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Editor’s letter
he ISSA Cleaning & Hygiene Expo has continued to build on its local success in Australia, with industry and product leaders gathering in Melbourne for the third annual event last month. Among the highlights of this year’s event was a discussion on the future of the industry, where panelists offered opinions from all areas of the sector. Panelists agreed the industry needs to offer value to customers beyond price, with one stating, “if you win business on price, you will lose business on price”. Read our wrap-up of the event from page 20. The winners of this year’s Innovation Awards were also announced at the ISSA Cleaning & Hygiene Expo. Read about the innovative products and services that won in their respective categories on page 24. Also in the issue, we share highlights from the BSCNZ’s biennial industry event in Taupo as well as the Rapid Group’s annual conference in Sydney, where the group’s NZ Member of the Year and Supplier of the Year were announced. We’re also excited to unveil the magazine’s new look in this issue. Our goal of the redesign is to remain the industry’s leading resource by providing more in-depth articles and thought leadership from key opinion leaders, as well as giving greater focus to the products, technologies and innovations driving the industry. We’d love to get your feedback on the new look, as well as your views on the industry topics you would like to read more about. The team at INCLEAN would like to wish all our valued readers, advertisers, contributors, and associate partners, a very merry Christmas and happy holiday season! We would also like to thank you for your ongoing support throughout 2019 and look forward to working with you in 2020! Happy reading,
Claire Hibbit Managing Editor
FOR MORE INDUSTRY NEWS FOLLOW US ON
CHECK OUT WWW.INCLEANMAG.CO.NZ www.incleanmag.co.nz 3
What’s on ISSA North America
18-21 November, 2019 Las Vegas is the host city for the 2019 ISSA North American ISSA convention. www.issa.com Interclean Amsterdam
12-15 May, 2020 Interclean is the world’s leading platform for cleaning and hygiene professionals. www.intercleanshow.com
RIA Conference and Tradeshow 10-12 June, 2020
The 2020 RIA Conference and Tradeshow will return to the Sunshine Coast, Queensland.
ISSA Cleaning & Hygiene Expo 26 – 27 August, 2020
The industry’s leading trade event will be held in Sydney.
Safety in Action Conference
MOST CLICKED www.incleanmag.co.nz
Auckland cleaning company fined for underpaying staff
MBIE names and shames dodgy employers
Auckland-based cleaning company and director ordered to pay more than $123,000.
MBIE names employers who have breached minimum employment standards.
Industry celebrates Thank Your Cleaner Day
Govt announces proposals on unfair business conduct
New Zealand founded social initiative is celebrated around the globe.
New measures are designed to protect businesses from unfair commercial practices.
Under-reporting of injuries “significant issue” in cleaning
Hilton expands soap recycling efforts
Victoria University of Wellington academics share findings on prominent injuries in the cleaning industry.
Hilton expands soap recycling program, totalling 5300 properties in more than 70 countries.
26 – 27 August, 2020
The leading workplace health and safety event will be co-located with the ISSA Cleaning & Hygiene Expo.
Budapest Cleaning Show 14-15 October, 2020
Professional cleaning exhibition hosted by the Hungarian Cleaning Technology Association (MATISZ).
4 INCLEAN NEW ZEALAND November 2019
ON THE COVER Robotic cleaning machines can help forwardthinking companies leverage ground-breaking robotics technology. Tennant ANZ is ready to lead the way locally with its T7AMR solution that has already sold more than 1000 units in North America and Japan.
IN THIS ISSUE NOVEMBER 2019
Regulars
COVER STORY
03 Editor’s letter 06 Industry 14 Cover story 26 Distribution 28 Restoration 30 Technology 32 Opinion 36 Products
38
14
10
Features
10 Driving success Learnings from the BSCNZ’s biennial industry conference in Taupo 16 Leading by example Highlights from the third ISSA Cleaning & Hygiene Expo in Melbourne 26 The power of co-operation The Rapid Group proves the power of co-operation at its annual conference
Focus
20 Is your cleaning program environmentally friendly? 24 Let’s talk environmental impact 30 Don’t just survive, thrive!
14
37
26 www.incleanmag.co.nz 5
INDUSTRY NEWS
Pacific Hygiene ditches plastic from product packaging Pacific Hygiene is removing plastic from its products packaging with a target of being plastic-free by 2021. Working with leading manufacturers of starch-based resins Pacific Hygiene is developing packaging solutions for its tissue products that will biodegrade and be compostable. Gavin Kennedy, GM of operations at Pacific Hygiene, said the majority of plastic used in packaging wasn’t needed or had viable options for replacement. “Starch resin technology is developing fast and although a lot of companies talk the talk not many are walking the walk. “Someone must go first and our goal to remove five-tonne of plastic from landfill per year is a good start,” Kennedy said. Inspired by filmmakers Paul Hellier and Jamie Lepre who staged their protest to support Plastic Free July, Kennedy says it’s not the lowest cost option but being a 100 per cent New Zealand-company it is the right choice for NZ and he challenges other NZ tissue companies to follow suit.
Careerforce celebrates 25th anniversary Industry training organisation Careerforce has celebrated its 25th anniversary. Jane Wenman, Careerforce CEO, said a lot has happened since its launch in 1994, but the organisation is proud to have supported the training and upskilling of tens of thousands of trainees and apprentices. Careerforce started as an organisation of nine staff in Christchurch, and has now grown to an organisation of 160, working with more than 1000 employers nationwide, and presently supporting more than 15,000 trainees and apprentices. Careerforce was first established as Community Support Services ITO (CSSITO) in 1994, with the trading name changing to Careerforce in 2006. It took its current shape as a result of ITO consolidation between 2011 and 2016, including mergers with Social Services
ITO (SSITO), Building Service Contractors ITO (BSCITO) and Health Ed Trust (HET). Fiona Pimm, board chair, said: “Many of our trainees and apprentices support some of New Zealand’s most vulnerable people, and their commitment to upskilling is essential to improving both their personal outcomes, and those they are supporting. I would also like to recognise Careerforce’s staff. “With the present vocational education reforms, there is a lot of change and uncertainty, but their commitment to supporting better health and wellbeing outcomes has remained unwavering”. Wenman said the company is working closely with officials as reform implementation plans are developed, and remain absolutely committed to ensuring that the workforce development needs of the sectors are championed as the new vocational system takes shape.
Frontline Cleaning Supplies appoints business development manager Frontline Cleaning Supplies, the consumables division of Proquip New Zealand, has appointed Alison Anthony as business development manager. Anthony’s experience includes hotel management, managing the Auckland Racing Club, facilities management of sites such as Eden Park and Fonterra locations. Hailing from Malaysia, Anthony also speaks six languages including Malay, Tamil from southern India, English, German, Swiss German, and Russian. 6 INCLEAN NEW ZEALAND November 2019
Anthony said he is looking forward to his future with the team at Frontline Cleaning Supplies. “I really enjoy talking to our customers, building relationships with them, helping them choose products that deliver the optimum blend of quality, price, performance and sustainability for their specific needs.” The appointment comes as Frontline prepares to launch several new product developments including an ecofriendly range and the Cleanmaster Gold chemical offering.
INDUSTRY NEWS
ANZ receives Living Wage accreditation
Pro Clean Taranaki rolls out first electric vehicle
ANZ has become the second bank in New Zealand to receive the Living Wage Employer accreditation. The accreditation means 13 organisations specified by the accrediting body who provide ANZ with services such as commercial cleaning, security and concierge, on an ongoing and regular basis will also be paid the Living Wage or above. The Living Wage is defined as the income necessary to provide workers and their families with the basic necessities of life. Living Wage Movement Aotearoa New Zealand accreditation co-ordinator, Felicia Scherrer, believes this is a key step in enabling people to participate fully within their communities. “We believe that by making the commitment to become a Living Wage Employer, ANZ will encourage other businesses to step up and pay the Living Wage.” Most of these changes will occur in 2021 and ANZ will assess all future contracts to ensure that they are compliant with the accreditation. The 2019 Living Wage is set independently by the New Zealand Family Care Social Policy Unit. At this time the Living Wage is $21.15 per hour and is reviewed annually in April. The current minimum wage in New Zealand is $17.70 per hour.
Pro Clean Taranaki’s first electric vehicle has hit the streets, with the cleaning and waste service provider planning to convert its entire fleet to electric by the end of 2022. The EV roll out is part of Pro Clean Taranaki’s wider environmental strategy, which has already seen the service provider go paperless and introduce a range of eco-friendly products and equipment to its cleaning programs. Pro Clean Taranaki specialises in commercial cleaning services for councils, the education sector and oil and gas. Kim Howarth, director of ProClean Taranaki, said the move to electric was the “next natural progression” for the company as its customers, largely council, look for more sustainable solutions. “The cleaning industry is highly competitive, and customers are asking more questions and seeking greener solutions,” Howarth said. According to Howarth Pro Clean Taranaki reported 650 per cent growth in the last 12 months after securing several major contracts, including a seven-year deal with a local council. The company is now turning its focus to expansion, earmarking Wellington as its next market as well as eyeing the healthcare sector.
