Lead Valuesby

The Chief Executive Officer of OCS Australia & New Zealand shares what drives him to keep making a difference.

That OCS was a global company with a history of family ownership and a strong commitment to sustainable and ethical practices made joining it a can’t-refuse opportunity for Gareth Marriott.

Over a decade later, and it’s that combination of international reach, local connection and unwavering core values that still ignites his dedication to the business.

But Marriott’s drive to make measurable differences in people’s lives was born many years ago. “From a young age, my mum and nana instilled in me the importance of contributing, of being engaged and giving back to the community,” he remembers.

“Nana’s involvement with the Red Cross and my mum’s work as a teacher and school principal informed my commitment to organisations with strong values – and that’s exactly what OCS has.”

Inspired by the hard work of the cleaners he saw in venues and facilities across Australia and New Zealand in his early years on the road for OCS, Gareth became passionate about making a difference to their jobs and lives.

“Our frontline teams work incredibly hard, day and night, doing jobs that the rest of us often take for granted,” he says. “And right now, life is tougher than ever with the high cost of living and rising interest rates hitting low-wage workers the hardest. While we can’t influence many of those macro factors, we can make their jobs more interesting and efficient, provide safe working environments, and offer meaningful training and development opportunities. Making a difference in people’s lives, showing recognition and appreciation – it’s personal for me. It’s what drives me.”

One aspect of that recognition is ‘Thank Your Cleaner Day’. Launched in New Zealand in 2015, it has since become a global initiative recognising the often overlooked contribution cleaners make to our communities. The day took on even more importance during the pandemic as cleaners all over the world played a critical role in stopping the spread of COVID.

Running the OCS business sustainably is another non-negotiable. Three key pillars inform the company’s sustainability strategy: social mobility, environment, and health and safety.

“It’s about holding each other to account,” explains Marriott, who is the Chairperson of the Sustainable Business Council, a CEO Steering Group member of the Climate Leaders Coalition and a member of the NZ Government’s Modern Slavery Advisory Group.

“We build and implement sustainability into our policies, procedures and practices from both an environmentally sound perspective and in a way that supports the lives and working experiences of our team members.” The way to do this, Marriott explains, is by collaboration as key to effective sustainability action.

“We must set a standard for the industry. All our key suppliers have signed off on all of our sustainability commitments and we work closely with our customers to achieve their climate ambitions. Being in it together makes us stronger because we can share challenges and opportunities.”

This willingness to be transparent and honest is key to Gareth’s leadership style.

“You can’t assume you know everything. Listen to your people and be prepared to ask for help. There’s nothing wrong with showing some vulnerability – it gives others permission to do the same and that’s how you can overcome challenges together.”

Going forward, Gareth’s eyes are set firmly on improving shareholder value and the lives of the thousands of team members that make up OCS.

“My goal is for OCS to double our turnover and become an employer of choice,” he says. “The way to do that? Focus on cash management and listen, always listen, to your frontline workers. They provide critical insights about the resources they require, the environments they work in, and the challenges they need support in dealing with. And it’s those insights that will help drive success.”

And if he ever needs inspiration, he looks to the Red Cross plaque presented to his nana all those years ago, which now hangs in his office. “It reminds me of what’s important. That’s where it all began.” 

QUICK-FIRE Q&A

Key Connections

Joanne talks about her role as National Business Development Manager and giving customers the right product solutions.

I started with Bunzl as a secretary to the Managing Director of a small company called Tredmar Chemicals which Bunzl had acquired. I decided I wanted a role that got me out and about meeting people, so I transferred to external sales as a Sales Representative for Bunzl. I’ve worked in other various roles within the business, before being promoted to a National Business Development Manager.

JOANNE HULLAND National Business Development Manager

When it comes to your role, what do you appreciate the most?

The amazing support network I have around me –it’s the people from our small national Facilities Management team through to our Cleaning and Hygiene Advisory Team (CHAT) that spans nationally, and all the wonderful branch-based teams that I work with on a regular basis. Without any of these support systems, our business would not be a success. One of the best things about my role is the longevity of relationships that I’ve formed over the years – there are many relationships that are over 30 years old!

What do you think is most important when it comes to your role?

I think that being relevant, available and flexible is important when it comes to the changing needs of our customers and assisting them with products as well as solutions for their business. I think it’s important to strive towards partnerships that work for all.

Have you noticed any emerging trends or innovations in your industry?

One of the most exciting trends is the implementation of AI and robotics that we’re seeing unfold across the country. It’s exciting to be part of a changing cleaning landscape where robots can do basic tasks like vacuuming that free up cleaning staff to do other things. More free time for businesses means more time can be dedicated to other issues, which has an overall positive impact on the cleanliness and appearance of a venue.

How do the right product solutions improve an organisation’s bottom line and operations?

The right product solutions are essential ingredients in ensuring that tasks, such as cleaning, are completed effectively and efficiently without affecting ongoing business operations for the client. In return for finding my clients the best product solutions, businesses can project the right image to their clients and ensure longevity, and of course continuing profits.