should hence comply with safety rules regarding chemical storage at work. Motivation shall assist cleaners in forming new habits particularly if they have a clear understanding of why the habit will benefit them. Cleaners will all progress at different rates and possibly with several false starts. For many cleaners their work process is deeply ingrained into their mind so positivity and perseverance is vital to forming a new habit. By addressing, correcting and reinforcing daily habits then the difficult to control safety area of human error should be significantly improved in terms of injury reduction. www.broadlex.com.au

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MANAGEMENT

Is cleaning a cost or solution? The cleaning industry has cleaned up its act over the past decade, but there are still some dirty practices taking place that have the potential to cheapen the industry once again and take it back to the dark ages, warns HB’s Consulting Group Anthony LeBransky. Over the past few decades maintenance cleaning has shifted from a semi-professional service to a vibrant and competitive service industry that is tech savvy, obligation compliant and in most cases, profitable. Gone are the days when cleaning companies could scrub and buff vinyl floors daily, cut them back monthly and strip and reseal them quarterly. This industry – as with any service – has real costs associated to it. Nothing is getting cheaper in life today, labour (if the relevant award is being paid to employees), equipment, management, chemicals, consumables…the list goes on. So what is left for profit? What is an acceptable outcome for the contractor and client? Having been a tender consultant since 2000 specialising in maintenance cleaning across a broad range of industries, I have seen many trends come and go and I believe we are on the cusp of another trend – but this one is raising a RED flag. • S ervice saving vs client solution • Compliance and obligation vs bottom line • Quoting to buy a contract vs quoting to do the job. In all service industries you get what you pay for – it’s the old ‘peanuts and monkeys’ comparison: • Contractors focus too hard on the bottom line • Clients offer savings, not solutions • Consultants preach bottom line, not outcomes These key variables that make up a macro delivery of service will drive the industry down once again allowing ‘cowboys’ to bastardise service levels, putting us two steps back and leading us back to the perception carried 10 years ago that cleaning is a semi-professional industry. 48 INCLEAN March/April 2018

“Profit is not a dirty word and must be a major KPI on all parties’ radar, but honesty and integrity are also not dirty words.” Many clients are accepting providers for a major service investment without doing their due diligence correctly – even at the tender table. Some contractors will sign service agreements on the premise of ‘direct labour’ knowing the labour provided will be sub-contracted, making the labour component a vehicle for a second profit, which is not what the basis or spirit of the agreement they have put their name to is about. Profit is not a dirty word and must be a major KPI on all parties’ radar, but honesty and integrity are also not dirty words. When the sales spiels in the service tendering involves the premise; “Our company will facilitate the tender for you and take a percentage of that saving as our service charge” – how can this not been seen as a loaded gun or conflict of interest. Where has the service outcome gone? Simplistically, the hours quoted equal the client’s expectation, which equals the scope of work, and therefore the service spend. There can be no objective focus on reasonable solutions and outcomes when the bottom line is the only priority because that determines how much the facilitator is paid. Another major smoking gun is OH&S obligations and delivery. Some suppliers, not all, have the capacity to provide their clients with a compliant system meeting trade practice obligations and

MANAGEMENT

follow these obligations through for the betterment of their business and customers. Conversely, some have immaculately presented folders, ‘talking the talk’ but are very thin on application and ‘walking the walk’, leaving both the client and their company exposed. And, don’t ever think it won’t happen to you or your business because we have all seen and heard of the cases and scenarios that make headlines. How many cleaning companies can say with absolute clarity that they have their own chemists and trades practice experts working for them? Some probably do, but I suspect the majority don’t. So on that basis why would any organisation expose itself and its customers with such a critical service obligation, when there are third party solutions available? Product supply is a great value add to offer clients – chemical, consumables, waste etc. It’s clichés that saving must be on an “apples for apples” basis, but suppliers will sprook saving and environmental impact, when “grapes and watermelons” are being compared. How can an objective and fair decision be made in the client’s best interest when it is all about the bottom line? It’s a micro outlook not macro. What happened to the best solution and outcome for the client? Now, I’m not purporting that the maintenance cleaning industry is anything but fantastic and an industry that most of us have made a livelihood from and many lifelong friends from, however, unless we start considering the customer solution ahead of savings the industry, it will cheapen itself back to the dark ages.

