Brushware 2025 May-June: ABMA Coverage

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MAY / JUNE 2025

ABMA

IN TEXAS FULL CONVENTION COVERAGE

ADVANCED STRATEGIES FOR MANUFACTURING SUCCESS

FIVE WAYS TO Close the LABOR GAP

SOLVING THE EMPLOYEE BENEFITS PUZZLE

www.brushwaremag.com | 43

Expertise 100 Years in the Making.

It all started a century ago in a small store in Cleveland, Ohio. From this humble beginning we have grown to become the largest U.S. manufacturer of twisted-wire brushes.

Mill-Rose has set the standard for quality, performance, and innovation in brush technology for the past 100 years. We design, engineer, and manufacture standard and custom brushes in any quantity, and our expertise is second-to-none. Choose from thousands of standard and not-so-standard sizes and shapes. Call or visit MillRose.com.

A Century of Brushmaking Excellence

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from the PUBLISHER

Insights from ABMA and Beyond It was wonderful to reconnect with so many members of the brushware community at the 108th ABMA Convention in Austin this past March. Seeing familiar faces and forging new relationships reminded me why these gatherings are at the heart of our industry’s collaborative spirit. I was equally excited to learn that the next World Brush Expo location of Ghent, Belgium, is now set for May 16-18, 2028. With the success of the previous edition in Bologna, Italy, it is wonderful to see that the ABMA/FEIBP partnership is moving quickly to seize the momentum and establish the Expo as a fixture on the industry calendar.

Unsurprisingly, the evolving tariff landscape was top of mind in Austin.

Clients have asked how potential trade conflicts should influence their marketing strategies. My simple conclusion: when supply chains shift, being top of mind is more critical than ever. Accelerated reshoring or near‑shoring means buyers will scout new suppliers and they’ll gravitate toward familiar brands that clearly communicate their products, services and advantages. Whether U.S. leadership uses tariffs as a negotiation tool or actually follows through on a more protectionist policy, the outcome will be new trade partnerships and fresh avenues for growth. Strategic marketing today lays the groundwork for tomorrow’s opportunities.

From our perspective at Brushware magazine, we’re uniquely positioned to help you amplify your brand’s presence. Print and digital, our magazine and online channels reach an international audience of decision‑makers in the brush manufacturing industry. Now is the time to stand out: share your innovations, tell your story and leverage the full power of a media partner that supports the brush industry across the full spectrum of marketing channels.

Equally pressing for brushware manufacturers is the labor challenge. In this issue, Adam Grabowski from Global Shop Solutions offers a multi‑pronged approach to closing the labor gap in his article, which suggests leveraging digital recruiting tools like generative AI, school and vocational partnerships for upskilling, flexible reward and hybrid‑work models and ERP‑driven efficiency to help manufacturers attract, develop and retain workers. In addition, Phillip Perry’s article examines the key area of employee benefits and how you can optimize to retain your “A players” and attract new workers. Together, these articles provide actionable insights to help you build and maintain the workforce your business needs.

I invite you to explore this issue’s coverage of the ABMA Convention and the essential labor features by Grabowski and Perry, in addition to our usual departments. As always, your feedback and success stories are welcome — reach out to our editorial team at news.brushware@goodwinworldmedia.com or to me directly.

Dylan Goodwin | Publisher

dylan.goodwin@goodwinworldmedia.com PHOTO: FEIBP President Alessandro Acquaderni with Dylan Goodwin (Brushware) and Brian Hall (Brushwork)

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Issue #25-03 Brushware – a bi-monthly publication edited for key personnel in the brush, roller, broom, mop and applicator industry. Published continuously through the years, the one publication that is the spokesman for the brush and allied industries: 1898-1923, called Brooms, Brushes & Handles; 1924-1947, called Brooms, Brushes & Mops, 1948-today, called Brushware.

PUBLICATION OFFICE Brushware Magazine Goodwin World Media LLC P.O. Box 7093 Overland Park, KS 66207 Tel: 913-636-7231 -----------GENERAL MANAGER Susan Goodwin info.brushware@goodwinworldmedia.com PUBLISHER Dylan Goodwin dylan.goodwin@goodwinworldmedia.com CHIEF OF STAFF Lisa Ray news.brushware@goodwinworldmedia.com MAGAZINE EDITOR Gwyneth Bowen WEB EDITOR Linda Blachly CORRESPONDENTS Bob Lawrence Phillip M. Perry Katharina Goldbeck-Hörz Mark E. Battersby Lisa Anderson Marion Keller -----------Brushware Magazine (ISSN 00072710) is published bi-monthly by Goodwin World Media LLC, P.O. Box 7093, Overland Park, KS 66207 USA. Printed in the USA. Subscription: $95/year for US, Canada and Mexico. All other countries $210/year.

POSTMASTER – Send address changes to Brushware Magazine, P.O. Box 7093, Overland Park, KS 66207.

Copyright 2025. All rights reserved. Materials in this publication may not be reproduced in any form without permission. Requests for permission should be addressed to: Brushware Magazine, P.O. Box 7093, Overland Park, KS 66207.

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may / june 2025

voice of the industry for 127 years | est. 1898

FIVE WAYS TO CLOSE The Labor Gap Page 18

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Features

Departments

16 Advanced Planning Strategies

02 from the PUBLISHER

By Lisa Anderson

18 Five Ways to Close the Labor Gap

By Adam Grabowski

22 ABMA Coverage: Looking Forward

By Marion Keller

32 Solving the Employee Benefits Puzzle

By Phillip M. Perryr

06 industry NEWS 07 industry EVENTS 38 economic DASHBOARD 44 advertiser INDEX On The Cover: TOP LEFT: The Top Gun team celebrates winning the Minute to Win It! team-building competition on day one TOP RIGHT: William A. Cordes Innovation Award BOTTOM LEFT: Hyatt Regency Lost Pines Resort and Spa BOTTOM RIGHT: Day one committee meetings

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industry NEWS

Boucherie and Giori Unite for Growth and Innovation

Gordon Brush Acquires Mr. LongArm

Gordon Brush Mfg. Co., Inc. has acquired the assets of Mr. LongArm, a leader in the design and manufacturing of telescoping extension poles and accessories for over 67 years. Located near Kansas City in Greenwood, Missouri, Mr. LongArm will continue to operate in the company’s existing manufacturing facilities.

Bart Boucherie Jr. and Paolo Giori

Boucherie of Belgium and Giori Automation of Italy have announced a strategic partnership arrangement in which both companies aim to expand their presence in the market and enhance product offerings worldwide. Boucherie and Giori say they intend to jointly drive innovation in machinery for brushes, domestic and professional cleaning articles and floor cleaning tools and associated packaging lines.

As part of this collaboration, Giori will represent Boucherie in Italy, serving as its official distributor and service center, ensuring top-quality support for customers. At the same time, Boucherie will integrate Giori’s machinery range into its global sales network, expanding its product portfolio and strengthening its international market reach.

The statement from Boucherie says, “This partnership leverages our combined expertise to deliver greater innovation, enhanced customer service and a stronger market presence. We are excited about the opportunities ahead and look forward to serving our customers with an expanded range of high-quality solutions.”

For more information about Boucherie, visit www.boucherie.com.

This transition will enable Mr. LongArm to flourish under new ownership, and the sale, which has been carefully planned, ensures a seamless transition for employees, customers and business partners. Dere Newman, CEO, and Maureen Newman, Senior VP of Mr. LongArm, say, “We believe Gordon Brush is the perfect partner to take Mr. LongArm to the next level and flourish under new ownership.” Newman family owners, Jeb, Leigh, Melissa, Maureen and Dere Newman, say: “We are confident that this transition will bring new opportunities for success while reinforcing Mr. LongArm’s leadership in the markets it serves.”

Ken Rakusin, President of Gordon Brush, says, “This is our 16th acquisition, and the addition of Mr. LongArm strengthens and complements our already impressive portfolio of companies including Marx Brush, Milwaukee Dustless Brush, JEK, Redtree Industries, Brush Supply, StaticFaction, J. B. Ward, Kirschner Brush, Easy Reach Supply, Spectrum Paint Applicators, Parker Brush, Justman Brush, Michigan Brush and Dorden Squeegees. This acquisition significantly boosts our scale, product range and geographic reach, creating synergies that position us for continued growth and future investments in both new and existing markets. As the demand for American-made products grows, we are proud to lead the way.”

To learn more, visit www.gordonbrush.com and www.mrlongarm.com.

BRUSHWARE DIGEST Stay up to date with the world leader for brush industry news and get notifications for each issue of Brushware magazine in digital format.

www.brushwaremag.com/enewsletter

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Frank Kigyos Named President of Boucherie USA Company Expands with Wohler Brush Tech Partnership Boucherie USA has announced the appointment of Frank Kigyos as its new president. With more than 25 years of experience in the industrial automation and brush machine industries, Kigyos brings a wealth of expertise and leadership to drive the company’s growth and strengthen its presence in the brush manufacturing and injection molding markets across North America.