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INDUSTRY NEWS
RapidClean appoints first NZ board member
RapidClean has appointed Graydon Smith as the co-operative’s first New Zealandbased board member. Smith is the co-owner and director of Waikato Cleaning Supplies – one of the first cleaning supply stores to join the RapidClean New Zealand network at the time of its launch in 2017. Craig Newton, who was appointed as the group’s first country manager for NZ in 2018, said it has been exciting to grow RapidClean and its national member base in New Zealand. “RapidClean New Zealand finished FY19 with a tremendous growth locally,
and with members embracing the program delivering savings, education and innovative products to the cleaning segments of New Zealand.” Smith will join the board as the group’s first New Zealand-based representative from next week at RapidClean’s annual conference to be held in Sydney. Smith and his wife Danielle were also the recipients of the inaugural NZ Member of the Year at RapidClean’s conference last year, which was held in Auckland. “Since the [2018] conference the NZ member group have embraced the structure and philosophy of being in a buying
co-operative and the benefits that can be passed on to the customer base, enhancing growth month-on-month,” Newton said. Smith, who began his career as an after-school cleaner, has operated Waikato Cleaning Supplies since 2016. Prior to that his previous roles included B2B and corporate account management, retail management, branch management and SME regional sales management. “When I first came across the Rapid Group with the idea to establish the model in NZ I knew it was a direction I wanted WCS to take as there is a very similar design change in the telco industry that I was involved in with great success in the B2B sector,” Smith said of his decision to join the Rapid Group. “I will give it my best to serve as the voice for my fellow Rapid NZ members so that we together with our customers keep getting better.” Newton said he is looking forward to working with Smith to build the New Zealand network. “I, along with our RapidClean New Zealand members are looking forward to working with Graydon and the board to achieve further growth in New Zealand to the benefit of our customers in the New Zealand cleaning industry.” RapidClean NZ members are 100 per cent New Zealand-owned. The group first entered the NZ market in 2017. Today there are 12 members in New Zealand and 56 members in Australia.
RCP appoints Pacific Hygiene as local agency Rubbermaid Commercial Products (RCP) has appointed Pacific Hygiene as its local agency in New Zealand. Jonas Cruz, head of sales and trade marketing at Rubbermaid, said the company was after a partner that had the scale and structure to support RCP’s growth strategy. “As [RCP] looked to drive best-in-class delivery and support to distribution partners within New Zealand [we] needed to find a partner that had the scale and structure to support a strategy to grow RCP in New Zealand, while also maintaining continuity of supply and current market structures already in place.” Gavin Kennedy, GM of operations at Pacific Hygiene, said the company is 8 INCLEAN NEW ZEALAND November 2019
proud to be able to represent a global brand like RCP to the New Zealand and Pacific Island markets. “I’ve had a relationship with Rubbermaid and its products for a long time now and its recognised as a leader for innovation and product quality.
“For one reason or another it’s not met its market potential in New Zealand over the past 10 years and it’s now poised, with the best distribution model and market strategy, to change that.” Kennedy said the range is expected to be expanded, and stock holding will be increased to meet the variable demand of Rubbermaid buyers throughout the country. “Healthcare and cleaning is a major market for RCP’s offering but the range also offers a collection of materials handling and storage solutions which are yet to be tapped here. “Kiwis will definitely see this brand grow and become part of their lifestyles both at work and home,” Kennedy said.
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INDUSTRY
Driving success
He aha te mea nui o te ao. What is the most important thing in the world? He tāngata, he tāngata, he tāngata It is people, it is people, it is people. It was this proverb that set the tone for the Building Service Contractors of New Zealand (BSCNZ) biennial industry conference in Taupo, with the two-day event centred on the importance of creating people-centric businesses. The conference, which had more than 120 commercial cleaning operators, distributors, manufacturers and suppliers in attendance, hosted an array of local and international speakers sharing insights and learnings on leadership, health and safety, and regulatory compliance. Opening the conference Immigration Minister Iain LeesGalloway praised the work of the BSCNZ members. LeesGalloway also provided an update on impending changes to the government’s employer-relations system. “Some businesses that pay good wages are having to compete with others who cut wages and conditions to gain contracts. By preventing a race to the bottom, you ensure competition is based on better products and services and investment in skills, training and equipment,” he said. “We are taking the time to get the design of fair pay agreements right. Before the end of the year, we intend to share a proposal of how we can manage fair pay agreements.” Owner and president of Harvard Maintenance – the largest family-owned janitorial company in the US – Stan Doobin shared his company’s journey to success, encouraging attendees to “always look at your own business”. “We’re competing against ourselves, not our competition,” Doobin said. The former president of the International Building Service Contractor Association, who has been at the helm of his family’s business since 1994, attributed the company’s success to Harvard’s ‘Inverted Pyramid’ management concept – flipping the corporate hierarchy on its head, putting employees first so they in turn deliver high customer service to clients. “Anybody can be the lowest cost provider. You need to take care of your people.” 10 INCLEAN NEW ZEALAND November 2019
According to Doobin, the Inverted Pyramid is the foundation of Harvard’s philosophy of supporting its 10,000-strong workforce. “It doesn’t matter if you operate in New Zealand or in the US, cleaning is a people business and they are the only asset we have. If you take care of your people, they will take care of you.” During his presentation Doobin urged delegates to apply the ‘bus theory’ to evaluate their team. “When hiring you need to put the ‘who’ before ‘what’. You have to make sure you have the right people on the bus and get the wrong people off the bus.”
COLLABORATION AND INNOVATION The conference brought to light some of the innovative and collaborative partnerships BSCNZ is engaging in, including the association’s newly inked agreement with the Ministry of Social Development (MSD) as part of a joint effort to minimise the BSCNZ members labour shortage issue. Under the agreement, which was launched at the conference, the BSCNZ will be the official national work broker for the commercial cleaning industry. The contract will see the BSCNZ work with the ministry to identify and assess candidates suitable for work in the sector. Sarah McBride, CEO of the BSCNZ, said the partnership is a “game changer” for the association and its members. MSD’s Kal Marsden said the ministry is excited to be working in partnership with BSCNZ to support the commercial cleaning sector with its workforce needs. Candidates referred to by the MSD will be screened by the BSCNZ to ensure suitability, including verbal interviews, face-to-face interviews, and assessments including literacy comprehension and a health assessment. Candidates will then be available for interviewing by BSCNZ members. Employers will be required to sign an agreement to participate and receive a wage subsidy incentive, equal to at least 30 hours per week at a minimum wage for the first six weeks of employment. The agreement will also offer incentive payments for employers where MSD clients remain in employment for three months and then six months. The BSCNZ has also appointed an employment broker to facilitate the process at the conference, her name is Toni Hasselman. It is estimated the commercial cleaning industry has a labour shortage of between 2000 and 3000 cleaners.
“
INDUSTRY
It doesn’t matter if you operate in New Zealand or in the US, cleaning is a people business and they are the only asset we have. If you take care of your people, they will take care of you.
”
TOP LEFT: Keynote Stan Doobin presents at the BSCNZ conference TOP RIGHT: From left: Nadine Bryson and Murray Gale BELOW: From left: Stan Doobin, Paul Emery, Sarah McBride and Dominic Drumm
“These statistics underline how important is it for industries to promote career opportunities and grow their potential labour force by encouraging workers into their sectors,” Marsden said. In conjunction with the BSCNZ, Karen McBride-Henry, associate professor of nursing at Victoria University of Wellington and Dr Tara Officer, post doctorate research fellow at the Health Services Research Centre, Victoria University of Wellington, examined findings on prominent injuries in commercial cleaning. The research was based on ACC NZ 2013/14 – 2018/19 statistics on the cleaning sector, which includes commercial cleaning, chimney cleaners, domestic cleaners, road sweeping, window cleaning and facilities management. Dr McBride-Henry and Dr Officer also conducted qualitative research, with the findings from three case studies, involving both managers and cleaners, their findings were presented at the conference.
McBride-Henry said the study highlights the need to understand injury rates among commercial cleaners, including those not reported, since injury rates specific to cleaners working in commercial settings is unknown. “Every business in New Zealand has a responsibility to ensure, so far as is reasonably responsible, the health and safety of workers.” Lifting, carrying or having strain was the top cause of injury followed by loss of balance, work property, twisting movement and slipping and skidding of feet. Of all cleaner related claims between 2013 and 2018, the average number of claims per person was 1.4. The top five injury sites included back/spine (with more than 3000 reported injury claims), followed by shoulders (more than 1000 claims), fingers/thumb, hand/wrist and knee. Around 40 per cent of the injuries were reported by women, with 60 per cent reported by male cleaners. Among the recommendations following the study is the need for an anonymous reporting framework, which Dr McBride-Henry said would ensure no repercussions for cleaners reporting injuries. Dr McBride-Henry said there also needs to be an emphasis on stopping the normalisation of minor bruising and injuries. The study also highlighted the need to create “meaningful education” that should meet the needs of the learner. Health and safety, and the growing awareness of mental health in the workplace, was also discussed during an engaging panel session with Grant Hooker, 24/7 Environmental Services; James Fletcher, Treescape and Paul McBride, McBride Davenport and James Solicitors.
RAISING INDUSTRY STANDARDS The Ministry of Business, Innovation and Employment’s (MBIE) Tania Donaldson told attendees the MBIE has labelled the commercial cleaning industry as a “priority sector” following the release of the government’s updated procurement rules in June. “Every time someone puts an unsustainable practice in place, it’s putting compliant businesses at risk and driving a race to the bottom,” Donaldson said. www.incleanmag.co.nz 11
INDUSTRY
Attendees watch the car racing tournament in Taupo
“
We all share the ultimate objective of lifting the wellbeing of the workforce across the cleaning sector, and we can do that through using the voice of the employee in an intelligent way.
”
“Government has seen this happen and [the MBIE] is interested in the cleaning sector because we see it as a priority sector.” Donaldson also discussed the government’s Supplier Code of Conduct, which is currently in draft form and seeking public comment. “What the cleaning industry is going to increasingly see is the need for these codes to be referenced by agencies in tender documents, [tender] responses and in contract management discussions. “[Government] want to know [businesses] are treating employees fairly and that any other workers in the supply chain are being treated fairly as well. “Demonstrating that your business meets employment standards is becoming business as usual for New Zealand.” Craig Whitcombe from AskYourTeam, a software company that designs feedback platforms, also presented findings from a workforce exploitation methodology, conducted in conjunction with the BSCNZ, that could be applied to the industry to improve transparency and reduce exploitation. The Worker Wellbeing Audit aimed to increase transparency, with the potential to also help meet new government procurement obligations in the cleaning industry.