The mind set of providing a long term outcome, to focus on being the best service provider to your customer rather than the cheapest is paramount. This includes; • OH&S compliance, obligations and systems • The service promise = service delivery • Value add to the cleaning service There unfortunately is no easy solution to any of this. My business’ track record shows we have and will cost ourselves business by making and providing informed decisions and recommendations to our customers including: •H aving the right supplier in place that has quoted to do the job and presents a low risk • A service provider whose service promise is delivered consistently •G auging clients service expectation and reflecting that in the scope of work with customers understanding it not about the lowest price or cheapest quote or most fun value add, but; •T endering the service transparently for the right outcome – contract rollover to new terms • Charging a flat rate for the tendering service, against a timeline that suits the client – therefore taking the eye off the bottom line and keeping it on the best outcome and solution for the client I welcome anyone that can convince me that a long-term transparent service outcome, that is in the client’s best interest, while delivered in a profitable and compliant manner is not a good business practice or model. www.hbsconsulting.net.au

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MANAGEMENT

GHS in Australia – one year on Test your knowledge on the GHS with Accord’s quick quiz. It is a little hard to believe that already GHS has been implemented in Australia for over a year. Well, in most of Australia: GHS is currently accepted but not mandatory in Western Australia, and is expected to be adopted in the ACT by March 2018. You may be a supplier, distributor or user of chemicals that fall under GHS. One year on – how is your level of comfort with the new system. Where do you rate on a scale of confident to confused?

Test your GHS knowledge – with the quick GHS quiz! 1. All imported goods labelled to GHS comply with Australian requirements. True/False 2. It is the responsibility of the chemical manufacturer/importer to provide GHS classification/ SDS/label. True/False 3. The GHS flammable pictogram represents identical information as the Dangerous Goods Class 3 Flammable label. True/False 4. Chemical identity must be disclosed to a doctor treating a patient exposed to the chemical or emergency services if they request it, even if it is proprietary. True/False How did you go? (See the end for answers)

Accord, the industry body representing the hygiene, cosmetic and specialty chemicals industry, has in-house GHS experts who regularly address member questions concerning GHS. Accord has also held free training sessions to assist members in the implementation of GHS and provides regular updates to Members via our Regulatory Bulletins. In light of recurring questions, Accord has also published FAQs on GHS in Australia. These FAQs were compiled over time from questions raised with industry and by industry since the start of GHS implementation in Australia. The answers were compiled with input from 50 INCLEAN March/April 2018

relevant stakeholders and experts in the area, and refer to the relevant regulation in the Model Work Health and Safety Regulations where possible. The FAQs cover questions and answers on the scope of GHS, requirements relating to classification, SDS, labelling, storage & handling and compliance & enforcement. For example, ‘When is the DG mark and label required and when is GHS labelling required? Are there any cases when both are required?’, and ‘Hard surface disinfectants that are used in medical settings (e.g. hospitals) need to be on the Australian Register of Therapeutic Goods (ARTG) and meet the TGA labelling requirements. Do they still require GHS labelling?’ The FAQs are available on Accord’s website via the homepage link or accord.asn.au/ghs-faq. Are you a chemical manufacturer or supplier? As you know, it is your responsibility to ensure that all hazardous workplace chemicals are GHS-compliant. This means the right classification, correct label information, and the right SDS. Are you a purchaser or user of commercial cleaning products? You would likely have noticed the new labels, perhaps on products you have been using for some time. There is really nothing different you should be doing – other than continuing to follow all label directions, and speaking to your supplier if unsure. You might like to check out the GHS FAQ to check or add to your GHS knowledge. If you have GHS-related questions that are not covered, why not contact Accord on 02 9281 2322 or coh@accord.asn.au. www.accord.asn.au

Answers: 1. False. Australia has some unique label requirements such as the need to disclose hazardous ingredients on the label within specified concentration ranges. Also, other countries may not have adopted hazard classification adopted in Australia e.g. Flammable Liquid Category 4, leading to different classification/label/SDS of products. 2. True. However, while the manufacturer/ importer of the chemical has the initial responsibility to use GHS to correctly classify products and write SDS and labels, the supplier and the PCBU also have the responsibility to ensure that the information is passed on to the customers and end users (with some exceptions). 3. False. The GHS flammable pictogram is applied when the products meets the GHS definition of a flammable liquid (categories 1-3), flammable solid (categories 1-2), flammable gases (category 1), flammable aerosols (categories 1-2), self-reactive substances and mixtures (Types B-F), pyrophoric liquids (category 1) pyrophoric solids (category 1), self-heating substances and mixtures (categories 1-2), substances and mixtures, which in contact with water, emit flammable gases (categories 1-3) or organic peroxides (Types B-F). Dangerous Goods Class 3 Flammable label is only applied to flammable liquids of flash point range below 60 °C (similar to GHS Flammable liquid categories 1-3). There are also some exemptions that apply to Dangerous Goods – for example, substances/mixtures that do not sustain combustion are not Dangerous Goods flammable, but are GHS flammable. 4. True. See Regulations 332 and 333 of the Model Work Health and Safety Regulations.