In addition to this leadership transition, Boucherie USA has been named the official U.S. and Canadian representative for Wohler Brush Tech of Germany, a globally recognized leader in the industrial brush machine industry. This strategic partnership will expand Boucherie USA’s product offerings, providing its brush industry customers with an unparalleled range of cuttingedge industrial solutions.

John Williams, a respected industry expert and president of Boucherie USA since 2002, will remain with the company through 2026 to support its ongoing efforts in the injection mold market. His continued involvement ensures a seamless transition and ongoing strategic guidance for customers seeking advanced multi-component molding solutions.

Industry Events June 18-20, 2025

TECMA 2025 | Mexico City, Mexico www.tecma.org.mx

October 8-10, 2025

65th FEIBP Annual Congress | Ischia, Italy www.eurobrush.com

October 19-23, 2025

West Coast Brush Manufacturers Association Meeting Kamuela, Hawaii November 11-13, 2025

ISSA Show North America | Las Vegas, Nevada www.issashow.com

November 12-13, 2025

PARTS FINISHING | Karlsruhe, Germany www.parts-finishing.de

November 18-19, 2025

National Painting/Decorating Show | Coventry, UK www.paintshow.co.uk

December 11-13, 2025

International Hardware Fair India Pragati Maidan, New Delhi www.hardwarefair-india.com

2026

February 6-9, 2026

Creativeworld | Frankfurt, Germany www.creativeworld.messefrankfurt.com

March 8-10, 2026

IBS New York | New York, New York www.ibsnewyork.com

March 10-12, 2026

The Inspired Home Show | Chicago, Illinois www.theinspiredhomeshow.com

March 26-29, 2026

“We are excited to welcome Frank as our new President and look forward to his leadership in expanding our capabilities and product offerings,” says Bart Boucherie Jr., President of parent company GB Boucherie NV of Belgium.

“Our new partnership with Wohler Brush Tech marks a significant milestone for Boucherie USA, reinforcing our commitment to providing top-tier manufacturing solutions to our brush industry customers. With John Williams’ expertise remaining on board, we are also well-positioned for a smooth transition and future success in the injection mold market.”

Cosmoprof Worldwide Bologna | Bologna, Italy

For more information about Boucherie, visit www.boucherie.com and www.boucheriemolds.com.

March 31-April 2, 2025

www.cosmoprof.com

March 24-27, 2026

ABMA Annual Convention | Rio Grande, Puerto Rico www.abma.org/convention/

April 14-17, 2026

Interclean Amsterdam | Amsterdam, The Netherlands www.intercleanshow.com/amsterdam

ISA26 | Cleveland, Ohio www.isapartners.org

October 12-16, 2026

Fakuma | Friedrichshafen, Germany www.fakuma-messe.de

2028

May 16-18, 2028

World Brush Expo | Ghent, Belgium www.worldbrushexpo.com

www.brushwaremag.com | 7

industry NEWS

Borghi STAR/SMART R32 MATIC Simplifies Broom and Brush Production

Borghi’s STAR/SMART R32 MATIC is a fully automatic machine that simplifies the making of brooms and brushes.

With its three-station carousel and automated systems, it quickly transforms raw materials into finished products ready for trimming and finishing. Perfect for high-volume production, it’s the efficient solution for business needs.

SMART/STAR R32 MATIC is equipped with the following groups: • Brush block feeding system • Three-station-carousel machine • Robotic link to transfer the filled product to the trimming and finishing machine To learn more about the STAR/SMART R32 MATIC, visit www.borghi.com/prodotti/star-smart-r32-matic/.

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Copyright 2024 Celanese or its affiliates. Celanese®, registered C-ball design and all other trademarks identified herein with ®, TM, SM, unless otherwise noted, are trademarks of Celanese or its affiliates.

industry NEWS

The Pulse Abtex Promotes Larry Johnson to Senior Sales Development

WCBMA Heads to Hawaii for 2025 Annual Meeting at Mauna Lani

Abtex LCC has promoted Larry Johnson to the position of Senior Sales Development. The company says, “Larry’s dedication, outstanding performance and consistent contributions to the sales department for the last 13 years have been instrumental in the growth and sales achievements, making him a perfect fit for this new role.”

In his new position, he will be responsible for assisting the sales team with developing new opportunities and assigned special projects.

NAM Names Leadership for 2025 The National Association of Manufacturers announced that Johnson & Johnson Executive Vice President and Chief Technical Operations & Risk Officer Kathy Wengel, as well as Rockwell Automation Chairman and CEO Blake Moret, will once again serve as board chair and vice chair, respectively.

“Manufacturers are the backbone of America’s economy, and under Kathy and Blake’s leadership, we are poised to continue delivering more for the people who make America,” says NAM President and CEO Jay Timmons. “As chair, Kathy has already set new records in growing the membership of the NAM — ensuring manufacturers can create more well-paying jobs in the United States, cut through red tape and power our economy. As vice chair, Blake has been a consistent champion for strengthening our workforce, driving innovation and making sure manufacturers have the tools to compete and win.”

The NAM also announced Click Bond CEO Karl Hutter will be elevated to chair of the NAM’s Small and Medium Manufacturers Group. Husco President and CEO Austin Ramirez will be vice chair.

“The policies we put in place today will decide whether SMMs can thrive in the United States for generations to come,” says Hutter. “It is a privilege to get the opportunity to work alongside the NAM’s leadership to educate elected leaders on critical issues that matter in supporting our communities, creating great careers and protecting America’s national security.”

Image courtesy of iStock / joshuaraineyphotography

The West Coast Brush Manufacturers Association has announced the 2025 WCBMA Annual Meeting will be held October 19-23, 2025, at the stunning Mauna Lani, Auberge Resorts Collection on the Big Island of Hawaii. This marks the association’s first return to the Big Island since 2011 and promises to be a memorable gathering at one of Hawaii’s premier luxury destinations.

Located on the Kohala Coast, the Mauna Lani Resort offers world-class amenities in an unforgettable setting. Through exclusive arrangements, WCBMA has secured a special group rate of $375 per night (single or double occupancy, run-of-the-house rooms), along with a reduced resort fee of $25 per day — a significant value compared to the standard rates of $776 to $897. These rates will be honored three days before and after the event for attendees wishing to extend their stay.

The meeting is open to all brush manufacturers located west of the Mississippi River, as well as industry suppliers. Based on early interest and past feedback, the 2025 event is expected to draw strong attendance.

The Kona International Airport (KOA) is the most convenient airport, as it’s located about 30 minutes from the resort. For those wishing to visit Volcanoes National Park, consider flying into or out of Hilo International Airport (ITO), which is a 2.5-hour drive from the resort. For overnight stays near the park, the Volcano House is a unique and historic lodging option.

Hotel reservations must be made by August 19, 2025, and the event registration deadline is June 30, 2025. For hotel and event forms plus additional information, visit www.brushexpert.com/news/industry_news/article/WCBMA-Meeting-2025.

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Hillbrush Partners with Aventes to Expand into Poland

Hillbrush has announced a new partnership with Aventes, a respected distributor based in Poland. This collaboration signifies a pivotal moment in Hillbrush’s international growth strategy, marking a significant milestone as the company extends its footprint into the vibrant Polish market. Hillbrush is excited about the opportunities this partnership unlocks, promising to bring the company’s premium cleaning solutions to a broader audience.

Aventes’ established reputation for excellence, coupled with their deeprooted understanding of the Polish market’s unique needs and dynamics, positions them as the ideal strategic partner. Their proven track record in distribution and customer service, combined with an extensive network, will be instrumental in ensuring our products reach customers efficiently and effectively. Hillbrush has been impressed by Aventes’ unwavering commitment to quality and dedication to delivering exceptional customer service, which mirrors Hillbrush’s core principles. This shared ethos creates a robust foundation for a mutually beneficial and enduring partnership built on trust and a common vision.

The strategic collaboration will enable Hillbrush to introduce its renowned range of high-quality brushes and cleaning solutions, tailored to meet the diverse needs of both industrial and commercial sectors, to a broader customer base in Poland. The company is eager to work closely with Aventes to ensure seamless product availability, comprehensive technical support and responsive customer service. Hillbrush is committed to providing our Polish customers with the same level of excellence that Hillbrush is known for globally.

“We are incredibly enthusiastic about this new partnership,” says Sara England, Head of Sales and Customer Services at Hillbrush. “Aventes’ in-depth expertise and comprehensive market knowledge will be invaluable as we strategically expand our presence in Poland. We are confident that this collaboration will significantly benefit our Polish customers by providing them access to our superior cleaning solutions and strengthen Hillbrush’s position as a leading provider of innovative cleaning solutions in the region. We are looking forward to the synergy we will create together.”