“We all share the ultimate objective of lifting the wellbeing of the workforce across the cleaning sector, and we can do that through using the voice of the employee in an intelligent way,” Whitcombe said. The pilot was conducted with 150 workers at three commercial cleaning operations in Auckland. The purpose of the pilot was to assess the viability of a tool for broader use across the cleaning sector. At the time of the conference the trial had reported a 70 per cent participation rate. The audit included 27 questions across key areas of worker wellbeing specific to the cleaning industry including contracts, pay, complaints, treatment at work, health and safety and culture. Questions were co-designed and relevant to the specific setting of the cleaning industry, with all participants anonymous. “We want to halt this race to the bottom because it’s the workers that suffer. We want to position the BSCNZ as a leader in the fight against work exploitation, and raise the profile of the sector, which will help retain and attract skilled labour.” Other presenters included motivational speaker Rob Hamil; author and corporate speaker, Alison Mooney; James McCulloch, Inspire Group; Jane Wenman, Careerforce and Jonathan Ryan, Immigration New Zealand (INZ). The event also provided delegates with networking opportunities, including a car racing tournament. Sponsors of the event include Tork, Kärcher, Cottonsoft, Makita, OfficeMax, Ask Your Team, Careerforce, Tennant, Premier Hygiene, Metrotest, Arrow Hygiene, The Service Company/ Proclean, Kiwi Maintenance Group, NZ Cleaning Supplies and Pacific Hygiene. INCLEAN NZ attended as a guest of the BSCNZ. ■
12 INCLEAN NEW ZEALAND November 2019
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Robotics is going to be a very important part of our strategy in ANZ and the value proposition we want to deliver for customers.
”
W
e all know technology is growing faster than ever. Computers, the Internet of Things, robotics, and other types of automation are changing the way businesses operate – from the way goods are manufactured and distributed, to the way people work and the kinds of jobs they do. And as technologies evolve, they typically become more affordable and more advanced. This is especially true of robots. Today’s sophisticated robots are used in more ways than ever – and their growth is accelerating. Any industry that includes redundant, repetitive tasks in their operations can potentially gain a significant advantage by leveraging the power of robotic machines.
Many of today’s robotic cleaning machines also offer the latest in sustainable cleaning solutions, technologies, and equipment — just like their non-robotic counterparts. Tennant’s machines, for example, minimise environmental impact in seven key categories including energy, CO2 emissions, ozone, smog, acid, eutrophication, and particulates. Not only is this great for the environment, but it’s cost effective, too. Today’s machines require less water and fewer chemicals – saving money on supplies while reducing downtime, thereby making cleaning crews more productive. This can help companies increase their bottom line and help BCSs in particular gain a competitive advantage in the market.
ROBOT CLEANING MACHINES
The cleaning industry is known for high turnover. To remedy these current challenges, robotics offers several benefits that could help retain and attract employees. First, robotics can aid employee retention by improving job satisfaction, performance, and
Robotic cleaning machines offer many practical advantages to both facility managers and BSCs – from increasing productivity, to improving employee retention, to reducing the likelihood of accidents. 14 INCLEAN NEW ZEALAND November 2019
THE BENEFITS TO EMPLOYEES
INDUSTRY // SPONSORED overall work quality. The high-tech equipment training involved enhances workers’ skills, which can make them feel more valued and help them become more desirable employees (while expanding their career opportunities). Robotic cleaning machines can also help companies repurpose existing workers. With less of their time spent doing rote, repetitive tasks, employees have more time to focus on other cleaning tasks like cleaning windows, bathrooms, stocking, emptying trash, etc.—ones that require a human to perform. For companies having trouble filling positions, robotic cleaning machines can help by enabling current employees to accomplish more in less time, allowing fewer workers to accomplish the work of a larger crew.
Floorcare is a challenge faced by many retail facilities. Now, retailers can ensure floors are cleaned thoroughly and consistently. Just as important, labour can be redeployed to other tasks to improve facility cleanliness.
2020 VISION Earlier this year Tennant Company increased its fleet of its 360 T7AMR (Autonomous Mobile Robot) floor cleaners – equipped with Brain Corp’s selfdriving operating system – at Walmart stores by an additional 1500, taking the total number of robotic floor cleaners powered by BrainOS to 1860. The robots operate collaboratively alongside Walmart associates by utilising a “teach and repeat” approach which allows associates to deploy the machine and adjust cleaning routes as the environment changes. In Australia and New Zealand the T7AMR will be available from the first quarter of 2020,
“THE INTERNATIONAL FEDERATION OF ROBOTICS (IFR) PREDICTS AN AVERAGE GROWTH RATE OF 20 PER CENT TO 25 PER CENT BETWEEN 2018 AND 2020 FOR THE PROFESSIONAL SERVICE ROBOTS MARKET, REACHING $27 BILLION IN VALUE.”
Questions to ask Whether you’re just dipping your toe into robotics or are ready to take the plunge here are some questions to ask if you’re considering robotics; 1. Do I have the right application and expectations for autonomous machines?
Robots are most efficient and appropriate for wide open spaces that are cleaned for at least three hours a day, five-days a week. Automated floor scrubbers can be trained to clean multiple routes per building and navigate around fixed objects.
2. How well-positioned is the partner to enhance the technology as robotics change?
When considering partners, look for a company with a long history in the cleaning industry, plus expertise and resources to update the software, which can improve performance and functionality.
3. Once the machine arrives, how quickly can we use the machine?
Be sure to ask how long it will take to be up and running once your equipment arrives on site. For example, will it take several
weeks for mapping of the facility to be completed before an autonomous cleaning machine can be used? Understanding the vendor’s timeline for deploying an autonomous cleaning machine will help you choose the right partner.
4. Who will train my staff?
Determine if the vendors you’re considering will provide start-up training as well as ongoing and consistent education and support for your team.
5. What impacts will using robotic cleaners have on my cleaning staff?
Rather than replacing employees, robots work in tandem with cleaning teams. Employees will need to prepare areas for robotic cleaning machines by moving floor mats, signage, carts and setting up routes. Additionally, cleaning staff can be reallocated and/or better coordinated so they can perform other tasks.
with local support to be provided directly from Tennant Australia and New Zealand. “We’re winning with [the T7AMR] globally in retail and BSCs,” explains Tennant Australia and New Zealand General Manager, Chad Angeli. “The advantage for ANZ is that we have our direct service organisation and CCC team for support. We can set it up as Tennant, service as Tennant, connect with BrainCorp and channel back to customers with anything they may need. “We believe having a strong, local direct service and customer care team will give customers a better experience with robotics. They can always deal with us from the initial set up and teaching their machine routes, to aftermarket support conducted by Tennant, and also representatives to help with getting them the data usage reports. “Robotics is not for all customers, so we need to make sure we continue to invest in a variety of value propositions. However, we know we will have robotics across more machine platforms in the future with an even more advanced technology. “Robotics will continue to be a very important part of our strategy in ANZ and the value proposition we want to deliver for our customers.” ■ www.incleanmag.co.nz 15
INDUSTRY
Leading by
example
T
1/ T he ISSA Cleaning & Hygiene Expo achieved record attendance on the first day in Melbourne 2/ Tennant ANZ showcases its new autonomous machine 3/ The Karcher Australia team
16 INCLEAN NEW ZEALAND November 2019
1
he ISSA Cleaning & Hygiene Expo has continued to build on its local success in Australia, with industry and product leaders gathering in Melbourne for the third annual event. Run in partnership with ISSA and Interpoint Events, this year’s trade show reported a 15 per cent year-on-year increase on first day attendees. For the first time this year the ISSA Cleaning & Hygiene Expo featured two keynote speakers; Paralympian and wheelchair tennis champion Dylan Alcott and former Australian cricketer, Simon O’Donnell. Alcott shared insights from his life of overcoming obstacles, while Dowell spoke of the importance of fostering a culture of trust and respect – whether in business or sport. For the second year the event housed two speaker theatres following the successful launch of the SRCP (Specialised Restoration & Cleaning Professionals) Speaker Theatre last year. The ISSA Speaker Theatre focused on the general cleaning, health, and sanitation industry, while the SRCP Theatre centred on carpet care, remediation and restoration, with 30 education sessions taking place across the two days. Both local and international thought leaders shared their knowledge and tools to grow business, develop staff and remain up to date with industry trends.
Topics of this year’s education program ranged from developing data-driven business models to the need for social responsibility. Other sessions included infection prevention, crisis management, environmental trends, work health safety concerns, procurement and business management. Workshops included the Australian Institute of Packaging’s technical seminar on sustainable packaging and the 2025 National Packaging Targets; Work Health Safety and an IICRC Rug Cleaning Technician Course. Simon Cooper, managing director of Interpoint Events, said the atmosphere on the exhibition floor was extremely positive. “The feedback from visitors on the strong education program was complemented by comments we received on the number of new and innovative products.” ISSA vice president, international services Dianna Steinbach, said the show experienced steady traffic over the two-days, with attendees also receiving additional value and benefit from the event’s co-location partner, Waste Expo Australia. Visitors were able to attend Waste Expo Australia, including its speaker series which covered trends, developments, strategies and policies shaping Australasia’s waste and recycling industry.