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MARKETING

Cleanstar’s warehouse displays its new campaign

Cleanstar unveils 2018 marketing campaign Cleanstar continues to strengthen its brand in Australia’s cleaning industry, with the launch of the company’s 2018 marketing campaign, ‘The Language of Clean’. The campaign will involve tapping into various aspects of Australia’s cleaning industry to increase awareness of Cleanstar’s products and categories. “We believe the language of clean represents who we are,” explained Cleanstar director, Lisa Michalson. “We want the cleaning industry to know that we speak the language of clean because we have such a diverse range of products which apply to many different industries and consumers.” Along with the launch of the marketing campaign, Cleanstar has employed a team of experienced marketers and designers to form the company’s new marketing department to further promote the company’s services to the industry. “We understand the needs being felt in the industry and want to extend our expertise and experience to our customers. This year our focus will be on continuing to provide top-notch customer service. That’s what differentiates us from the rest; good old fashioned, friendly service.” www.cleanstar.com.au

52 INCLEAN March/April 2018

Pall Mall adds high-quality sprayer to line Pall Mall has added a high quality compact compression sprayer for the carpet and flooring maintenance industry to its line of cleaning tools. According to the company, the Gala 5 Litre pump-up sprayer is a high quality compact compression sprayer with many features suited to the professional cleaning market. Standout features include its acidresistant gaskets and the ergonomic, powerful pump which features a stainless steel pump rod and sleeve guidance system. The sprayer sports a 1.5 metre kinkfree pressure hose that connects that with a 40cm acid proof stainless steel spray lance with adjustable nozzle. The Gala 5 Litre pump-up sprayer is robust enough to handle many tough spraying jobs such as fruit and weed spraying and degreasing engine bays. www.pallmall.com.au The Gala 5 Litre pump-up sprayer

MARKETING

Conquest welcome national service manager Conquest Equipment Technologies’ service department has welcomed national service manager Max Walmaggia to the team. With more than 10 years in the automotive/truck build and repair industry, and more recently having managed a team of field and workshop technicians in the municipal industry, Walmaggia brings with him a wealth of after sales service support and leadership experience. Walmaggia says he plans to inject renewed energy and excitement into the department while building new structures and streamlining existing processes to better support Conquest’s accelerated growth. “We are striving to present a service offering to match the quality and innovation that the cleaning industry has come to expect from our range of industrial floor cleaners,” said Walmaggia. The relocation of an expanding spare parts inventory to Conquest’s significantly larger Melbourne-based facility, along with the introduction of a new barcoding system, are further improvement projects planned for roll-out in early 2018. “Longer term, you can also expect a stronger ground-presence from our service team in Brisbane and Sydney, as well as simpler, more-automated systems that enhance the customer experience.”

Max Walmaggia

www.conquestequipment.com.au

www.incleanmag.com.au 53

MARKETING

R&J Batteries sets up shop in New Zealand Karcher Australia partners with Adaptalift GSE Karcher Australia has partnered with Adaptalift GSE (Ground Services Equipment) to provide cleaning equipment to one of the largest commercial facilities in Australia. Adaptalift GSE, an arm of the Adaptalift Hyster has been providing larger site cleaning equipment for many years. The collaboration is the largest local cleaning equipment roll outs in both businesses’ history. Lucas Paris, business manager – professional channels, Karcher Australia, said the rollout will be staged in two phases throughout the first half of 2018. “The project was a labour of love from many key people in the Karcher/Adaptalift GSE businesses, and has been a long road from introduction to equipment delivery,” Paris said. The soon to be announced customer will be receiving a mix of Karcher’s full solution offering encompassing; Ride On Sweepers (KM 90/60 with carpet kits, KM 170/600), Combi Sweep & Scrub Machines (B 300), Walk Behind and Ride On Scrubbers (B 120, B 90 & B 80), Carpet Cleaning Machines and a full range of unique tailored accessories. “Both teams spent several late nights liaising with team members and site managers delivering different machines, monitoring results and adjusting accessories until the ultimate solution was found. Karcher/Adaptalift GSE recognised how important it is for the users to be happy and confident with the tools they use every day. “Karcher/Adaptalift GSE collaboratively design a solution unique to the site which included; warning beacons, working lights, movement beepers, waterproof reverse cameras and many more unique features fitted by Karcher Australia’s expert technicians at Eastern Creek.” Read more in the next issue of INCLEAN magazine.