Hillbrush is confident that this partnership will be a resounding success, delivering substantial value to customers in Poland. We are eager to witness this collaboration’s positive impact on our business growth and the enhanced customer satisfaction it will bring. The future looks exceptionally bright, and we are genuinely excited about the promising prospects that lie ahead for Hillbrush in Poland, with Aventes as a trusted partner.

Hillbrush anticipates a long and successful working relationship with Aventes and is excited to embark on this new chapter of growth and collaboration. Stay tuned for further updates on this exciting journey, delivering exceptional cleaning solutions to the Polish market.

industry NEWS

Manfred Roth:

A Life For The Family Business Entrepreneur Manfred Roth passed away on January 3, 2025, at the age of 85, surrounded by his family. Just a few days earlier, he had publicly announced the establishment of the Manfred Roth Foundation and celebrated the anniversary of the Roth site in Wolfgruben.

In a statement, his closest family members said, “This sudden death is very painful. At the same time, we are very grateful that Manfred Roth was in our midst until the end.”

Manfred set the course for the continuation of the family business at an early stage and gradually transferred responsibility to his children.

They had already gained many years of management experience in important functions within the company and were eventually appointed to the management of Roth Industries, headquartered in Dautphetal-Buchenau, Germany. Manfred then retired from management in 2019. He continued to be present in the family business as a consultant and remained a member of the Executive Board in this capacity.

Review and Vision In 1961, at the age of 21, Manfred joined his father Heinrich Roth’s company when he fell seriously ill, and Manfred took over entrepreneurial responsibility. The first product program was boiler stoves with handcrafted production in Silberg and Mornshausen.

When he joined his father’s company, Manfred was already convinced that the mono structure had to be overcome to secure the company’s long-term future. He had the idea of developing the family business, founded in 1947, into a dynamic industrial company with several technology and market-leading business areas. He was convinced that a balanced, diversified company would offer greater crisis resistance and growth opportunities.

Study Close to the Company When he joined the family business, Manfred put his mechanical engineering studies at Rheinisch-Westfälische Technische Hochschule (RWTH) in Aachen on hold — a pause that eventually became permanent. This ensured the continuation of the business.

Nevertheless, he did not abandon his plan to study. When his father’s health improved in 1963, Manfred decided to study economics at the Philipps University in Marburg, Germany, located close to the company. He graduated with a degree in economics in 1968.

From Craft Business to Global Market Leader Manfred consistently realized his vision: he developed his father Heinrich’s artisan business into an internationally active company.

Under the motto “one brand — many strengths,” the family business is now represented worldwide with various companies, around 1400 employees and 28 production and sales companies. With its various divisions, Roth Industries is one of the most innovative companies in building and industrial technology. With its cross-divisional areas of expertise in energy, water and plastics, the manufacturer has a high level of performance.

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Manfred Roth was committed to the economy, society and the environment. The entrepreneur, died on the third of January, surrounded by his family, at the age of 85. (Photo: Roth Industries)

Diversification enables the utilization of synergies and the expansion of innovation leadership. Roth was recognized as the global market leader in the segments of energy storage systems, surface heating and cooling systems and composite technologies when it was entered in the Langenscheidt “Lexicon of German Global Market Leaders.”

Responsible for the Environment, Economy and Society Manfred was committed to the economy, society and the environment. Environmentally friendly products and production were increasingly the focus of the company’s environmental management system. Roth received numerous important awards for these initiatives.

From 1990 to 2001, Manfred was President of the Chamber of Industry and Commerce in Dillenburg, Germany, and promoted the development of the local economy. In 2007, Manfred was awarded the Cross of Merit on Ribbon of the Federal Republic of Germany by the Federal President for his many voluntary and social commitments.

Roth supports social organizations, cultural projects, regional club life and projects in connection with training and further education. The company is strongly committed to cooperation between the business community and schools, colleges and universities. Since his studies, Manfred felt a particular affinity with Philipps University in Marburg.

Manfred recorded the history of his family and the family business in three books. In recent months, he had devoted himself to a series of books dedicated to the history of the Hinterland and entrepreneurship in the region. Two of the volumes, “From Hinterland to Vorderland”, have already been published.

To learn more about Roth Industries, visit www.roth-industries.de.

MADE IN USA

MADE HERE. USED EVERYWHERE. TRUSTED SINCE 1905.

SCHAEFER BRUSH F E AT U R I N G T H E G O R N E L L B R U S H S TA P L E - S E T L I N E A M E R I C A N - M A D E S O L U T I O N S F O R W E L D P R E P, H VAC , H E AV Y I N D U S T R Y A N D B E YO N D W W W. S C H A E F E R B R U S H .C O M |

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industry NEWS 2025 Inspired Home Show: Strong Results Held March 2-4, The Inspired Home Show 2025 left participants energized and poised to build on the event’s success. As the premier global marketplace for the home and housewares industry, the Show brought together 2,000 unique brands and 300,000 products, attracting attendees from 115 countries to Chicago’s McCormick Place for its 125th edition.

“Senior leaders from both the supplier and buyer sides have emphasized the value of the high-quality, executive-level meetings that took place over just three days — all under one roof,” says Derek Miller, President & CEO of the IHA. “These critical connections, along with exposure to innovative products and emerging trends, will drive industry growth in the coming year.”

The 2025 event saw strong participation from key retailers, with senior-level executives, DMMs, GMMs and buyers from major domestic and international chains. U.S. buyers in attendance represented more than 100,000 retail locations and accounted for over $64 billion in purchasing power, according to Circana.

Key U.S. retailers in attendance included Amazon, Costco, Walmart, Target, Macy’s, Home Depot, Lowe’s, Wayfair, TJX, CVS Health, Walgreens, Dollar General, Kroger, Publix, Meijer, Williams Sonoma, Sur La Table, Crate & Barrel and many more.

Hillbrush's Philip Coward Appointed President of Royal Warrant Holders Association Hillbrush Chairman Philip Coward has been appointed the new Royal Warrant Holders Association (RWHA) president. According to Hillbrush, this “prestigious appointment is a testament to Philip’s unwavering commitment to excellence, his deep understanding of British craftsmanship, and his dedication to upholding the Royal Warrant’s values.”

The RWHA represents companies and individuals who have been granted a Royal Warrant by HM the King.

These warrants are a mark of recognition for those who have supplied goods or services to the Royal Households for at least five years, signifying the highest standards of quality, service and excellence.

“Philip’s appointment is a significant milestone, not only for him personally but also for Hillbrush,” the company says in a statement. “As a company that has held a Royal Warrant for many years, we understand the importance of this recognition and the responsibility it carries. Philip’s leadership and vision will undoubtedly guide the RWHA towards continued success and relevance in a changing world.”

Coward has been an “integral part of Hillbrush for decades, steering the company with a steady hand and a clear vision. His passion for British manufacturing, his dedication to quality, and his commitment to sustainable practices have been instrumental in Hillbrush’s growth and success. These qualities, combined with his extensive experience, make him an ideal leader for the RWHA.” As president of the RWHA, Coward will play a crucial role in upholding the high standards associated with the Royal Warrant. He will work closely with fellow Warrant Holders to promote excellence, innovation and ethical business practices. He will also act as an advocate for British craftsmanship and manufacturing, highlighting the importance of supporting businesses that contribute to the UK economy.

“I am deeply honored to be appointed president of the Royal Warrant Holders Association,” says Coward. “The Royal Warrant represents the pinnacle of British excellence, and I am committed to ensuring that the Association continues to uphold these standards. I look forward to working with my fellow Warrant Holders to promote the values that we all share and to support the future of British craftsmanship.”

The statement goes on to say, “Hillbrush’s own Royal Warrant is a source of immense pride for our company. It underscores our dedication to providing the highest quality cleaning tools and hygiene solutions. We are confident that Philip’s leadership of the RWHA will further strengthen the bond between Royal Warrant Holders and reinforce the importance of these prestigious accolades.”

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supply CHAIN

Advanced Planning Strategies to Optimize Manufacturing Success

By Lisa Anderson The world is VUCA-laden (volatility, uncertainty, complexity, ambiguity) and trending to greater volatility as risk heightens, supply chains unravel and short-term priorities remain intact. Although the wars around the globe are showing potential signs of progressing towards peace, a cold war of manufacturing capabilities and natural resources has escalated.

Tariffs have created uncertainty and volatility in the markets with worries over quarterly results as supply chains reconfigure. Since concerns create recessions, companies must navigate this precarious environment while preparing to take advantage of the best opportunities of the century.

Advanced planning strategies are a place to start!