Control Mould On Carpet & Soft Furnishings
2
O FOR UP T
6
M O NTH S
SAFE TO USE PH NEUTRAL
3
PATENTED PROBIOTIC SCIENTIFICALLY PROVEN
FUTURE THINKING A thought-provoking discussion on the future of the industry offered opinions from all areas of the sector. During a discussion on price, Joe Cardamone, managing director of Cell Biosciences warned delegates, “If you win business on price, you will lose business on price”. He was joined by Christianne Davis, senior marketing manager, Rubbermaid Commercial Products; Gareth Marriott, managing director of OCS ANZ; Hamish Matheson, region president, Karcher Australia and Michelle Thomas, general manager, GECA. Marriott agreed, arguing the industry needs to be take more pride in its products and services and provide value to customers beyond price. “As an industry we need to have more passion and belief in the services we offer, and price it accordingly, otherwise all we do is create a race to the bottom.” Davis told attendees there’s a growing focus on cleaning services with peer-to-peer (P2P) influence, such as online reviews, within the hospitality and food and beverage sectors. “Cleaning is not just a background service; it is now at the forefront of conversations. People trust online comments and reviews more than brands, and cleaning is becoming an essential part of that online conversation,” Davis said adding consumers are becoming more “mindful” of the products and services they use. “’Mindfulness’ is a buzzword, but I think the cleaning industry, and cleaning service providers, do need to be mindful of the products they use.”
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cleaningsystems.co.nz sales@cleaningsystems.co.nz 0800100117
INDUSTRY
4
5 Matheson said over the last five years product innovation has been based on mobility, such as the move towards cordless technology, and visibility of assets, with automation expected to significantly increase over the next five years.
STAFF INVESTMENT AND STANDARDS
4/ Oates 5/ U nger products on display at the Pall Mall stand 6/ M akita Australia demonstrates its backpack technology 7/ B lue Sky Commercial Cleaning
18 INCLEAN NEW ZEALAND November 2019
Investment in staff and employee training was another theme of the event. “Our industry could be interesting to a younger generation of workers,” Steinbach explained. “They have the potential to help an entire industry understand the data that is being generated from new [technological advancements]. We need to invest back into our people, so they feel they have the tools they need to succeed.” Matthew McMahon, Thomson Greer associate, urged cleaning providers to reevaluate their operations including staffing levels amid the Aged Care Royal Commission. “Every aged care facility relies heavily on cleaners and cleaning products to operate on a day-to-day basis,’ McMahon said. GECA’s Thomas said cleaning companies need to identify any issues in their supply chain as cleaning remains a high-risk sector of modern slavery. “Companies need to examine their supply chain and understand what those risks could be from a legislative aspect,” Thomas said.
6
7 The modern slavery panel also shone a spotlight on the cleaning sector that is considered high-risk for modern slavery and exploitation due to the complexity of the industry, the nature of the workforce, and the often-opaque nature of operations. The definition of ‘clean’ was another panel topic of debate. Bridget Gardner argued the focus of cleaning needs to move beyond visual appearance and be based on measurable standards. “The purpose of cleaning is to ensure healthy environments and keep people in those settings healthy.” Joining Gardner on the panel, Chris Chuah, national operations manager of Frasers Property Group, said cleaning should not be treated as a commodity. “For me it’s not just about the pricing schedule, but qualitative benefits. Cleaning is often treated as a commodity and it shouldn’t be. It’s becoming more important to landlords to see the benefits services bring to the local community. It’s important for cleaning companies to communicate those social benefits in the tendering process.” The event concluded with networking drinks hosted by the event’s platinum sponsor Karcher Australia, followed by the annual INCLEAN Innovation Awards. ■
CALL FOR A FREE DEMO 1800 226 843 WWW.TENNANTCO.CO.NZ
SUSTAINABILITY
Is your organisation environmentally friendly when it comes to cleaning?
A
s concerns continue to rise on reducing carbon footprints on the environment, healthcare and aged care management teams are constantly striving to ensure they have environmentally safe cleaning programs in place. Maintaining an impeccable standard of cleanliness and minimising the level of infection protecting both workers and environment from the risks posed by cleaning methods and products is a critical factor in the healthcare industry. Therefore, the establishments are gradually adopting the best practices to meet both patient and staff safety whilst balancing sustainability in their cleaning procedures. According to the National Communicable Diseases Surveillance Report, there has been an unusual increase in the number of reported communicable disease in Australian states and territories.1 Therefore facilities are now looking for alternative cleaning strategies that increase effectiveness and productivity, while keeping their costs from sky rocketing. There are both external and internal factors that impact the implementation of healthcare cleaning and invest in cleaning products. Here are key ways to ensure that your organisation/building is sustainable.
SHIFT FROM TRADITIONAL TO GREEN CLEANING https://www.health.gov.au/ internet/main/publishing.nsf/ Content/cdnareport.htm 1
20 INCLEAN NEW ZEALAND November 2019
Over the past few years, ‘Green cleaning’ or ‘Sustainable cleaning’ has become quite a buzzword in the cleaning industry, with discussions around management going all out
green or sticking to the traditional cleaners. This concept, aptly called Green Cleaning, refers to cleaning with environmental protection and sustainability in mind. Though healthcare and aged care institutions have been using traditional cleaning methods for years, the risks associated with them cannot be ignored. Risks such as slip hazards from wet floors, as well as the health hazards caused from exposure to all cleaning chemicals are some of the key concerns when it comes to traditional cleaning methods. Cleaning products and methods have become crucial to infection prevention, with an assumption that the more chemicals you use, the cleaner results you get. However, continual use of these chemicals, as well as to make them and their disposal has an adverse impact on the environment at large. To combat this and achieve optimal cleaning results, it’s key for management to adopt sustainable methods such as using long lasting ecological cleaning supplies, equipment, and techniques that ensures reduced exposure to harmful chemicals.
INVEST IN LATEST CLEANING SOLUTIONS The use of eco-friendly innovative products that use less or no chemicals is the answer for any facility that cannot allow an outbreak of disease to occur. One of the hero products when it comes to green cleaning is Microfibre, as the name implies, is a fibre that measures less than one denier. The introduction of Microfibre has enabled the design of a split blended composite
SUSTAINABILITY
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‘Green cleaning’ or ‘Sustainable cleaning’ has become quite a buzzword in the cleaning industry, with discussions around management going all out green or sticking to the traditional cleaners.
”
material. The use of different properties creates positive attraction, holding pathogens and dirt amongst the fibre and reducing the risk of transfer. Cleaning in a healthcare or hospitality environment has to be as effective at removing germs you can’t see as eliminating dirt you can see. Products such as high absorbency spill mops and effective cleaning carts help you use less water through the cleaning cycle. Those cleaning solutions enable organisations to have optimal infection prevention, superior cleaning performance and improved productivity. As concern for the use of synthetic chemicals in cleaning and the inadvertent impact on the environment and staff mounts, the need for alternative cleaning methods that complement or mitigate the need for chemicals in the cleaning cycle is increasing.
FOCUS ON EFFECTIVE STAFF TRAINING AND EDUCATION People are a key success factor to any process improvement or change management initiative. While the features and benefits of a new product allows a facility to modernise and streamline
their systems, correct usage of products by the staff is equally important. Hence, a thorough hands-on-training and providing meaningful product information by management and allowing employees to adapt are some of the key considerations to be made to support change. Dedicated focus on training programs to develop confidence through appropriate and ongoing education is vital. Everyone needs time to become confident and comfortable with the change and new way of working. Flexible training to match end user’s learning style, user manuals, high touch point posters, quick reference guides as well as hands-on demonstrations to aid staff with the transition to new technology. Providing all stakeholders with effective and meaningful training can be the difference between success and failure for a new system or product implementation. Education and training should be a top priority and an ongoing process when staff are engaged, confident and comfortable with a process improvement, the facility will reap the rewards. Christiaane Davis, Senior Marketing Manager – Rubbermaid Commercial Products APAC. ■
OUR INVESTMENT IN TRAINING HAS HELPED STAFF MOTIVATION, RETENTION, AND CLIENT SATISFACTION Kleenrite customer services manager, Yvonne Percival can attest to the quality of work and service improvements as a result of their staff completing Careerforce training programmes. Cleaners are able to gain the skills and knowledge needed to achieve nationally recognised cleaning qualifications. Careerforce is the Industry Training Organisation (ITO) for the cleaning sector, supporting employers to deliver workplace-based training, resulting in superior business outcomes and greater client satisfaction.
Contact us to discuss how we can support your cleaning workforce development.
careerforce.org.nz/cleaning
SUSTAINABILITY
Tackling environmental impacts Dr Denis Boulais examines the environmental impacts at the heart of the AS/NZS ISO 14001 Environmental Management Systems standard.
T
he ISO 14001 defines an environmental impact as any “change to the environment whether adverse or beneficial, wholly or partially resulting from an organisations environmental aspects”. Further to this definition, an environmental aspect is defined by the standard as any “element of an organisations activities or products or services that interacts or can interact with the environment”. The standard then defines environment as “surroundings in which an organisation operates, including air, water, land, natural resources, flora, fauna, humans and their relationships”. The relationship between environmental aspects and impacts is basically a cause and effect one. Some general examples of environmental aspects include noise, emissions and discharges. Within the cleaning industry this may include for example, consumption of water, generation of noise and storage of chemicals. An environmental impact refers to the change that occurs within the environment as a result of the aspect. These may include consumption of natural resources, disturbance to the surrounding environment with risk to health or contamination of air, water and soil. Take the simple example of washing a truck. The environmental aspects are the use of water and the cleaning agent in the waste water. The impact is the potential water pollution and the impact to natural resources.