R&J Batteries has opened a distribution warehouse in Onehunga, Auckland to better support its growing partners in the New Zealand cleaning industry. The warehouse has been operational since January from a temporary location and will expand into an adjacent customised site during February. “Our goal is to provide our valued customers with the right battery and battery charger solution for scrubbers and sweepers,” said R&J Batteries’ industrial sales manager Mark Ray. “The demanding use inherent in floor machine applications requires deep cycle power solutions that can provide maximum runtime and minimum downtime for maintenance. “R&J offer a complete line of 6-volt and 12-volt flooded deep cycle, advanced VRLA/AGM and lithium iron phosphate battery solutions.” R&J Batteries has appointed Warrik Skulve to head up the R&J Battery NZ operations. “We have been incredibly fortunate in recruiting Warrik. He has long experience at a top level in the NZ battery industry in sales, marketing and technical training. “Warrik holds a trade certificate in automotive electrical engineering and a diploma in sales management and has been involved in the battery industry for more than 10 years.” www.rjbatt.com.au

www.kaercher.com/au/ www.aalgse.com.au

Chris Rey Joins TBC True Blue Chemicals has appointed Chris Rey as the company’s sales director. Rey has years of industry experience and has held a number of senior sales and management positions. He will lead the sales functions of True Blue Chemicals, and will support the ongoing strategic direction and development for True Blue Chemicals. “Chris has excellent industry experience will contribute valuable insights into our business along with his extensive sales experience,” said Brad Macdougall, True Blue Chemicals managing director. www.truebluechemicals.com.au Chris Rey

54 INCLEAN March/April 2018

MARKETING

Nilfisk Direct celebrates third anniversary The Nilfisk Direct team is celebrating its third anniversary in April this year. Made up of experienced cleaning professionals, the Nilfisk Direct team is responsible for liaising with clients to better understand their cleaning needs and provide holistic solution-based packages, services, support and backup. The team is dedicated to providing value, transparency and simplicity for its clients by managing all aspects – purchasing, training, servicing and preventative maintenance – from beginning to end so clients are able to focus on other areas of their business. “Ongoing support is of the highest priority to our team,” said Denise Campbell, sales manager direct team, Nilfisk Direct. “Our clients have a national dedicated team and out-ofhours support to ensure that tailormade solutions are available right around the clock.” Campbell says the benefits of using Nilfisk Direct are evident for companies of all sizes. Smaller clients can make the most of their budgets and receive support to keep the total cost of ownership down. Meanwhile, Nilfisk can execute site surveys and create national purchasing strategies for its larger clients who work across multiple sites in various states. “The expanding Nilfisk Direct team provides a better standardised service across every state and city,” said Campbell.

“Most regional and urban areas receive the same level of service and costings, enabling a fairer outcome for all businesses and eliminating the price premiums often faced by more remote organisations. “Clients are rest assured they are receiving expert advice and the very latest in new technology, allowing them to extract the most from each machine and thus make their jobs easier.” www.nilfisk.com

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MARKETING

Cleanstar upgrades signature backpack vacuum Cleanstar has upgraded its Italian made Ghibli T1v3 with a specially designed harness and clear lid option to improve user experience.Cleanstar director, Lisa Michalson, said the company upgraded the backpack vacuum in February after spending 12 months with a designer of mountaineering products to The Ghibli T1v3 develop the most comfortable backpack assembly harness on the market. “The harness now comes with extra foam, longer straps and Velcro waist straps. The clear lid option was designed for cleaners who want to check the level of dirt in the machine so they know when it is time to change the bag.” The Ghibli T1v3 is available around Australia via Cleanstar’s distribution and service network, and can be purchased either in store on online. The replacement parts and accessories are also easily accessible through the same channels. “While originally designed for heavy duty use, the backpack vacuum can be used both domestically and commercially,” said Michalson. “The new harness means the vacuum is now extremely comfortable to use. It’s powerful, lightweight and reliable, so will get the job done quicker.” www.cleanstar.com.au