Advanced Planning Strategies to Crete a Win-Win-Win Navigating a turbulent business environment without falling into the abyss requires robust leadership, a culture of innovation and advanced planning strategies. Advanced planning strategies must steer the business around the storm with predictive and intelligent strategies while maximizing the customer experience, your bottom line and accelerating cash flow. Yet that alone is no longer sufficient. Advanced planning success must also level up capabilities, capacities and choices.

SIOP (Sales Inventory Operations Planning) Advanced planning strategies start with SIOP (Sales Inventory Operations Planning) as it will create predictable revenue and resilient operations while achieving bottom line results. During times of volatility, SIOP looks ahead at changing customer, capacity and supply chain conditions and surfaces potential down-the-line opportunities and bottlenecks so that the executive team can chart its course instead of reacting to business changes as they occur. You can be the most efficient organization in your industry, but if you are going in the wrong direction, it won’t matter.

For example, an industrial equipment manufacturer wanted to be able to take advantage of substantial growth opportunities but did not want to produce capital-intensive goods ahead of time, which would have created excess cash and cost outlays that would negatively impact business performance. Therefore, even though their product line was engineer-toorder (ETO), they had to create predictive visibility so that they knew how to allocate and invest precious resources ahead of time. By rolling out SIOP, they gained visibility into production configurations while in the market opportunity or quote stage as well as orders waiting for customer approval. Thus, they could see which operations to prioritize for future capital expenditures, offload capabilities and material purchases to ensure profitable growth.

SIOP and Advanced Planning (APS) Strategies As they rolled out SIOP across sites, they gained additional insights to create customer value and drive operational performance. For example, they could quickly locate additional available production capacity throughout their network as needed to support customer growth.

Previously, they would have brought on additional offload suppliers at reduced margins. As the threat of tariffs loomed, they reviewed their

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internal capabilities and prepared to reallocate production accordingly to mitigate the effects of tariffs while supporting customer needs. Prior to upgrading SIOP, they didn’t have the upfront visibility to maximize profitability.

Advanced planning system capabilities incorporate artificial intelligence features and will also provide real-time monitoring and recommendations for your end-to-end supply chain. For example, when Russia invaded Ukraine, APS could monitor supplies impacted from the region and provide quick insights on potential issues. For an industrial equipment manufacturer that utilized copper from the region. They quickly retrieved the products and quantities that would be required to support the business for the next year to secure supply while identifying additional sources. APS also delivered predictive insights on vessels bound for the Suez Canal during the Houthi rebel attacks, along with cost-efficient re-routing recommendations that maintained customer service levels.

Production and Distribution Planning In addition, advanced planning capabilities will optimize your distribution network so that you serve customers successfully at the lowest cost. For example, a food products manufacturer could serve regional customers from multiple plants and replenishment points.

Their advanced planning system could review forecasts and stock levels, analyze freight costs and recommend the optimal distribution strategy to maximize service, margins and cash flow. Similarly, advanced production planning capabilities will optimize your manufacturing network.

The Bottom Line In today’s increasingly volatile and complex global environment, advanced planning strategies have shifted from “nice to have” to a necessity for survival. Additionally, these strategies and associated advanced technologies can enable your organization to be prepared to take advantage of potential opportunities coming down the pike.

Volatility breeds opportunity, and so if you are resilient and wellpositioned to pivot when your competition cannot, you will create a large distance between you and the rest of your market.

Lisa Anderson is the founder and president of LMA Consulting Group, Inc., a consulting firm that specializes in manufacturing strategy and end-to-end supply chain transformation that maximizes the customer experience and enables profitable, scalable, dramatic business growth. She recently released “SIOP (Sales Inventory Operations Planning): Creating Predictable Revenue and EBITDA Growth,” an e-book on how to better navigate supply chain chaos and ensure profitable, scalable business growth. A complimentary download can be found at www.lma-consultinggroup.com/siop-book/.

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Closing the Labor Gap

Five Effective Ways to Close

Manufacturing Labor Gaps

By Adam Grabowski Director of Marketing, Global Shop Solutions

It has been five years since the COVID pandemic dealt its blow to the manufacturing industry, with 1.4 million workers finding themselves out of a job. Since then the industry has recouped about 800,000 workers, yet the labor shortage continues unabated. It is estimated that four million manufacturing employees will be needed by 2030, but without better recruitment, the industry may fall short by 2.1 million workers.

Fortunately, there are many effective ways to recruit and hire quality employees. They start with knowing what workers want and expect in a manufacturing career. Their expectations can vary to a great degree.

However, the following preferences can be found at the top of most manufacturing workers’ priority lists: Offer a hybrid work model that allows some degree of working outside the office, especially for those with advanced degrees and high-level digital and technical skills.

Cater to younger generation workers who grew up using technology and digital tools in most aspects of their lives. Don’t expect them to seek employment where such an environment isn’t available.

1. Recruit to Your Target There’s a lot more to recruiting than the standard career web pages, social media advertising, speaking engagements, etc. These five techniques generally produce good results with younger generations and highly educated recruits:

Use Generative AI in Your Recruiting Generative AI can get results by gathering data and writing the following hiring tasks: • Create compelling job descriptions for open positions and post them quickly • Include a chatbot on your career site to answer questions and prompt potential workers to apply for jobs that fit their skills • Source a large pool of diverse, qualified talent • Make a list of best-fit candidates to avoid excessive outreach • Send personalized texts and emails to high-potential candidates • Send personalized job offer letters to speed up hiring of top talent

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Upskilling Invest in recruiting time with your existing workforce.

Upskilling helps retain employees and prepare new employees by developing their skills with new internal training programs.

Promote Manufacturing Careers To Younger Students Meet with young workers to dispel the misconceptions they hold about manufacturing, such as “long hours, dangerous work and low pay.” Partner with middle and high schools to recruit young workers with training opportunities that teach skills needed for a manufacturing career.

Form Hands-on Training Partnerships for Adults Partner with community colleges and vocational schools to provide adult students with access to career options they may not be aware of. Look for educational institutions that develop courses to teach the skills in high demand.

Reward for Retention Recognize and reward employees who follow safety rules, meet their goals and are interested in learning. Create a flexible reward system that gives employees the freedom to choose a reward/incentive they prefer, such as: • Flexible scheduling, including four-day workweeks and the ability to switch shifts • Financial incentives like bonuses and profit-sharing • Paid time off • Smaller rewards such as weekly lunches when targets are achieved

Closing the Labor Gap

istock.com/gorodenkoff

2. Build a Culture and Environment Where People Want to Work Make your workforce diverse. Diversity promotes a more dynamic and creative environment that improves employee morale, enhances retention and attracts women, veterans and others seeking a career in manufacturing.

Provide More Opportunities for Women Many universities are providing technical and digital skills programs for college and high school women. Other programs, such as Manufacturing Institute’s 35×30 campaign, are working to build a more diverse workforce by inspiring and empowering women through recognition, research and leadership.

Look for Military Experience Reach out to the military community for their discipline, teamwork, leadership and problem-solving skills. Get involved in career fairs and virtual hiring events to learn about attracting, hiring and retaining military talent. Heroes MAKE America is committed to helping manufacturers integrate great talent from the military community into their workforce.

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3. Take Care of Your People and They Will Stay Taking good care of your people and the environment they work in minimizes the need to constantly recruit and hire replacement employees. Valuing your workers motivates them to continue their careers at your place of employment.

• Maintain a safe and positive work environment • Recognize employees for their efforts and results • Ask for and listen to employee feedback • Provide fair compensation and benefits • Encourage strong peer relationships • Invest in career growth and development • Involve employees in your company’s success Use ERP to automate routine and repetitive tasks, thereby reducing the administrative burden on employees. Offer internships and apprenticeships as a head start to career growth. Encourage studies in fields such as science, technology, engineering and math (STEM) that are critical to manufacturing’s future.

Leverage technology for high-skill workers, such as remote engineers, who can use dashboards and manufacturing apps to provide constant visibility into production from remote locations. With these tools, remote engineers can monitor machines and lines to identify issues and collaborate with on-site colleagues in real-time.

4. Improve Efficiency with ERP Software Maximizing efficiency can fill some of the labor gaps by providing multiple ways to simplify work processes and work more efficiently.

skills-level of employees to identify gaps that can be closed through training programs and upskilling. If new employees will use ERP on the job, be sure the advanced classes integrate ERP learning with the topic being studied.

Using ERP to automate manual tasks provides speed and efficiency in back offices and on the shop floor. It enables employees to complete jobs faster and with greater accuracy, allowing companies to get more done with fewer people. For example, connecting ERP with thirdparty software like BOM Compare, CAD Interface and Nesting Interface to dramatically reduce the time and manpower needed to build a complex bill of materials, efficiently cut metal from one piece for different jobs and eliminate manual data entry by importing the bill of material into your ERP straight from your CAD software.