CASE STUDY Sometimes the best way to develop an environmental sustainability strategy is to look at what some of the world’s biggest companies are doing to reduce their carbon footprint. On a recent visit to Waste Expo in the US, I was fascinated by what Mars, Incorporated is doing in this area, and how some of its innovations could one day be applied to the cleaning industry. Mars, Incorporated is a leading American global manufacturer of confectionery, pet food, and other food products, and is enhancing its profits by tailoring its operations for the good of the planet. It also has ambitious carbon reduction targets. Mars aimed to reduce its greenhouse gas emissions by 25 per cent over two years (20152017) which it successfully achieved. A 25 per cent reduction may seem like an unreachable target for a cleaning organisation – but it is good to know other companies have successfully accomplished it. Mars partnered with the Sumitomo Corporation of America to open a wind farm in Texas. The windfarm is spread over an area the size of Paris and generates 100 per cent of the electricity demands for its operations in the US – the equivalent energy to power the production of 13 billion snickers bars. In this example, partnering with another organisation was a wise choice and something that could be considered within the cleaning industry to achieve any high set target.
Sample aspects and impacts register Activity
Aspect
Impact
Diluting chemicals
Consumption of water
Consumption of natural resources
Outside blowing
Generation of noise
Disturbance to the surrounding environment
Storage of chemicals
Stored chemicals potential for leakage or spill
Risk to health and contamination of air, water and soil
Washing a truck
Cleaning agent in waste water. Consumption of water
Potential water pollution. Consumption of natural resources
22 INCLEAN NEW ZEALAND November 2019
SUSTAINABILITY Mars also partnered with Eneco in the UK to open a windfarm in Scotland. This windfarm generates enough power to operate Mars’ entire UK operation. Wind energy is not the only renewable source Mars is involved in. In Nevada, the business installed a 4.4 acre solar garden that supports 100 per cent of the energy needed to power their local site on sunny days which reduces greenhouse emissions by 867 tonnes of carbon dioxide per year. Mars is making a global effort to improve the efficiency of its factories throughout the world. At Mars Drinks in England, activities such as turning off lights in unoccupied areas saves 52,000 kilowatt hours annually. At its subsidiary, Wrigley, in India around 25,000 kilowatt hours are saved each year by installing temperature and motion sensitive air conditioning and lighting. Essentially, Mars is in the process of replacing the old with the new. Maybe approaches like this can occur in cleaning organisation’s head offices and may become suggestions for clients to improve their environmental outcomes.
Mars is also looking to save water in countries that have a shortage of water such as the Middle-East and parts of Australia. Hence, it is exploring ways in which warm water can be used to reheat something via closed loop recycling – rather than letting the warm water flow out to the factory. Water recycling is something the cleaning industry can embrace by considering water reduction strategies available in the market. Other companies could take similar approaches to Mars in terms of using renewable energy strategies to improve efficiency. For Mars the journey is surely just beginning, and it will be interesting to follow the company over the years to see what innovations it implements and envision how these environmental innovations could be applied to the cleaning industry. A big difference between Mars and the cleaning industry is that Mars produces products whilst the cleaning industry provides a service. It is important to note, however, that the cleaning industry can further contribute to
environmental sustainability by sourcing environmentally friendly cleaning chemicals, materials and equipment. Information sources such as this publication and social networking platform, LinkedIn introduce some fantastic environmentally sustainable cleaning innovations that may be trialled and implemented. In conclusion, sustainability measures where implemented well in the industry can improve a building’s health, in addition to the cleaning business. Strategies for environmental sustainability can include smarter purchasing of chemicals, equipment and materials and the implementation of effective and efficient waste management strategies. Communication, consultation and training are also key factors in ensuring the cleaning organisation’s environmental policy and procedures are well understood and complied with. *Dr Denis Boulais is national risk manager at Broadlex Services. ■
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SUSTAINABILITY
Let’s talk environmental impact By Francesca Lipscombe
I “
Have you got sustainability goals for your business? Considering the impact of your organisation’s actions on the environment and community are key to staying connected with them.
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24 INCLEAN NEW ZEALAND November 2019
mpact. A simple word with big meaning, particularly when it comes to sustainability. As the head of the country’s official ecolabel, I’ve had the opportunity to share the success our licensees have had in reducing their environmental impact by committing to the Environmental Choice New Zealand (ECNZ) ecolabel. From my six years of experience, I’ve come to believe there are no shortcuts to sustainability – it’s hard but rewarding work with benefits for everyone to reap. When starting a sustainability journey it’s often difficult to see the wood for the trees especially when the going gets tough. As the focus of this edition is sustainability, I’d suggest that focusing on the end result is a great way to stay on track – so keep your eye on the prize. I was thrilled to get confirmation of the powerful environmental effect of ecolabels recently. ECNZ took part in an international study to measure the impact of ecolabels. Carried out by the Global Ecolabelling Network (GEN), the research found that by using ECNZverified sanitary, paint and cleaning products, consumers can significantly reduce their environmental impact and annual emissions. As the official and only Type I ecolabel in New Zealand, ECNZ puts its licensed products and services through a rigorous verification process before giving them the seal of approval. Products and services that carry the ECNZ label have been verified by independent auditors and have met the most stringent environmental standards across their whole life-cycle. The GEN study revealed that using ECNZlabelled toilet paper saved an estimated 21,000 tonnes of CO2 emissions in 2018. To put that into perspective, that’s equivalent to the weight of Auckland’s Sky Tower. Similarly,
by using hand-dishwashing detergent with the ECNZ ecolabel, kiwis may have avoided exposure to more than 75,000 litres of the most persistent undesirable substances. That’s a total of approximately 37,500 2L bottles of these substances that are not ending up in our waterways because of ECNZ verification. The study also showed that consumers who used ECNZ-licensed paint may have helped save around 3000 tonnes of pollutants being emitted to air last year when compared to other locally manufactured paints. These are just three examples; virtually every ecolabelled product (or service) has a similar tale to tell. Investment in the ecolabel and the specification and standards underlying it has a definite payback in the sustainability and environment ledger. Have you got sustainability goals for your business? Considering the impact of your organisation’s actions on the environment and community are key to staying connected with them. The results from the Measuring the Impact of Ecolabel study were not only a big coup for the ECNZ ecolabel, but a strong stepping-stone for ongoing investment in our specifications. For example, a growing conversation we’re having is around the ethical impact of our licensed products and services. Definitely food for thought. So if you’re launching into sustainable waters, make sure you have a clear plan and goal, including a means to measure the impact of all of your activities. Most importantly, don’t forget to celebrate and share all your sustainable wins – both small and big! *Francesca Lipscombe is the general manager of the New Zealand Ecolabelling Trust which administers the Environmental Choice New Zealand ecolabel on behalf of the New Zealand Government. ■
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DISTRIBUTION
The power of co-operation
T
ABOVE: The Rapid Group 2019 TOP RIGHT: From left: Craig Newton and Liz Nichols (Filta, Supplier of the Year) BOTTOM RIGHT: From left: Lynda Williams, Craig Newton and Terry Williams (CCR, Member of the Year) 26 INCLEAN NEW ZEALAND November 2019
he Rapid Group has proved the power of co-operation, celebrating its most successful year to date at the co-operative’s annual conference in Sydney. RapidClean New Zealand more than doubled turnover, while the group is Australia reported its ninth consecutive year of double-digit growth last financial year, collectively generating more than 17 per cent growth. RapidClean gas continued to gain momentum in New Zealand following its entrance into the market in 2017. Today, the group has 12 members and is headed by Craig Newton. “This year the Rapid Group has had its most successful year in the history of the group,” Rapid Group general manager Bruce Lees told attendees in Sydney. “The Rapid Group has now had nine consecutive years of double-digit growth, which is a remarkable run of success over an extended time frame.” Lees said there were significant achievements for the network including the expansion of its footprint – adding three new members in Australia. New Zealand also added three new members, taking its total to 12. The Rapid Group added new suppliers across both Australia and New Zealand including Karcher, Gojo and Whiteley New Zealand, and secured several key national accounts. “There’s lot of positive activity in play for future expansion and national account activity in New Zealand. We are already starting to benefit from each other’s activities on both sides of the Tasman,” Lees said.
DIGITALISATION A significant factor assisting the group’s growth this year was digitalistion, with the group launching an integrated online ordering platform and Rapid Green – a dedicated e-commerce platform for environmentally friendly products with third-party accreditation. “Of all the improvements and advancements RapidClean made last financial year, the most exciting and transformative was the launch of our fully integrated ordering platform for our national accounts,” Lees said. The Rapid Group also expanded its private label range and welcomed two new administrative personnel at its newly relocated head office. Lees also announced the appointment of Trish Ridsdale as its first independent board member. It follows the appointment of Lucas Paris to the newly created role of general manager for sales earlier this year, and the appointment of Graydon Smith, co-owner and director of Waikato Cleaning Supplies, as the group’s first New Zealand-based board member. Despite its continued accomplishments Lees said the group will need to continue to work hard to maintain its success. “The world keeps getting more competitive and integrated technology more complex. There are challenges, difficulties and competitors to address and we will need to work hard to maintain our success. “But it is important to recognise the amazing results [members] have achieved and be confident that we can overcome the hurdles.
DISTRIBUTION “This room is filled with the brightest minds in the cleaning industry, which is a testament to the success of unity and achievable benefits of working together,” Lees said. “RapidClean is the 65th biggest co-operative in Australia and if we continue to grow at our current rate, we will soon be in the top 50.”
FIVE-YEAR PLAN Providing an update on the group’s five-year plan, Lees said the co-operative was two years ahead of schedule following the launch of the strategy at the 2017 conference in Adelaide. “Two years ago, at our Adelaide conference we outlined our five-year business plan, with a principal goal to double the purchasing power of the group and leverage our purchasing power to benefit our members. After two years we’re ahead of schedule. “The five-year plan is a 40-page document with specific detail about what we want to achieve and how we plan to achieve it. The plan outlines the actions the group will undertake to assist with the growth. “The Rapid Group is nothing without its members and for the group to grow and succeed, our members must grow and succeed.”