The i-team

OCS NZ introduces chemical free cleaning OCS is a step closer to becoming the most environmentally sustainable cleaning business by 2020 thanks to implementing a chemical free cleaning technology that uses tap water and ozone in its cleaning regimes. The technology is currently being used by OCS staff at Victoria University of Wellington and the Wellington-based Transpower head office. Day supervisor at Victoria University, Christa Turner, said the ozone technology has changed the way staff work. “Throughout my cleaning career I have always used chemicals that are strong scented and rough on skin. Anyone can use this new product,” said Turner. “In the past, I’ve had colleagues break out in rashes on their arms because of the chemicals they were using.” The technology uses Stabilised Aqueous Ozone (SAO) and is proven to be more effective than bleach and chlorine based cleaners. It is non-irritant, non-caustic and breaks down to water and oxygen once it’s finished working. OCS general manager Central Region Clinton McKee said there is a number of benefits when using the SAO and it is great news for staff. “Hazardous chemicals are eliminated, there’s no guess work required in mixing chemicals, and the product can be safely used in enclosed areas with little or no ventilation,” he said. McKee said there is also a big reduction in the environmental impact with SAO reverting back to oxygen and water when it’s no longer in use, meaning toxic chemicals aren’t disposed into the waterway. “Because it’s all done on site in the one place there’s a reduction to the carbon footprint and it also eliminates the raw materials which are used to make cleaning chemicals made up of numerous non-renewable items.” The introduction of SAO follows the release of OCS NZ’s sustainability report last year. Newly appointed managing director of OCS NZ and Australia, Gareth Marriott said: “We’re continuing to test ourselves and set the bar high in order to ensure a legacy for the next generation.” The company is considering rolling out SAO to other regions. www.ocs.com/nz

i-team makes its mark The i-team is a global family of cleaning retail and distribution partners that deliver intelligent, convenient and quality cleaning machines, products and utilities to the building services industry. Distributed exclusively in Australia by Abco Products, the i-team product range includes award winning vacuums, gum removal machines, scrubbing machines, cleaning trolleys and floor scrubbers. 56 INCLEAN March/April 2018

“All of the i-team products are smooth and sleek, and are designed in the Netherlands,” said Tim Pugh, i-range manager for Australia. “Most of the i-team products are battery powered and use the same lithium-ion battery system that allows for one hour run time with only one hour charge time. “Using the same batteries for a mop, vacuum and i-gum machines gives cleaners freedom of movement, increased efficiency and the flexibility to interchange batteries between equipment while others are charging.” Winner of three innovation awards for its i-mop XXL machine, i-team also came fourth out of 50 companies in the Deloitte Fast 50 Awards, ranking as the sector winner in the Clean Technology category. www.abcopro.com.au

MARKETING

Rubbermaid introduces high absorbency spill mop Rubbermaid Commercial Products has introduced a high absorbency spill mop for busy healthcare, hospitality and retail environments where liquid spills are a common slip hazard. Developed at the Newell Brands Design Centre, the high absorbency spill mop (kit and accessories) is a solution for accidental liquid spills and incidents that occur on a daily basis, presenting a serious slip hazard for staff, patients or customers. This spill management solution features a no-touch quickrelease design so the user can dispose of the mop pad after use without coming into contact with any liquid or contaminated substance. The single-use, disposable pad is made of highlyabsorbent non-drip materials that lock liquid inside to contain mess during disposal. “It is common for busy hospitality or food service venues to have to deal with one or more spills every service. In a hospital or healthcare setting, staff can deal with more than 10 liquid spills or biohazard incidents every day,” said Chris Davis at Rubbermaid Commercial Products. “When liquid is on the floor in any high-traffic, potentially-

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slippery area, time is of the essence. Using this new, highly absorbent spill mop, the spill is gone and the floor is dry in 30 seconds – usually the time it takes to get a slip hazard sign.” “We’re proud to have developed a solution to this serious, daily challenge in a faster, more effective way, “added Davis. The spill mop dries the floor up to 50 per cent faster than a traditional string mop. The mop pad is made of highly-absorbent polyacrylate material which can absorb approximately one litre of water or 400 ml of high-density fluid in 30 seconds. The non-drip, no-leak mop pad absorbs and locks in liquid to prevent dripping. www.rubbermaidcommercial.com.au