The best way to do more with less is to use your ERP system to its full capacity to optimize your people and machines. Start by onboarding or developing an internal ERP “guru” who thoroughly knows your ERP system and can help any user with a problem. Then develop departmental gurus, experienced employees who are trained in the specific areas they use the software for. Create a work environment of continued personal growth and development and you’ll attract employees who want to make working in your manufacturing business a career.

Implementing cycle monitoring time measures the efficiency of your production processes using a three-step process to gather data, simplify production processes and optimize people, machines and design. ERP plays a key role in this efficiency technique by tracking real-time data essential to revising and upgrading your processes.

When workers are involved in continually simplifying and improving production, it makes them want to be a part of the company.

Make all employees part of your company’s continuous improvement.

Engaging staff members in making processes better taps into their personal knowledge base and encourages them to put their ideas into practice. It also helps with employee retention as workers feel they are making a contribution to their jobs and the business as a whole.

ABOUT THE AUTHOR Adam Grabowski is the Director of Marketing at Global Shop Solutions.

He is responsible for translating the company’s business objectives into successful brand, marketing, and communication strategies to drive awareness, revenue, and loyalty. We simplify your manufacturing. To learn more about Global Shop Solutions, visit www.globalshopsolutions.com.

Organizing training tailored to the skill sets of individual workers is a good way to attract new employees and upskill existing ones. It is especially good at further developing skills and tasks employees are good at but still have room for improvement. Investing in employee training will cultivate a skilled and loyal workforce for your business.

And finally, implementing paperless manufacturing solutions produces monumental improvements in productivity and efficiency.

ERP makes it easy to eliminate or minimize paper usage with barcoding, mobile technologies, tailored dashboards and real-time tracking of labor hours, job costs, defective parts and much more.

Switching from paper to digital data recording boosts employee morale to a great degree. Mentioning your paperless environment can also catch the attention of digital job seekers.

5. Emerging Workforce Solutions Finding skilled workers is challenging, but one emerging solution is hiring outsourced specialists to fill key roles temporarily or on demand.

For example, during and after the COVID pandemic many manufacturers lost their controllers, making it difficult to create accurate financial reports and close the month-end books on time.

Manufacturers can now hire experienced controllers to complete the financials every month on a temporary basis. This gives the company time to recruit and hire a full-time financial professional with highly developed financial and ERP skills.

In some manufacturing jobs, it’s okay to start with on-the-job training, but not for jobs requiring advanced degrees. ERP software can help companies track the training requirements, certifications and www.brushwaremag.com | 21

2025 ABMA Convention Austin, Texas | March 25-28, 2025

ABMA 108th Annual Convention:

Looking Forward

By Marion Keller

The 2025 ABMA Convention at the Hyatt Regency Lost Pines Resort and Spa in Austin, Texas delivered both serious discussion of the industry and opportunities for fun and relaxation. Business insights, networking discussions and updates on upcoming events were interspersed with golfing, mixers and a team-building battle as participants looked to the future amid an unpredictable economic context.

Safety, Standards, Stats and More The convention kicked off on Tuesday, March 25 with a slate of committee meetings.

The Convention Committee revealed important news – the location of next year’s event. The 109th ABMA Convention will take place March 24-27, 2026 in Puerto Rico, at the Hyatt Regency Grand Reserve in Rio Grande.

Committee head R. J. Lindstrom also previewed the 2027 convention, set for Bonita Springs, Florida at the Hyatt Coconut Point Resort and Spa. Meeting attendees discussed possibly opening up the convention to members of the European Brushware Federation (FEIBP), given that the FEIBP Congress is open to ABMA members.

ABMA President Chris Monahan

Imre Karetka of the Safety & Standards Committee discussed updates to the Safety Slip program, including revisions to graphics to include improved translations and a pricing increase effective January 1. Slips are also being updated to incorporate new requirements related to California’s Proposition 65, which requires businesses to provide a “clear and reasonable” warning before exposing consumers to chemicals that may cause harm.

Karetka mentioned Advancing Standards Transforming Markets (ASTM) affecting the brushware industry and were recently renewed including F2367, labeling for upright brooms for consumer and institutional use, and F2368, labeling for wet mops for consumer and institutional use. He reminded members that the ABMA has an Expert Witness Program that can be a resource if companies are facing legal issues. “You can come to the ABMA and request expert witnesses,” Karetka mentioned.

The Statistical Committee discussed whether to conduct a new wage rate survey, last done in 2021. Chair Gary Enchelmaier said the committee is also conducting an exposure survey to determine how different companies are obtaining effective exposure. “I wouldn’t say that our industry is necessarily going to go viral on Instagram … but I know when I look at social media, anything that shows up in terms of manufacturing, I’ll sit and watch it,” he said.

FEIBP President Alessandro Acquaderni

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Outgoing ABMA President Chris Monahan (Brush Fibers) also touched on the role of social media as part of the Public Relations Committee segment, asking attendees which platforms had proven to be helpful. Audience members mentioned YouTube and Facebook as outlets that provided opportunities to appeal to new customers.

Monahan also discussed options for new trade press advertisements to expand awareness. “We take it for granted that everyone knows everyone in this industry, but there may be people out there not getting the message,” he said.

Keynote speaker Gene Marks on navigating economic change

Past president Greg Miller (Mill-Rose) presents an outgoing president’s plaque to Chris Monahan (Brush Fibers)

Outgoing ABMA president Chris Monahan (Brush Fibers) accepts a parting gift from new president R.J. Lindstrom (Zephyr Mfg.)

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2025 ABMA Convention Austin, Texas | March 25-28, 2025

S’More to Do The kick-off meeting on Tuesday afternoon recapped the committee discussions, provided a treasurer’s report and previewed activities to come. Attendees got to hear overviews of the two nominees for the Innovation Award, including a video from Wooster Brush Co. about its nominee, a line of Flex and FitTM Brush Series paintbrushes with flexible, ergonomic handles that make it easier for users to fit brushes to their specific projects.

Miguel Medrano of Borghi provided a detailed explanation of the company’s candidate for the award — the ECO-FILL Concept, which uses a polymer anchor to set tufts into a plastic brush, allowing for the possibility of a fully recyclable product that won’t leave behind metallic debris. “ECO-FILL is more hygienic and more durable for longlasting performance,” Medrano said. “It is a catalyst for sustainable production in the industry.”

Instead of educational sessions, this year’s convention featured an ice-breaker activity organized by Lost Pines including multiple games that challenged participants’ coordination, balance and ability to think quickly. Some of the “Minute to Win It” activities included; Hook It, in which contestants tried to get a ring onto a hook by swinging it in the air; Dice Stack, in which participants held a popsicle stick in their mouths and tried to stack as many dice on top of it as possible; and Water Bottle Flip, in which the goal was to flip a water bottle to land upright. The winning team, Top Gun, kept their cool and their water bottles straight enough to conquer their competitors.

The day concluded with a welcome reception at the Lost Pines’ LBJ Pavilion with drinks and a lavish buffet. Attendees enjoyed pasta, a carving board and multiple s’mores-based desserts, among many other appealing options.

Tariffs, Soccer and Chocolate Wednesday focused on political and economic policies affecting the brushware industry – especially tariffs. “None of us knows where everything is going, but our association is committed to all of our friends and partners in North America, and we will get through this together,” Monahan said during the morning’s opening business session.

Membership Committee Chair Terry Hogan (Perlon) discussed membership trends in the organization, including a loss of about 3 percent of membership year over year largely due to industry consolidation. “Membership is a lifeblood of any organization, so I just want to continue to encourage people to reach out to anyone they may know who’s not a member. We can always continue growing,” Monahan added.

Wooster Brush was named the winner of the 2025 Innovation Award for the Flex and FitTM Brush Series. Recipients of the Kathy K. Parr Memorial Scholarship were announced and are: Joey Ciullo, a freshman studying business and data science at the University of

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Darin Smith and Mike Zimmerman accept the Innovation Award for Wooster’s Flex & Fit Brush Series

Illinois, the son of Rachel Ciullo from Composite Cutter Technology, and Bryce Pence, a sophomore finance major at Howard Payne University, the son of an employee at Zephyr Mfg. The new 2025-26 ABMA Board of Directors was announced, with R.J. Lindstrom stepping in as the new President. During the presentation, Lindstrom paid tribute to outgoing President Chris Monahan for his leadership and contributions. “I would like to extend my deepest gratitude to Chris Monahan,” Lindstrom told the audience. “It’s been an honor to serve on the board with you.”

FEIBP President Alessandro Acquaderni presented Monahan with an official Bologna FC 1909 football jersey – personalized with “ABMA” and “108,” denoting the 108th year of the ABMA Convention and celebrating the success of the 2024 World Brush Expo in Bologna, Italy. He also offered a box of Belgian chocolates to mark the 2028 World Brush Expo’s setting in Belgium. “From Bologna to Belgium, this is the taste of the partnership between FEIBP and ABMA, and it’s delicious,” Acquaderni told the audience.