INTERNATIONAL EXPANSION The Rapid Group also outlined plans to build its international reach following its partnership with INPACS. The Rapid Group is understood to be the only Australasian member of the international organisaiton, which
represents groups throughout the world with a collective turnover of $2.4 billion. “One of the most compelling reasons [to be an INPACS member] is to see into the future with what is happening in international markets,” Lees said. “That foresight enables us to make decisions in Australia and NZ that benefits our suppliers and members. INPACS bids on international tenders and we’re now participating in those tenders.” This year the Rapid Group was named INPACS’ Global Partner of the Year.
“
There’s lot of positive activity in play for future expansion and national account activity in New Zealand. We are already starting to benefit from each other’s activities on both sides of the Tasman.
”
COLLABORATION
Newly appointed independent board member Trish Ridsdale spoke of the benefits of CMEs (Cooperative and Mutual Enterprises), which she said “emphasize collaboration, rather than competition “and contribute directly to communities. “In Australia there are more than 2000 CMEs,” Ridsdale said, adding “co-operatives focus on meeting current and emerging needs of its members”.
“Central to the CME existence is making their customer, or member, central to everything they do. Every members’ voice is equal to every other members’ voice, regardless of the size of the business,” Ridsdale said. “Right now, not only in Australia but globally, we are experiencing a trust deficit with many large organisations. There’s a concern these companies might be doing what’s in the best interest of the shareholders, but not what’s in the best interest of their communities. “Co-operatives are in a wonderful position to claim that space. We contribute economically, socially and sustainably in the communities we operate in.”
AWARDS RECOGNISE SUCCESS The Rapid Group conference concluded with its annual gala awards night. Member of the Year – the group’s highest accolade – was awarded to CCR (Commercial Cleaning Repairs). Filta received the member-voted award, Supplier of the Year. More than $10,500 was raised for the Cancer Council at the Sharon Lees Memorial Afternoon Tea and auction at the gala awards. Guest speakers at the conference included David Thyne, David Staughton, Jose Del Pino, Bruce Carr and Lucas Paris, with presentations followed by the Rapid Group’s supplier member speed meetings. Other event highlights included a Sydney Harbour Bridge climb and harbour cruise, followed by evening events at Madame Tussauds and Luna Park. The 2020 Rapid Group conference will be held in Fiji. INCLEAN attended the RapidClean Conference as a guest of RapidClean. ■ www.incleanmag.co.nz 27
RESTORATION
How to manage stress through challenging times By Dr Melissa Marot
W “
... Research has shown across companies large and small that it’s hard to disconnect from work, especially for business owners.
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28 INCLEAN NEW ZEALAND November 2019
herever we go, live or work, stress is on the rise. There is increasing strain at work and in our industry, whether it’s through growth or managing challenging circumstances. In the cleaning and restoration industry we often have to manage 24/7 response, quick deployment of our team and equipment, deal with multiple stakeholders, the home-owner or building owner, the insurance company, and other trades – as well as stresses and strains of managing our business and our team. Resilience is a word we’ve been using for many years now, we tell ourselves and others to be more resilient – tough it out, be stoic. Often, we think of resilience like a basketball, bouncing back. But sometimes we feel like we’re not bouncing at all, just rolling on the ground. It can be hard managing our own stress or burnout, but how can we also help our team handle their feelings of stress? What is burnout? Burnout is a state of chronic stress that leads to; physical and emotional exhaustion, cynicism and detachment, feelings of being ineffective/lack of accomplishment. Burnout doesn’t happen suddenly; you don’t wake up one morning and suddenly “have burnout”. Its nature is much more insidious, creeping up on us over time like a slow leak, which makes it harder to recognise. Still, our bodies and minds do give us warnings, and if you know what to look for, you can recognise it before it’s too late.
What can we do to be resilient at work? There are some practical and easy to use tips that aren’t time, budget or resource intensive to build our own and our team’s resilience. This is part one of a series of articles on this issue – here are some tips to start off with:
BE INTENTIONAL ABOUT TIME TO DISCONNECT OUTSIDE OF WORK There is the pressure to be “always on”, always be across jobs, responsive to clients, troubleshooting, have our minds on the business – research has shown across companies large and small that it’s hard to disconnect from work, especially for business owners. Although running a successful business and managing jobs requires consistent focus and attention, this is dangerous and ineffective over time. It does not take recovery time into account. All the best sports stars take time out to recover and rest, so be intentional and specific about how you and your team can take time out to rest and recover.
BE DELIBERATE ABOUT “RECHARGE” TIME DURING THE WORKDAY OR SLOW PERIODS Taking time out from the pressure to be “always on” in the workplace is also important – intentionally find time to pause and recharge during the workday or slow periods. Author and management consultant Tony Schwartz suggests productive “work is not a marathon but a series of sprints that requires recovery and renewal”.
RESTORATION
Its not the number of hours people work that matters, it’s how productive they are during their working hours. If it’s difficult to find “recharge” time, work hard to create some.
FOCUS ON MONOTASKING NOT MULTI-TASKING Multi-tasking is a myth. When we try to multitask, our attention is split between many things and we are inefficient – just ask someone to have a chat with you while you are trying to write an email or speaking with someone else on your mobile. Multi-tasking often doubles the amount of time it takes to do something and doubles the number of mistakes – it’s also exhausting. We are instead better at “serial monotasking” – otherwise, clear, one-at-a-time tasks and jobs that don’t overlap, and with clear outcomes. We are also more productive with “serial monotasking”.
MODEL AND ENCOURAGE WELL-BEING Prioritise activities that encourage health and well-being – we’ve all heard about the
importance and know what these activities are, e.g. exercise, diet, spending time with family and friends, limit alcohol, etc. But we are sometimes not very good at carrying it out. Think about how you can encourage these activities; how do we manage our weekends, our mobile phones, do we have days of rest, do we structure our day with break times (sometimes we have deadlines where we need to work 24/7, but do we factor in recovery time afterwards). Do we deliberately set up time to spend with family and friends? The bottom line for business owners and our teams that if we manage stress effectively and build resilience, we become more engaged and productive over time. Doing well at work and feeling good at work is the foundation for strong performance – for ourselves and our team. Dr Melissa Marot is a consultant organisational psychologist and neuropsychologist with a keen interest in the neurosciences. She has specifically worked with the cleaning and restoration industry over the last decade. ■
www.incleanmag.co.nz 29
TECHNOLOGY
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Better tech for better business Check out these tools that our users love to help you innovate, systemise and grow your business. GOOGLE REVIEWS (SUPPLE) Reviews are critical when it comes to customers deciding who to work with – not only at the research stage but at decisionmaking stage. However, getting reviews can be a headache. Supple makes getting Google reviews easier by generating a link straight to the review window for your customers. Check it out at www.bit.ly/fosupple
CLIENT TESTIMONIALS (VIDEOASK) Testimonials, like reviews are invaluable. However, requesting them can be a bit of a pain. However, with Videoak receiving testimonials from customers just got more personal and easier. You can record a video of yourself asking for a testimonial which generates a link to send to your customers. They can simply reply either in writing, audio or video straight from their phone or browser. Check it out at www.bit.ly/fovideoask
BEFORE AND AFTER PHOTOS (BATCHWATERMARK) Before and after photos are great for showing our customers and leads how good we are in delivering our services. However, in the big world of the internet, other companies can swipe our images and photos and use them for their own promotion. You want to consistently tie your brand to all that you do. Uploading photos to Batchwatermark places your business logo as a watermark on all your website and social images. Check it out at www.bit.ly/fowatermark
30 INCLEAN NEW ZEALAND November 2019
FreshOps CEO Martin Callan shares the three battles to be won to sustain a commercial cleaning company.
E
very industry is undergoing an increasing rate of change, and most changes can be both a threat and an opportunity. Which one depends on how well you have prepared your team, your systems and yourself to meet them. According to IBISWorld, the cleaning industry is set to grow at 3.3 per cent per annum across the 10 years to 2024. This is higher than the average industry growth and will continue to make it attractive to new entrants. Given the relatively lower costs of entry and low technological barriers, commercial cleaning gets more new entrants than many other sectors. You and your business need to be prepared to respond. These new entrants will typically enter at the low and mid-levels of the industry and use price as an entry strategy, and while small will focus on intense customer service to woo your clients from you. Many of these businesses start (and die) small, but many thrive and displace incumbents. To survive you must win three battles. The three most-cited success factors considered key to sustaining a commercial cleaning company in Australia are;
businesses. Even small improvements in their performance can have a material impact on profits. But it goes a lot deeper than that. Losing good staff (emphasis on good) can severely hurt your bottom line. In fact, the issue of staff retention is twice as large than customer retention, according to respondents in the 2018 Cleaning Maintenance Management (CMI) survey. This is because good staff impact customer relationships, hold key operating know-how and help bind team culture in remote working cultures. These losses mount quickly, with more than 45 per cent of companies turning over 20 per cent of team members per annum. It is estimated 30 per cent of companies replace a third of the team, while 15 per cent of companies replace a whopping 50 per cent of their team annually. That is a LOT of time spent recruiting, training and onboarding team members. You can be on the better end of the scale with investing time not only in the selection and recruiting process, but in the ongoing support and coaching in the field and using mobile software for remote teams of employees and contractors. Building a stronger sense of team is a huge advantage when looking to improve engagement and retention.