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www.incleanmag.com.au 57

MARKETING

Aussie Hydro-Hush debuts in Cairns Australian Pump Industries’ Aussie Hydro-Hush has made its debut in North Queensland with the help of local entrepreneur, Brad Dowd. Dowd said he recognised a need for a machine that could clean flat, outdoor surfaces without harming the environment. “Even though the system is being used widely around Australia, this is a first for Cairns,” said Dowd. “I believe it will change the way councils, fast-food service, supermarkets and other operators of public spaces are keeping Cairns looking sharp.” Built by Australian Pump Industries in Sydney, the environmentally-friendly steam cleaner features 4,000 psi pressure with a flow of 20 lpm which promptly removes graffiti, chewing gum, oil stains and food spills. Designed to steam-clean without the use of harmful chemicals, the machine provides ecological advantages that were previously unavailable. “The unit is in accordance with the latest environmental rules as far as contamination of storm water and sewer lines are concerned,” said Dowd. “It can also be operated at night without disturbing nearby residents.” The machine’s low noise levels (75Dba) are achieved by the fitting of a sound dampening material on stainless steel panels that fully enclose the machine. The engine’s water cooled Kubota diesel

Brad Dowd with the Aussie Hydro-Hush

can comfortably operate even with those fully encoded panels. “The clean and capture system built into the Aussie Hydro-Hush steam cleaner is also unique. It carries its own water, captures the wastewater, recycles it and then uses it again,” said Dowd. www.aussiepumps.com.au

Mastering tertiary facilities with Tork Students and staff of one leading Australian tertiary institution have been using Tork Professional Hygiene products for many years. But they have recently undergone a changeover in all the washrooms and kitchens in more than 120 buildings. What was the catalyst for change? During a recent review of the toilet supplies contract, the facility manager, was introduced to new Tork products – Tork SmartOne Toilet Paper and Tork Foam Soap. “The new products and projected usage and cost savings were worth changing over,” he explained. Thousands of dispensers have been removed and replaced across all the city campuses, with regional campuses still to

be finalised. “It went seamlessly. Tork looked after everything and it happened a lot quicker than we expected,” said the facility manager. Reports from the institution indicate that the savings are already being realised after only six weeks of installation. “There has been an exceptional reduction in usage with the Tork H1 Hand Towel and the Tork Foam Soap,” he explained. Prior to the change, the institution was using various Tork interleave towels and Tork Spray Soap and they were going through refills quickly. “Now students only need one pump of foam soap to wash hands and one or two towels. In fact, some washrooms have only had one refill change in a whole month.” Another plus, according to reports is the reduction in wastage. Tork Jumbo dispensers have been replaced with Tork SmartOne twin dispensers. Previously, small amounts of paper left on jumbo rolls were thrown away when dispensers were refilled to reduce the chance of run-out. With the centrefeed twin dispenser, the toilet paper can be used to the very end as there are two rolls, so there’s no chance of runout and no wastage. The coordinated and award-winning Tork dispensers in white have been installed in most buildings and black dispensers in some newly refurbished areas. “We’re really happy with the new dispensers,” said the facility manager, “And the service Tork provides – any requests are attended to quickly and easily.” www.tork.com.au

58 INCLEAN March/April 2018

MARKETING

Makinex Construction Products launches in the UK Makinex Construction Products has launched in the United Kingdom. Established in Australia in 2004, Makinex designs construction equipment for the hire and rental industry. “Entering new markets around the world can be a minefield,” said Makinex managing director Paul Weaver. “Two years ago, we partnered with Morris Site Machinery (MSM) in the United Kingdom because we held similar values. “MSM has represented Makinex range in a highly professional way during this time, which we are very grateful for. MSM has set the foundations for Makinex in the UK and now we feel the time is right for the Makinex brand to go it alone.” Makinex’s goal for the next 10 years is to have 20 products

Makinex designs equipment for the hire and rental industry

in 20 countries. The business already has offices in Australia and North America, and distribution partners in 12 other countries. www.makinex.com.au

NEW

23% INCREASED PRODUCTIVITY

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PRODUCTS

Environmentally-friendly chemical range Cleaning solution for delicate floor surfaces SEBO’s delicate green range of soft bristle brush rollers and economical brush strips are designed for use on cushion vinyl and wool loop carpet. The delicate green brush strips and green brush rollers are hard and soft floor compatible and suit the SEBO power brush series and upright vacuum cleaners. Also available are the optional red stiff/hard bristles for deeper cleaning and pile lifting. SEBO Australia 02 9678 9200 www.sebo.com.au

The EarthSmart range offers high performance cleaning with the added comfort of knowing you are not harming the environment. All products in the range are non-hazardous in accordance with the new Globally Harmonised System of Classification and Labelling (GHS). The EarthSmart range is readily biodegradable, non-hazardous and nontoxic. It is chlorine and phosphate free and is designed to be kind to the environment. To further minimise consumption EarthSmart products have been designed for use in 500ml refill-reuse bottles. Whiteley Corporation 1800 833 566 www.whiteley.com.au