He went on to discuss the importance of collaboration. “We’ve increased the tensions, not only on the soccer fields but also in the real world,” Acquaderni said. “The most recent studies show that the tariffs estimated today will impact $9.5 trillion of exchange of goods between Europe and the U.S. This will influence automotive, agriculture, metal and eventually, also brushes.”

FEIBP Congress and WBE 2028 Acquaderni also spoke about the role that meetings such as the World Brush Expo and the 2025 FEIBP Congress (scheduled for October 8-11 in Ischia, Italy) can play in keeping the brushware world connected and integrated. He also revealed that the 2028 World Brush Expo will take place in Ghent, Belgium, May 16-18, 2028, offering attendees the chance to enjoy medieval architecture and beautiful flowers amid new insights into the industry.

“We should not just trade in brushes, but in trust. We should not just trade in elements, but in friendship,” Acquaderni concluded.

FEIBP President Alessandro Acquaderni presents a Bologna jersey to ABMA President Chris Monahan

Imre Karetka delivers the Safety and Standards Committee report

108th ABMA Convention on the back of the jersey

Gary Enchelmaier gives the Statistical Committee Report

Terry Hogan (Perlon) is thanked for his service on the ABMA Board by ABMA President Chris Monahan (Brush Fibers)

2025 ABMA Convention Austin, Texas | March 25-28, 2025

A key moment came when Heinrich Sielemann, the new Managing Director of Zahoransky, took the stage to announce that the company will exhibit at the 2028 World Brush Expo — news that was met with enthusiastic applause from attendees.

Forward Thinking Keynote speaker Gene Marks finished off Wednesday’s talks with an address focusing on strategic moves for growth and sustainability for manufacturers and distributors. Marks, a business columnist and consultant, advised the audience on how to navigate labor shortages, tariff expansion and economic uncertainties for manufacturing.

“I meet companies that have been doing what they’re doing for 20 years. How can they be there so long?” Marks asked. “I have found they have one thing in common across the board, they are always, always, always looking ahead.”

Marks focused his discussion on topics including: interest and inflation, tariffs, immigration, taxes and workplace and labor concerns. He said that interest and inflation are currently the issues worrying him the most. “The government is running a $2 trillion a year deficit,” he said. “We can’t afford to do it all, so the government is taking steps to do something about it.”

Marks offered some specific advice for the audience, including seeking government work via Apex Accelerators, obtaining

government-backed or private loans through Lendio, maximizing interest income through investments such as Treasury Inflation Protected Securities (TIPS) or money market vehicles and getting immigration paperwork in order for the workforce using E-Verify and other methods. Regarding tariffs, he suggested contacting the World Trade Centers Association to seek tariff-friendly sources for materials and using free trade zones or bonded warehouses.

“You order any international supplies that you want. It comes into the warehouse [with] no tariffs at all,” he mentioned. Tariffs are charged only when goods are removed from the warehouse for manufacturing.

“Why pay large tariffs now when you could buy products, have them stored in a free trade warehouse or a bonded warehouse, and then pull it out three or four months from now when those tariffs may have actually come down?”

Other suggestions Marks made included investigating trusts and Employee Stock Ownership Plans (ESOPs) as part of succession planning, considering level-funded plans for health insurance that can protect employers against higher-than-expected claims, moving to unlimited PTO for vested employees and hiring a Professional Employer Organization that provides comprehensive HR, payroll and benefits oversight. He also recommended that employers think about hiring the formerly incarcerated to leverage tax credits and state programs and lean into technology such as artificial intelligence and automation.

“I’ll come back here five years from now, and there will be a lot of different things to talk about,” he predicted. “You guys are going to be doing different stuff on your manufacturing and warehouse floors.”

Final Day Wednesday concluded with a spirited Golf Scramble Tournament and a short reception, prior to groups splitting off for networking dinners at various restaurants on site. Thursday featured ABMA’s signature Face-to-Face meetings, fast-paced 15-minute sessions connecting manufacturers directly with suppliers to facilitate relationship-building and deal-making. This structured matchmaking format, consistently ranked as one of the most valuable elements of the convention, had 27 supplier tables available for meetings with manufacturers.

“Most of those meetings were with people we have existing business with, where we can maintain the relationship and build on it. In a few cases, it was with people we do not have a relationship with,” said Bart Pelton, president of PelRay International Co. “Those were all very productive.”

After a free afternoon for networking, recreation or exploring the resort’s amenities such as horseback riding and Utility Task Vehicle tours, the event wrapped up with the “Trail’s End” closing reception, a festive finale that gave attendees one last chance to connect and celebrate.

“The ABMA is a very valuable meeting for us because we do business with a lot of the people there,” Pelton said. “It’s well worth it and always enjoyable.”

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Jim Benjamin (Precision Brush) with Robert Sixtos, Ron Cherryholmes, Bart Pelton and Chris Monahan of PelRay International and Brush Fibers

Jim Benjamin (Precision Brush) and Lance Cheney (Braun Brush)

Borghi’s Paolo Roversi with FEIBP President Alessandro Aquaderni and David Ori (Borghi), Miguel Medrano (Borghi) and Carlos Petzold (Borghi)

Donna Frendt (ABMA) and Josie Wadd (Brush Expert)

Dennise Silva (PMM), Ken Rakusin (Gordon Brush), Maria Caballero (PMM) and Enrique Mejia (PMM)

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2025 ABMA Convention Austin, Texas | March 25-28, 2025

David Kalisz (MFC Ltd) and Sofia Teles (Filkemp)

Jon Monahan (Monahan Filaments), Todd Leventhal (Nexstep Commercial Products) and Matt Monahan (Monahan Filaments)

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Fred Spach (Carolina Brush) with Gernot Mueller and Dr. Andreas Reimann of Roth Composite Machinery

Jim Benjamin (Precision Brush) and Kim Johnstun (Easy Reach Supply)

Jeffrey Mink (F.M. Brush) and Kristin Zweigler (Leistner Werkzeug)

Thomas Morrissey and Maggie Gu of Celanese

Soeren Homburg (Woehler Brush Tech), Ken Rakusin (Gordon Brush) and Matthias Peveling (Woehler Brush Tech)

Terry Hogan (Perlon), Christian Schaaf (Perlon), Gary Enchelmaier (Industrial Brush Co.) and Andrew McIlroy (Perlon)

Bart Boucherie (Boucherie) with Lance Cheney and Max Cheney from Braun Brush with Boucherie’s John Williams, Kris Geldof and Frank Kigyos

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2025 ABMA Convention Austin, Texas | March 25-28, 2025

Chris Monahan (Brush Fibers), Kevin Lannon (Lanoco Specialty Wire Products) with Greg Miller and Jason Riha of Mill-Rose Co.

Dave Magner (Deco Products) and R.J. Lindstrom (Zephyr Mfg)

Gonzalo Martinez (Shaefer Brush), Ralph Rosenbaum (Stainless Steel Products) and Alan Schroeder (Schaefer Brush)

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Employee Benefits

Solving the Employee

Benefits Puzzle How to Design a Package that Retains Your “A Players”

By Phillip M. Perry

To attract, motivate and retain “A Players,” employers must tailor their benefits to society’s evolving demographics and lifestyles. Today’s worker expects more than the standard health care policy and retirement savings plan. Employee surveys, focus groups and utilization tracking can help fine-tune a company’s offerings while balancing worker expectations against budget realities.

Employers are retooling their benefits to meet the needs of a new workforce. The goal is to attract, motivate and retain top-quality employees. “It used to be that health insurance and a retirement savings plan were all a company needed,” says Lauren Winans, Chief Executive Officer and Principal Consultant at Next Level Benefits. “Times have changed.

Today’s younger employees want benefits that help them achieve work-life balance and prepare for the future.”

What’s driving the change? Two important forces are the ubiquity of two-income families and the need for intergenerational care. These have led to an increase in the prevalence of childcare subsidies, caregiver support and flexible time off. “The biggest trend I have seen recently is toward offering paid parental leave,” says Mark Stratton Berry, Senior Human Resource Specialist at Insperity.

Mental health coverage is also on the upswing, as younger people express a heightened sensitivity to the importance of psychological well-being. Employers, for their part, are starting to realize that stressed workers find it difficult to be fully engaged and are likely to have high absenteeism records.

Offering just the right benefits mix can enhance performance throughout the workplace, raising profitability. “Providing benefits helps keep your employees well, physically and mentally,” says Julie Stich, Vice President of Content at the International Foundation of Employee Benefit Plans (IFEBP).

“And that means they will be more productive.”