1. PEOPLE
2. CUSTOMER SATISFACTION
Good staff remains a key advantage to winning and keeping customers. From working with our clients at FreshOps, we see they make up between 40 and 50 per cent of the cost base of most
In other service industries there is often the opportunity for the frequent “tool-box” talks. These are moments that focus the group on the values of the business and examples of good or bad
TECHNOLOGY behaviours. They are also an invaluable chance to share the principles of what customers are saying they want from you. That is if you capture customer feedback. Successful businesses strive to get very close to their customers and to capture their feedback as often as possible. At a minimum you need to be asking periodically, perhaps via a survey, and not just at the end of a contract. Best practice would see the customer being offered an opportunity to provide feedback via digital tools in every encounter. This might include emails, phone calls and even when your team visit site. But to super-charge this effort, leading field operations tools allow the client access to a portal. Here, they can see exactly what tasks were completed on the last site visit, allowing 100 per cent objectivity in their feedback. This transparency also allows for both parties to be on the same page in your expectations. We have seen numerous ‘tricky’ client relationships get back on track almost immediately from
the adoption of a client portal and the transparency it brings. This is due to a powerful two-fold effect. If there is an issue the customer is prompted to share their observations, reducing the risk that any lingering frustration leads to a loss of the contract at renewal time. But secondly this feedback allows management and the team to continuously improve not just at the site in question, but for all clients. And while this is great, don’t just leave it up to customers to identify areas to improve. Encourage your team to make suggestions and if adopted by the client, reward your team. This can be intangible by way of rewards, of tangible through small gifts or bonuses. This will align the team’s efforts with your own in wanting to win and keep business over the long term.
the rise, well you can be sure they are trying new things, frantically. This is supported by the CMI survey, which found 87 per cent of new jobs are won from another company. Everyone on the team needs to be the “eyes and ears” for the organisation. Clients are watching your work, but we also know that the moment we drop the ball that client can very quickly find someone to replace your team with theirs. Don’t give them the chance. Engage the team to make suggestions and reward them where their suggestions capture new business, retain a client, are cost-reducing suggestions or lead to increased customer satisfaction. In this way you and the team are aligned in helping your business not only survive, but thrive. Enough talking about it, go and take a fresh look at your operations.
3. INNOVATION
FreshOps is an Australian-made, mobile workforce application and management portal built to assist cleaning management and cleaners. The author can be reached at martin@getfreshOps.com. ■
You need to stay innovative to stay alive. When was the last time you rolled out a genuinely new product or service? I mentioned the new entrants who are on
www.incleanmag.co.nz 31
OPINION
Meeting the Sustainable Development Goals In part-four of this sustainability series, Bridget Gardner explains why the Sustainable Development Goals (SDGs) initiative is not only critically relevant to the industry but provides a framework for future success and innovation.
T
he 17 Sustainable Development Goals (SDGs) are a collection of 17 global goals set by the United Nations General Assembly to measure progress on economic, social and environmental performance. They are a “universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity”. Although initiated in 2015, the SDG reporting framework was only adopted in mid-2017. As signatories to the SDG, the Australian1 and New Zealand2 Governments launched their first Voluntary National Reviews (VNR) of their efforts to meet the SDGs in July 2018 and 2019 respectively and have already motivated government policy. For example, in January of this year, the Australian Modern Slavery Act 2018 was enacted and the Indigenous Procurement Policy (IPP) 3 was strengthened.
Implementation of both these strategies are being measured and reported under SDG 16 (Peace, Justice and Strong Institutions) and SDG 8 (Decent Work and Economic Growth) respectively. This has already led to stricter supply-chain reporting in government and corporate tenders for cleaning services and supplies.
START WITH ‘WHY’ A reason the SDG framework represents a hot trend for 2019 is because it shifts our focus away from prescriptive criteria and regulations, and onto the 17 health and environmental goals they aim to address. While this might not sound radical, it reflects a fundamental change in the expectations of the public, from both governments and business. People want action, not a tick box of credentials. There is a well-known TED Talk by marketing guru, Simon Sinek, called “Start
with why”. In it, Sinek flips the standard way of messaging on its head by explaining that if we promote our ‘why’ – our passion and motivation for doing what we do – our product or service will be sold even before we explain ‘how’ it delivers on it. That is because humans make decisions with our emotional, not our rational brain. Green marketing and sustainability reporting is no different. Each category of the building rating systems such as Green Star, NABERs and WELL, focus on a specific health or environmental concern that the relevant criteria aims to address. Yet that is not what the cleaning industry does. Suppliers proudly promote their ‘how’ with terms such as ‘recycled’, ‘biodegradable’, ‘sustainable palm-oil’ and ‘chemical-free’. Services use statements such as: “We use certified products and environmentally responsible practices”. While this may well be correct, it expects your customers to join the dots from ‘HOW’ to ‘WHY’ for you. Are you passionate about clean and healthy oceans? Excellent. This is SDG 14 (Life Below Water). Tell us about the problem and why you care about it. Then tell us what your product/service is doing to help, and what difference you are making. Make sure you support it with evidence, because your customer does not need any more spin. Which brings us to two more critical requirements of the SDG indicator framework – accountability and reporting.
MEASURABLE REPORTING Transparent and accurate reporting is a key requirement for signatories to the 32 INCLEAN NEW ZEALAND November 2019
OPINION SDGs. The SDG framework consists of 17 goals, 169 targets and 232 SDG rating indicators against which countries are measured. Each country’s sustainable development results are reported on government websites and ranked internationally by the Sustainable Development Solutions Network (SDSN) 4. Unfortunately, Australia currently ranks 38 out of 162, which is among the worst across OECD countries and only one place ahead of China. In contrast, New Zealand ranks 11. Perhaps unsurprisingly, Australia obtains its worst results on SDG 12 (Responsible Consumption and Production) and SDG 13 (Climate Action). Any organisation or company can use the same framework to set their own sustainability goals and accurately measure and report on the outcomes. To date, more than 10,000 companies globally have pledged to support the SDGs in some way. You can even submit a case study and report your results on the Sustainable Development Goals website5. But if a rich country like Australia can’t meet all 17 goals, how is it even possible for a small company? It’s not – but that’s okay! The SDGs are a road map with multiple options to guide change and inspire innovation, not a set of rules to stifle it.
CHOOSE YOUR CAUSE Throughout 15 years of training with Fresh Green Clean’s green cleaning programs, I have always tried to link the ‘why’ with the ‘what’ – the health and environmental risks with the solutions. However, there are as many ‘green’ solutions as there are risks – a cause of constant frustration for cleaning company owners who want silverbullet answers.
“Just tell me what to do” they say. “What are rules? You’re over-complicating it”. And yet, sustainability is complicated. There are 17 goals, not three. The answer is to choose a handful of health and environmental issues that are relevant to your operations; areas where you know you can make a difference; SDGs that you, your staff and your customers care deeply about. Focus on your corner and do it well. Research it, understand it and fix it. Invest in training and expert advisors to help you. Explore the SDG case studies to see how other organisations have addressed the same issues, such as Green Star6 or Unilever7. Then implement solutions, set targets, measure the outcomes and report the results using clear, defendable statistics. The Australian Report on the Implementation of the Sustainable Development Goals8 states: “The strength of the SDG framework lies in the interlinkages between the SDGs... recognise the interconnections and trade-offs within systems and seek to address challenges within a holistic approach.” The Sustainable Development Goals are the UN’s blueprint for achieving a happier and healthier world by 20309. And they are proactive and probusiness, because they recognise that prosperity is a key enable for nations and companies to address health and sustainability problems.
Sources: 1 Australia’s SDG Reporting Platform: www.sdgdata.gov.au 2 New Zealand’s SDG Reporting Platform: http://oursdgs.nz 3 Changes to the Indigenous Procurement Policy (IPP): https://supplynation.org.au/jointventure-changes 4 Sustainable Development Solutions Network (SDSN) 2019 report: www. sdgindex.org/reports/sustainabledevelopment-report-2019 5 The Sustainable Development Goals with case studies: https://sdgs.org.au/ 6 Green Star SDG case study: https:// sdgs.org.au/project/green-star 7 Unilever Sustainable Development Goals: www.unilever.com.au/ sustainable-living 8 Australian Report on the Implementation of the Sustainable Development Goals, 2018: https:// dfat.gov.au/aid/topics/developmentissues/2030-agenda/Documents/sdgvoluntary-national-review.pdf 9 United Nations, Be the change: www. un.org/sustainabledevelopment/ be-the-change
Bridget Gardner is director of Fresh Green Clean and is Australia’s leading sustainable cleaning consultant. Learn how to implement the Sustainable Development Goals in the “Green Cleaning Champions Program” by Fresh Green Clean: www.freshgreenclean.com.au. ■
www.incleanmag.co.nz 33
OPINION
Social media recruitment
A
Helo Tamme, national people manager NZ, ISS Facilities Services, shares three ways to recruit frontline staff through social media.
ccording to Auckland-based marketing agency Socialities, there are 3.5 million active social media users in New Zealand. The top five media portals are Youtube, Facebook, Instagram, Pinterest, and Snapchat. A recent survey by InternationalTNS found 97 per cent of internet users now research online before making a significant purchase. The same applies to recruitment. Job seekers frequently search organisations online, as well as their social media sites before they even apply for roles. People trust social media content more than website content or other nondigital content. Resarch conducted by Netsafe – a nonprofit New Zealand organisation focused on online safety – about how young New Zealanders manage their digital life – found teens are highly engaged with a range of platforms, with four in 10 using five or more social media channels. When asked which they use the most, 25 per cent said YouTube, followed by Facebook and Snapchat (23 per cent each). Today’s hiring employers need to explore different ways to hire, with social media becoming a leading channel for recruitment. Especially considering 34 INCLEAN NEW ZEALAND November 2019
recruitment in the labour market is becoming increasingly challenging. Here are three options that can be explored by the cleaning industry:
OPTION ONE: FACEBOOK BUSINESS PAGE Before even going to social media you need to identify who is your target group and what kind of social media platforms they are using. Safe to say, Facebook is one of the most popular social media channels for New Zealanders and therefore it would make sense to invest there. There are several opportunities to post a job on Facebook: • You can use your company page (which is free) on Facebook and post a job either as a regular post or under Facebook Jobs. The lifespan of a Facebook post is about three hours. Therefore it is recommended to post the information when most of your page fans are active on the page – you can get that information under your Business Page Stats. But even when you post the job when most of your followers are there you still won’t be able organically to reach all of them. With this in mind, you might want to consider a paid job post to reach as many suitable candidates as possible. On Facebook, clicks and reactions matter so inform your teams about the posts and
invite them to share it with their network to help spread the word further!