REMOVES ODOURS

Biodegradable toilet paper Enviroplus Bioactive toilet paper is an environmentally-friendly PEFC certified tissue paper that helps maintain sewage pipes and drains. The paper is the only toilet paper in Australia that uses BATP technology which consists of five natural microorganisms. When activated, the microorganisms produce enzymes that biodegrade encrustations and organic substances in pipes, removing unpleasant odours. Abco Products 1800 177 399 www.enviroplusproducts.com.au

Ultra-fast glass and mirror cleaner Flash Dry is a glass and mirror cleaner that evaporates quickly to leave surfaces clean and streak-free. Designed for spray-and-wipe cleaning of all shiny surfaces, Flash Dry contains a specially developed blend of alcohol solvents and low-residue surfactants which break down soil and oily finger marks. Its ammonia-free formula makes it suitable for cleaning tinted glass. Agar 1800 301 302 www.agar.com.au 60 INCLEAN March/April 2018

Safer, sturdier walkbehind scrubber Conquest’s Carbon Edge walk-behind scrubber is the latest innovation clearing the way into major retail environments nationwide! Durable, simple to operate and impressively powerful. The scrubber combines orbital scrubbing technology with high performance motors and down pressure to infiltrate deep into even the most porous hard floor surfaces. Recommended for non-slip textured floor surfaces such as those in supermarkets, healthcare, food and beverage manufacture, schools, automotive and retail environments. Conquest Equipment Technologies 1800 826 789 www.conquestequipment.com.au

SIMPLE TO OPERATE

ROBUST & COMPACT

Manually operated flexible scrubber-driers The Scrubmaster E10 and B10 models are compact, robust and easy-tohandle scrubber-driers designed to clean smaller floor spaces. Each model cleans up to 1400 square metres per hour and has a detachable tie bar, which saves space when stored away or during transport. The protruding cylindrical brush enables edge-close working, rendering time-consuming finishing work unnecessary, and the twin cylinder cleans granulated floors and joints for optimum results. The machines’ detachable battery systems have a net running time of up to 30 minutes and are easy to replace. Hako Australia 1800 257 221 www.hakoaustralia.com.au

Three-part sports floor care system The SportKote PC Sports floor care system consists of three products. The first is a one-part water based gym coating system which features polycarbonate technology to offer increased depth and extreme durability. The second component is a deep cleaning floor preparation solution which pulls dirt from the existing finish and prepares the substrate for maximum adhesion. The final component is a restorative cleaner which promotes bond resilience and durability in the finish, while extending the life of the floor itself. Whiteley Corporation 1800 833 566 www.whiteley.com.au

PRODUCTS

Hospital grade disinfectant

SIMPLIFIES CLEANING

The Viraclean system provides healthcare facilities with optimum surface cleaning and disinfection results, supported by staff training. Viraclean passes TGA Option B and kills a broad range bacteria and viruses including VRE, MRSA, Hepatitis B Virus, Herpes Simplex Virus and the Influenza Virus. Viraclean simplifies complex cleaning and disinfection procedures. Viraclean is pink liquid with a mild lemon fragrance. It is conveniently packaged in 500ml squeeze and spray bottles and five litre containers. Whiteley Corporation 1800 833 566 www.whiteley.com.au

BATTERY POWERED

Quiet multipurpose floor scrubber The Mitchell Colt multi-purpose scrubber is built to last in commercial cleaning environments. The compact design allows superior manoeuvrability and increases productivity while the quiet, electric motor provides continuous operation of up to three hours with a single charge. Easy and simple to operate, the scrubber cleans small to medium size areas quickly and efficiently and collects waste into a separate tank, leaving floors clean and dry in a single pass â&#x20AC;&#x201C; significantly reducing OH&S accidents due to wet floors. Polivac International (613) 8378 0000 www.polivac.com.au

Award winning upright vacuum The Valet vacuum is an award winning battery powered upright vacuum ideal for nursing homes, offices and education facilities where power is not easily accessible or cords pose a risk. Weighing 5 kilograms, the vacuum comes with an l-ion battery which runs for 50 minutes and includes an indicator to show battery levels. A HEPA bag is included as well as a self-adjusting nozzle which allows the vacuum to move evenly over all flooring surfaces. Abco Products 1800 177 399 www.abcopro.com.au