Turnover, too, can be reduced when people are happy with their employer’s perks.

“Managers need to understand the importance of benefits when it comes to employee retention,” says Stich. “Replacing a top performer who leaves for greener pastures can make a real hit to the bottom line. The many costs begin with the need to post the job and then proceed on with interviewing, onboarding and training. And while the worker’s position remains vacant, other team members have to step in and do the necessary work, resulting in lower productivity.”

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istock.com/andresr

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Employee Benefits

The New World of Employee Benefits Most employee benefits programs must include coverage for health care and retirement. But there’s a wide array of additional benefits in today’s marketplace. Employee surveys will reveal which of the following are most valued: • Parental leave • Mental health coverage • Dental insurance • Family planning • Financial planning • Retirement planning • Childcare • Eldercare • Professional development • Telemedicine • Flextime and paid time off • Commuter support • Hybrid work arrangements • Virtual team bonding activities • Fitness perks

Treading Carefully Good intentions are one thing. Selecting the right providers is another. That’s particularly the case with mental health coverage.

“Many employers believe they are offering psychological support benefits through their insurance carriers,” says Winans. “But the fact is that there are often insufficient counselors, therapists, psychologists and psychiatrists to help all of the people in need.”

Today’s Employee Assistance Plans (EAPs) often include mental health services, typically providing lists of nearby doctors, therapists and psychologists but leaving the employees to track down appropriate providers. That task can be nerve-wracking in itself, adding to employee stress. And the scarcity of available professionals means obtaining help can take a long time. In response, noted Winans, many companies are utilizing new technologies in the form of free counseling apps and memberships in private services that provide help with connecting to counselors at convenient times.

Employers may also sign up third-party intermediaries to proactively match employees with appropriate providers, saving considerable time and energy. These services often work with whatever insurance company the employee has and will even find free or low-cost services for people with no insurance. They may also follow up to ensure that employees connect with therapists who are helpful and appropriate.

Unique Needs

• Long-term disability insurance

Every workforce is different. What employees want at one company may differ from what they want at another. “The benefits environment is not one-size-fits-all,” says Suzanne Haslam, Senior Vice President at Woodruff Sawyer. “Employers should inventory their demographics and customize their benefits plans appropriately.”

• Educational and career advancement opportunities

Haslam gives some examples:

• Emergency savings accounts • Student loan repayment assistance

• Free food at the workplace

Younger individuals. Consider family-forming coverage such as support for fertility, adoption and surrogacy. Once these individuals have families, expand services to include lactation consulting, returnto-work support and childcare services.

College graduates. Potential benefits include debt consolidation services, financial wellness and home-buying support.

Middle-aged people. Do they need assistance in planning for their child’s education? Is someone in a sandwich generation caring for both kids and parents? Would elder care services be appropriate?

Older people. Women may be looking for menopause support services. Individuals approaching retirement may appreciate financial wellness and Medicare planning support services.

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If demographics can affect the makeup of a benefits package, the fact remains that employers must satisfy some baseline requirements.

“Comprehensive and affordable health insurance coverage, retirement saving plans and paid time off are considered basic requirements,” says Alicia Scott-Wears, Director of Total Rewards Content Strategy at consulting firm WorldatWork.

Taking Surveys The variety of possible benefits is extensive, and assembling the right package can incur serious costs. Employers can get the most bang for their buck by carefully selecting benefits that pull their weight. And that means going to end users for input.

Surveys, conducted every year or two, can help. Employees should be approached with a statement such as this: “Are the company’s offerings meeting your needs? If not, we want to hear about it so we can make our benefits program more meaningful. That will make it worth your while to work here and also make it worth our while from a dollars and cents perspective. As an employer, we don’t want to spend money on benefits you’re not going to use.”

Once survey results are in, take action. “Be sure to acknowledge employee input,” said Berry. “Let people know the survey findings in

terms of what the company needs and what steps you will take as a result. Be transparent. Employees need to feel that they have a voice, that they have been heard and acknowledged.”

While surveys are the most effective channel to ferret out employee needs, companies can also solicit feedback from small work groups that dialog about benefits. Some sleuthing can fill in the gaps. “It’s important to find out what your competitors are offering,” says Berry.

“That ties into recruiting and retention, as you want to make sure you’ve got what it takes to keep your best people from jumping ship.”

Finally, employers can fine-tune company offerings by monitoring utilization. Providers can report on which benefits are being accessed and how often. “You might think that one benefit is the best one ever, and then discover that maybe only 10 percent of your employees signed up for it,” says Stich. “You might conclude there’s a more effective way to spend your money.”

Keeping It Real Designing an ideal benefits package is one thing. Funding it is another.

Health coverage is expensive, and the dollars required to support physical wellness can hamper ambitions to extend coverage elsewhere.

www.brushwaremag.com | 35

Employee Benefits

“It’s hard to balance the need for benefits against limited resources,” says Winans. “The cost of healthcare goes up every year and tends to eat up the rest of the benefits budget. That makes it harder to offer a competitive retirement plan contribution rate, or a supplemental mental health program, or even give people more time off.”

When there are budget limitations, Haslam suggests employers look at the programs already in place for underutilized perks. “For example, many medical carriers offer expanded mental health solutions or programs for target conditions such as weight loss or diabetes,” she says.

“And make sure that employees understand everything offered in your current programs. Engage in communication all year long, not just at renewal time. And use different methods of communication.

These can include written notices, videos and audios. Everyone learns differently.”

One possible tool for reducing the benefits bill is so-called “voluntary benefits.” In these arrangements, employees can select from a menu of benefits that their employer does not normally offer. While the

36 | www.brushwaremag.com

employee pays 100 percent of the bill, the premiums are reduced because the employer has arranged for a group policy. Among the benefits commonly found in the voluntary mix are insurance for life, supplemental disability and auto and home. “Voluntary benefits allow employees to pick and choose what’s important to them,” says Stich. “The person who may not care about accidental death and dismemberment insurance, for example, may want pet insurance.”

While voluntary benefits can play a role in the employer mix, the fact remains that benefits are expensive and not likely to get any cheaper. Many times, says Winans, the best the employer can do is identify the most egregious gaps, track down the most impactful programs, and budget for the greatest payback.

“Designing an effective benefits package is like playing a game of chess,” says Winans. “Employers need to think strategically about how to invest dollars in the right vehicles.”

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economic DASHBOARD

US Manufacturing Shifts to Expansion in January

Canada, Mexico and China PMI readings slip based on global trade policy concerns After a brief two-month rebound, the U.S. manufacturing sector returned to contraction in March, as reported in the latest Manufacturing ISM Report On Business. Supply chain executives cited waning demand, a pullback in production and labor reductions, halting hopes of a sustained recovery for the industrial economy.

The ISM Manufacturing PMI fell to 49.0 percent in March, down 1.3 percentage points from February’s 50.3 percent, ending a shortlived return to growth. Despite this pullback, the broader U.S. economy extended its expansion streak to 59 consecutive months, excluding the brief dip in April 2020.

Input conditions remained active, though not all trends were positive.

The Prices Index surged to its highest reading of the year at 69.4 percent despite growing tariff concerns. Supplier deliveries slowed modestly (53.5 percent), while the Inventories Index rose to 53.4 percent, marking a return to expansion after half a year in decline.

March also saw Imports at 50.1 percent, maintaining expansion territory but down 2.5 points.

Looking forward, manufacturers are treading cautiously. Trade policy uncertainties, tariff pressures and declining foreign orders appear to be curbing overall optimism as 2025 unfolds.

Demand indicators weakened notably. The New Orders Index fell further into contraction at 45.2 percent, a 3.4 percentage point drop from February, while New Export Orders declined to 49.6 percent.

Backlog orders also softened, with the index sliding to 44.5 percent, reflecting increasing caution in new project commitments.

COMMODITIES

Production activity reversed course as the Production Index dipped to 48.3 percent, following two months of growth. Likewise, employment trends deteriorated, with the Employment Index falling 2.9 percentage points to 44.7 percent, which highlighted, continued workforce reductions. Notably, that drop was mostly through attrition rather than formal layoffs.

UP IN PRICE: Aluminum (16); Aluminum Products; Brass; Copper (2); Corrugate; Corrugated Boxes; Critical Minerals; Electrical Components (2); Electronic Components (2); Packaging; Paints and Adhesives; Plastic Resin (2); Polypropylene Resin (2); Steel (2); Steel -Carbon (2); Steel-Cold Rolled; Steel-Hot Rolled (2); Steel-Scrap (3); Steel-Stainless; and Steel Products.

DOWN IN PRICE: Industrial Alcohols; and Natural Gas. IN SHORT SUPPLY: Cable Assemblies; Critical Minerals; Electrical Components (54); and Electronic Components.