OPTION TWO: FACEBOOK GROUP The second option is to post a job ad as a regular user in a Facebook Group. No matter if you are a recruiter or business owner, posting your vacancy is a great way to inform your network that you are hiring! There are several options to do that: • The job post can be shared as a regular post with your current network. • Post a job in a Facebook group. For that, you firstly need to choose a relevant Facebook Group based on the role and location that you would like to join. Be ready, that in most of the cases you need to write to page admins why do you want to join the group. (In some cases, it might take a few days to get your application to join the group approved. But it is definitely worth waiting as you might reach tens of thousands of different people who are currently looking for a job.) There are two things that I have experienced myself when posting a job in a goroup: • Before posting anything think about if you are ready to offer visa sponsorship and add that information into your post. • Be ready for the excessive amount of
OPINION
personal messages from people around the world who are interested in coming to work with you. It is a huge workload to reply to all of them, however, in case you do not have resources to do that then better don’t post anything.
OPTION THREE: THINK OUTSIDE THE BOX The third option is to think outside the box and do something totally different that helps your job post go viral. In 2013 Futurestep conducted a global study investigating the impact of innovation on recruitment. Of the 4030 candidates, 55 per cent of partipcants said that even if they were happy in their current role they would consider leaving it if they were approached in an innovative way. Moreover, 51 per cent said they would feel more positively towards the organisation; 49 per cent said they would be much more likely to consider the job advertised; while 33 per cent said that an innovative recruitment method would make them more likely to refer the role onto others.
CASE STUDY So how can we be more creative and innovative in the cleaning industry? One of my favourite recruitment examples is McDonalds. In 2018 the company used Snapchat as part of a youth recruitment drive in Australia. McDonald’s partnered with digital marketing and advertising ageny VML to create ‘Snaplication’ – an instant job application which allowed young people to apply for a job in under 10 seconds via the app. Using a Snapchat lens, applicants could transform themselves into one of the McDonald’s crew, and in 10 seconds or less, explain why they would be the perfect person to join the team. To support the lens, ads were created and executed across Snapchat, McDonald’s restaurants and major universities, schools and public transport locations that could instantly trigger a ‘Snaplication’. Within the first 24 hours 3000 Snaplications were received. McDonald’s hired its first crew member within two days, with many more in the following weeks. ■
“
Today’s hiring employers need to explore different ways to hire, with social media becoming a leading channel for recruitment.
”
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New Canister and Wet-Dry Vacuums from Tennant Tennant has released five new European built canister and wet-dry vacuums. ` Two new canisters – V-CAN-12 and V-CAN-16 – replace the existing V6. ` Canisters are easy to use and can hold 12L or 16L. ` Made from 55 per cent recycled plastic. ` The wet dry vacuums come in three new sizes: V-WD-27, V-WD-62 and V-WD-72. ` Made for use in dry, wet or flooded conditions ` Convenient design makes it easy to move and empty the vacuums ` The 62L and 72L come with a trolley and all versions have multiple attachments
Tennant 1800 226 843 www.tennantco.com.au 36 INCLEAN NEW ZEALAND November 2019
PRODUCTS
IPC vacuum range available from Philip Moore Philip Moore is the exclusive importer of the IPC vacuum range at its two branches in Wellington and Christchurch, and now in Auckland following a new strategic partnership with Vacuum Brands. Under the agreement, IPC Black is Green vacuums will be available through an Auckland-based distributor for the first time. IPC Black is Green vacuums are smaller, more efficient and environmentally friendly as the vacuum body is made from recycled plastic.
Philip Moore 04 384 5377
Ecolab Renewables The Ecolab Renewables Range consists of comprehensive hard surface products formulated with biodegradable ingredients using plant-derived natural materials with customer interaction in mind. ` Comprehensive range covering bathroom, glass and allpurpose applications ` Designed with customer interaction in mind, nonhazardous in use ` Products with biodegradable chemicals made from plant-derived natural resources ` Certified by the ‘Recognised Scheme’ with Accord, these products will enhance your guest experience and reduce your environmental footprint
RapidClean New Zealand +64 27 238 6601 www.rapidclean.co.nz
Powerboss Armadillo 9XR Sweeper Armadillo offers a quality, cost effective sweeper that will provide extra years of consistently reliable service. Manufactured to a heavy-equipment design criteria, it meets the most rigorous of cleaning requirements. ` 184,800 sft per hr (17,168 sqm) ` 62” sweeping path (158cm) ` Gasoline, Diesel or LP powered
NZ Cleaning Supplies 09 358 3881 www.cleaningsupplies.net.nz
Bactol Alcohol Gel Bactol Alcohol Gel Waterless Hand Cleanser (AUST R 155397) contains 70 per cent v/v alcohol and uses natural emollients to replace the skin’s lipids, which are removed by alcohol. Bactol Alcohol Gel is available in 500ml pump packs or 1L pods for use in manual or infrared hand hygiene dispensers. The natural emollients in Bactol Alcohol Gel maintain the skin integrity leaving hands hygienic, soft and replenished. Developed in compliance with EN1500 testing standard for alcohol-based hand rubs, Bactol is formulated with an alcohol concentration of 70 per cent ethanol v/v, as recommended by WHO for maximum efficacy.
Whiteley 0800 257 352 whiteley@whiteley.co.nz www.incleanmag.co.nz 37
PRODUCTS
Surfex
Available from RapidClean New Zealand
Whiteley Corporation has launched the world’s first dry surface biofilm remover – Surfex. It’s the result of collaborative research with Western Sydney University and Macquarie University on dry surface biofilms. Surfex is the first dry surface biofilm remover. It is intended for use on environmental surfaces and for non-critical medical devices such as hospital needs and theatre trolleys. Surfex’s formula of buffered peracetic acid and surfactants ensure it will provide maximum disinfectant efficacy critical for healthcare environments. The benefits of Surfex include excellent materials compatibility when compared with bleach/chlorine with proven kill claims against Clostridium difficile(Cdiff), Norovirus and Parvovirus.
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SEBO Dart System SEBO is renowned for its reliability, durability and outstanding performance. SEBO’s “Made in Germany” label is a worldwide symbol of excellence. SEBO Dart 2 and Dart 3: ` One machine – two options vacuum cleaner or floor polisher ` Agile, user-friendly and economical ` Ideal for small or medium sized areas
WVP10 Kärcher has developed a unique window vac to meet the requirement of commercial operators. It is a practical, low weight (750g) addition for manual cleaning of glass doors, mirrors, smooth tables, windows and tiles. ` The on/off switch on the outside of the handle can be operated conveniently with the thumb ` 20ml dirty water tank is designed for both horizontal and vertical use without dripping ` LED display above the on/off switch shows battery run time ` The battery can be changed for longer periods of use with minimum or only short interruptions ` The new model comes with spray applicator with an integrated microfibre cloth attached, scraper, battery, charger and detergent
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EarthSmart The EarthSmart range offers high performance cleaning with the added comfort of knowing you are not harming the environment. All products are non-hazardous in accordance with the GHS. The range is a readily biodegradable, nonhazardous and non-toxic. It is chlorine and phosphate free. To further minimise consumption and ecological footprint EarthSmart environmental cleaning products have been designed for use in 500ml refill-reuse bottles. Available in 5L pack sizes with 500ml spray bottles.
Whiteley 0800 257 352 whiteley@whiteley.co.nz
38 INCLEAN NEW ZEALAND November 2019
NOTICE
Philip Moore Cleaning Supplies are excited to announce that we are now the exclusive distributors of Disbin Waste Management System. The Disbin sanitary waste disposal bins are an environmentally friendly, biodegradable alternative to a plastic based service. Disbin are a disposable waste system for sanitary and personal waste, including sticking plasters, panty-liners, baby wipes, cotton swabs, tissues incontinence pads and condoms. The waste disposal bins can be wall mounted on a discreet plastic wall clip or free standing on a dry floor.
Wellington
86 Abel Smith Street Te Aro Wellington 04 384 5377 office@philipmoore.co.nz
Christchurch
309 Brougham Street Sydenham Christchurch 03 365 9404 sales@philipmoore.co.nz
Disbin Waste Management System are a low carbon footprint alternative to over-priced commercial sanitary waste disposal bins. There are no contracts, order as many as you need. Please contact either our Wellington or Christchurch branches about the benefits using the Disbin Waste Management System for your business.
6.0
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KIT INCLUDES 18Vx2 (36V) LXT® 32mm Brushless Backpack HEPA Vacuum (Skin tool) 4 x 18V LXT® Li‑Ion 6.0Ah Battery (BL1860B) 18V LXT® Li‑Ion Dual Port Rapid Charger (DC18RD)
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11 kPa 2.3 m³/min Paper Dust Bag : 2.0 L / Reuseable: 1.5 L Maximum: 105W / Normal 30W
2 1
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2.3 M² SUCTION POWER
8” White Carpet Floor Nozzle (198525-7)
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55 MINS CHARGE TIME BASED ON (2) 6.0AH
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