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PRODUCTS

Gum removal solution The i-gum is a selfcontained backpack that provides complete freedom of movement. The unit is attached to an ergonomic lance designed specifically to ensure fast, reliable and easy operation. At the point of contact, the specially designed brush emits a pH neutral and safe enzyme steam mixture to dissolve chewing gum, which can then be brushed away. Abco Products 1800 177 399 www.i-teamaustralia.com.au

Floor brushes a sweeping success Cleanstar’s range of patented floor brushes are designed to clean carpets, rugs, tiled and grouted surfaces. Manufactured in the USA, the Spotty, Rug Renovator and Tile Diamond brushes are lightweight and can be used for both gentle and aggressive cleans. Each brush comes with a telescopic rod and, when used with chemicals, offer a uniform distribution of chemical for a thorough clean. Cleanstar 03 9460 5655 www.cleanstar.com.au

Heavy duty detergentdegreaser

ENVIRONMENTALLY

FRIENDLY

Enyclean is a heavy duty detergent-degreaser, specially formulated to be tough on grease, oil and dirt while gentler on the environment. Licensed with GECA, it is biodegradable, non-toxic and made using renewable and regrowable surfactants and coconut oil derived detergents. Enyclean’s formulation can remove a range of stubborn soil from floors, equipment, machinery, tiles, concrete, walls, and vinyl upholstery. Agar 1800 301 302 www.agar.com.au 62 INCLEAN March/April 2018

Powerful backpack battery-powered vacuum

Powerful sweeping machine for hard surfaces The Sweepmaster B500 is a powerful sweeping machine designed for use on all hard floors and carpets. Featuring a highly-effective filter cleaning system, the sweeper has a coverage rate of up to 2400 square metres per hour. The machine is easy to operate due to its clearly arranged control panel which explains each function of the machine by using easy to understand symbols. The B500 has a maintenance-free battery system which ensures long running times and an onboard charger for uncomplicated charging. Hako Australia 1800 257 221 www.hakoaustralia.com.au

Kärcher Australia’s BV 5/1 backpack battery-powered vacuum is the ideal solution when narrow spaces hinder cleaning work. The ergonomic and patented carrying frame with the air stream comfort system makes for easy handling and prevents unwanted vibration. It can be easily adjusted to ensure a comfortable fit. Operation of the machine is convenient, as all operating and additional functions such as the eco!efficiency mode or the charging status display are controlled directly via the control panel on the waist strap. The cordless operation of the BV 5/1 eliminates the risk of trip, falls and injuries. Kärcher Australia 1800 675 714 www.karcher.com.au

IDEAL FOR NARROW SPACES

Sweeper-scrubber delivers intuitive cleaning solution The new Nilfisk CS7010 Hybrid and ePower combination sweeperscrubber delivers the most thorough and intuitive cleaning solution in its class. It requires less labour and maintenance resources, equating to the lowest cost of ownership while increasing fuel economy and runtime efficiency. By replacing power-hungry, high maintenance hydraulic systems with electronically controlled, low-maintenance drives, the CS7010 makes cleaning more effective, simpler and safer. Available in three models – LPGHybrid, Diesel-Hybrid and ePower Battery – it’s ideal for warehouses, manufacturing plants, stadiums, universities and parking facilities. www.nilfisk.com/en-au

Biodegradable cleansing wipes Dermalux cleansing wipes are single use wipes designed for everyday use. They are suitable for use in aged care, inhome care, hospitals and palliative care facilities. The wipes are gentle on skin and contain natural emollients leaving skin feeling fresh and invigorated. One wipe should be used for each patient area i.e. face, hands, back and perineal area. A key point of difference is the fact that they are made from sustainable bamboo and are 100 per cent biodegradable. Whiteley Corporation 1800 833 566 www.whiteley.com.au

GENTLE ON SKIN

Hospital grade disinfection with nothing but water!

THE BEST OF BOTH WORLDS. A combined steam cleaner and wet dry vacuum in one – the Kärcher SGV 8/5. The easy-to-use Kärcher SGV 8/5 steam vacuum cleaner provides hygienic cleanliness every time. The SGV 8/5 uses steam pressurised to 8 bar and a powerful wet and dry vacuum function to ensure hygiene-critical environments like kitchens, bathrooms, restaurants, hospitals and aged care homes are kept hygienically clean with minimal operator effort. For your FREE onsite demonstration, contact Kärcher on 1800 675 714. www.karcher.com.au