ISM® MANUFACTURING AT A GLANCE (US) MARCH 2025

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

Series Index MAR

Series Index FEB

49.0 45.2 48.3 44.7 53.5 53.4 46.8 69.4 44.5 49.6 50.1

50.3 48.6 50.7 47.6 54.5 49.9 45.3 62.4 46.8 51.4 52.6

PCT PT Change Direction -1.3 -3.4 -2.4 -2.9 -1.0 +3.5 +1.5 +7.0 -2.3 -1.8 -2.5

OVERALL ECONOMY Manufacturing Sector

Rate of Change

Trend* (Months)

Contracting Contracting Contracting Contracting Slowing Growing Too Low Increasing Contracting Contracting Growing

From Growing Faster From Growing Faster Slower From Contracting Slower Faster Faster From Growing Slower

1 2 1 2 4 1 6 6 30 1 3

Growing Contracting

Slower From Growing

59 1

*Number of months moving in current direction.

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

38 | www.brushwaremag.com

US SECTOR REPORT ISM GROWTH SECTORS (9): Textile Mills; Petroleum and Coal Products; Fabricated Metal Products; Primary Metals; Computer and Electronic Products; Nonmetallic Mineral Products; Transportation Equipment; Electrical Equipment, Appliances and Components; and Miscellaneous Manufacturing.

ISM CONTRACTION SECTORS (7): Wood Products; Paper Products; Plastics and Rubber Products; Furniture and Related Products; Chemical Products; Food, Beverage and Tobacco Products; and Machinery.

GLOBAL PMI NOTES EUROZONE: Manufacturing activity continued to contract in March, though at a slower pace, as the PMI rose to 48.6 percent. Output increased for the first time in two years, but demand remained weak and job cuts persisted.

CANADA: Factory output fell to its lowest since late 2023, with the PMI dropping to 46.3 percent. Tariff concerns and declining export orders drove business pessimism and further workforce reductions.

MARCH ISM REPORT COMMENTS (U.S. Manufacturers)

Chemical Products: “February saw a surge in purchasing, but March slowed significantly due to fear and inventory buildup in anticipation of market instability.”

Miscellaneous Manufacturing: “Tariffs are hitting profits hard, especially with Canada’s latest measures. European activity is also down.”

Transportation Equipment: “Severe shortages persist. Chinese limits on critical minerals have triggered major price spikes and full-year supply lockups.”

Computer and Electronic Products: “Customers are pulling orders forward, driven by tariff fears and price pressure.”

CHINA: Manufacturing expanded modestly with a PMI of 51.2 percent, fueled by strong domestic and export demand. However, rising global trade barriers dampened business confidence.

Food, Beverage and Tobacco Products: “Sales in Canada are softening, and there’s growing concern about anti-U.S. sentiment affecting demand.”

FRANCE: The downturn in French manufacturing eased as the PMI rose to 48.5 percent, supported by demand from Africa and Asia. Nonetheless, firms cut jobs and output prices to remain competitive amid rising costs.

Machinery: “Conditions are worsening rapidly as uncertainty and tariffs create a tough operating environment.”

GERMANY: Germany’s PMI improved to 48.3 percent, signaling early signs of stabilization.

Production rose, but exports lagged and employment continued to fall.

Fabricated Metal Products: “Orders exceeded expectations — likely a short-term spike ahead of expected price hikes from new tariffs.”

INDIA: India’s manufacturing sector surged with a PMI of 58.1 percent— its strongest reading since mid-2024. Growth was broad-based across orders, output and hiring, despite modest export slowdowns.

Electrical Equipment, Appliances and Components: “Steady demand compared to last year, but tariff risk is now part of every daily strategy session.”

ITALY: Italy’s PMI dropped to 46.6 percent, marking a full year of decline. Firms slashed production and staffing as orders fell and demand remained sluggish.

MEXICO: Manufacturing activity contracted sharply, with the PMI falling to 46.5. The automotive sector led the decline amid U.S. tariff concerns and weakening foreign orders.

UNITED KINGDOM: The U.K. PMI fell to 44.9, the lowest in 17 months, as domestic challenges and tariff threats intensified. Rising costs and falling confidence signaled a difficult outlook ahead.

Petroleum and Coal Products: “Unstable global economies, including China and India, along with U.S. political shifts, are pushing us toward a cyclical low.”

Primary Metals: “Markets are dominated by tariff anxiety and inflation fears. The key question is whether demand will hold under rising costs.”

Sources: Institute for Supply Management®, PMI® (Purchasing Manager Index), Report On Business®. For more information, visit the ISM® website at www.ismworld.org.

LEISTNER DRILLS FOR THE BRUSH INDUSTRY. MADE OF

TUNGSTEN OR HSS. FOR USE ON HIGH PERFORMANCE CNC MACHINES Leistner Werkzeug GmbH Auerbacher Str. 15 D-08328 Stuetzengruen/Germany www.leistner-gmbh.de info@leistner-gmbh.de Ph: +49-(0)37462-288 150 Fx: +49-(0)37462-288 159 Proud Member of www.brushwaremag.com | 39

economic DASHBOARD ISM US MANUFACTURING PMI 36 MONTHS | MOVING AVERAGE: SIX MONTHS

EURO AREA MANUFACTURING PMI 36 MONTHS | MOVING AVERAGE: SIX MONTHS 65

60 60

55 55

50

50

45

45

40

40 35

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

Feb-25

Oct-24

Dec-24

Aug-24

Jun-24

Apr-24

Feb-24

Oct-23

Dec-23

Jun-23

Aug-23

Apr-23

Feb-23

Oct-22

Dec-22

Jun-22

Aug-22

30 Apr-22

Feb-25

Oct-24

Dec-24

Jun-24

Aug-24

Apr-24

Feb-24

Oct-23

Dec-23

Aug-23

Jun-23

Apr-23

Feb-23

Oct-22

Dec-22

Jun-22

Aug-22

Apr-22

35

Source data: S&P Global

CHINA MANUFACTURING PMI 65 36 MONTHS | MOVING AVERAGE: SIX MONTHS

CANADA MANUFACTURING PMI 60 36 MONTHS | MOVING AVERAGE: SIX MONTHS

60

55

55 50

50 45

45

40

40

35

35

40 | www.brushwaremag.com

Feb-25

Dec-24

Oct-24

Aug-24

Jun-24

Apr-24

Feb-24

Oct-23

Dec-23

Aug-23

Jun-23

Apr-23

Feb-23

Oct-22

Dec-22

Aug-22

Jun-22

Feb-25

Oct-24

Dec-24

Aug-24

Jun-24

Apr-24

Feb-24

Dec-23

Oct-23

Aug-23

Jun-23

Apr-23

Feb-23

Dec-22

Oct-22

Aug-22

Jun-22

Apr-22

Source data: S&P Global

Apr-22

30

30

Source data: Caixin Manufacturing PMI

65 FRANCE MANUFACTURING PMI 36 MONTHS | MOVING AVERAGE: SIX MONTHS

GERMANY MANUFACTURING PMI 36 MONTHS | MOVING AVERAGE: SIX MONTHS

60

60 55

55 50

50 45

45

40

40

35

35

30

30

Source data: S&P Global

Source data: S&P Global

www.brushwaremag.com | 41

economic DASHBOARD 65

INDIA MANUFACTURING PMI 36 MONTHS | MOVING AVERAGE: SIX MONTHS

ITALY MANUFACTURING PMI 60 36 MONTHS | MOVING AVERAGE: SIX MONTHS

60

55

50

55

45

50 40

35

45

30

40

Source data: S&P Global 35

65

MEXICO MANUFACTURING PMI 36 MONTHS | MOVING AVERAGE: SIX MONTHS 60

30

Source data: S&P Global

55

50

45

40

35

30

Source data: S&P Global

65 UK MANUFACTURING PMI 36 MONTHS | MOVING AVERAGE: SIX MONTHS 60

55

50

U.S. manufacturing in America's Heartland!

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40

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35

30

Source data: S&P Global

SOURCE DATA: S&P Global 40.0

US GDP BY QUARTER

US INFLATION RATE 3.5%

3.4% 30.0

3.2%

3.1%

3.1%

3.2%

3.4%

3.3% 3.0%

2.9%

2.9%

20.0

2.5%

2.6% 2.4%

2.7%

3.0% 2.8%

2.4%

10.0

0.0

2020 2020 2020 2020 2021 2021 2021 2021 2022 2022 2022 2022 2023 2023 2023 2023 2024 2024 2024 2024 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

-10.0

-20.0

-30.0

-40.0

Source data: Bureau of Economic Analysis

Source data: U.S. Bureau of Labor Statistics SOURCE DATA: US BUREAU OF LABOR STATISTICS

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Carnevali Dino........................................35

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Wolf Abrasive.................Inside Front Cover

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