Industrial Playbook

CLEANING INDUSTRIAL SPACES TOOLKIT

REVISION HISTORY

CLEANING INDUSTRIAL SPACES TOOLKIT

1 INTRODUCTION

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1.1 Toolkit Organization

This toolkit is organized into 17 main sections. Refer to the Table of Contents, which contains active links to each section to allow for easy navigation through this document

You should read the entire manual at least once. Then later, when you refer to the manual, the detailed Table of Contents will help you find the section relevant to the topic on which you need more information.

1.2 Ownership of the Toolkit

This toolkit is owned by ServiceMaster Clean Limited Partnership. We want you to reference this toolkit to ensure you are following the ServiceMaster Clean approved process for content within Treat the material herein as confidential.

You will be required to return all copies (printed or digital) of this document when your franchise agreement with ServiceMaster Clean concludes; however, we encourage you to make notes or highlight areas of importance to you.

2 OVERVIEW

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2.1 Types of Facilities to Target

The target rating in the table below is based on the following criteria:

• The service execution aligns with our current cleaning systems, processes, and available training

• The number of specialized certifications, training, and equipment required

• The amount of capital required to perform both the start-up and the ongoing services

• Ease to entry into the sub-vertical, including lead generation and knowledge of cleaning requirements and work rates

• Adequate references within the sub-vertical

Learn more about these facilities by clicking HERE These are only a fraction of the opportunities in the Industrial vertical. To discuss other potential targets within this vertical reach out to your support camp or Clean Brand Standards sfalldine@smclean.com

2.2 Learn about the Industrial Industry

2.2.1 IBISWorld

Founded in 1971, IBISWorld provides trusted industry research on thousands of industries worldwide. Their in-house analysts leverage economic, demographic and market data, then add

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analytical and forward-looking insight, to help organizations of all types make better business decisions.

Examples:

For more information on IBISWorld, click HERE

2.2.2 The Future of the Industrial Sector

What Industry experts are saying:

• “With the volume of e-commerce orders increasing and consumers’ demand for quicker delivery, companies are building smaller warehouses located closer to the customer” Other factors to consider:

1. Growing companies are buying existing warehouse and industrial space and doing remodels, this is opening the door for large, lucrative post construction cleaning (PCC) jobs

2. These facilities require specialized cleaning = ServiceMaster Clean

3. Decision makers oftentimes are more focused on quality and expertise than they are on price

2.3 Types of Industrial Cleaning

There are several types of industrial cleaning These types of cleaning take different routes to get the job done right.

2.3.1 Aesthetic Cleaning (AKA Day Porter)

This type of cleaning is used to make an area look cleaner. Areas such as lobbies, hallways, staircases, and common areas are often cleaned with aesthetic cleaning.

During this type of cleaning, the goal is to remove unwanted dirt and stains and make the area look clean again.

2.3.2 Health and Safety Cleaning

This type of industrial cleaning is used to make an area safe. Activities such as sanitizing equipment, removing hazards, removing contamination, and more are common ways to clean for health and safety.

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During health and safety cleans, there is also an emphasis on making equipment look clean again.

2.3.3 General Cleaning

This type of cleaning includes sweeping, mopping, and dusting. It removes general dirt and debris from surfaces. general cleaning is a bit more thorough than aesthetic cleaning

2.3.4 Deep Cleaning

Deep cleaning removes more stubborn dirt and grime from surfaces. It may require power washers, steam cleaners, or other heavy-duty equipment.

2.3.5 Specialized Cleaning

This type of cleaning addresses specific needs such as handling hazardous materials, dealing with fire damage, or cleaning delicate electronics.

Industrial cleaning is an integral part of any business. A clean and safe work environment is crucial for maintaining a productive workforce.

2.3.6 Factory Cleaning

Factory cleaning is the removal of unwanted particles, pollutants, dust, and other materials from a work area or industrial area so that they can be more efficiently utilized.

These cleaners work with specialized equipment to safely remove these materials from the environment without adversely impacting surrounding surfaces or causing distress or health issues.

Factory cleaning is vital for multiple reasons. Dusty and dirty areas in factories can lead to reduced efficiency and product quality, and increased manufacturing expenses. By maintaining your factory’s cleanliness, you can increase productivity and decreased environmental impact:

• Speed – Dirty areas in a factory can decrease the speed at which products are produced. This could result in decreased efficiency since employees might be working at a slower rate or in more challenging work conditions because of the gathering of dust on machinery and other surfaces.

• Quality – Dusty and dirty areas can also lead to decreased product quality since particles in the air can pollute products when they are being produced. This pollution may cause negative reactions in consumers, causing lower sales or market share losses.

• Safety – Furthermore, dusty, dirty factories sometimes create higher levels of harmful gases like carbon monoxide, which can lead to respiratory issues among employees. By cleaning these areas up, you can decrease exposure to these contaminants and safeguard employee’s health.

• Pollution – Factory cleaning can also have an adverse environmental effect. Insufficient

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cleanliness can lead to the release of contaminants and harmful materials into the environment. This process may happen when products are manufactured or throughout the handling, storage, and transport of wastes created by factory operations. By taking on these issues face to face through productive factory cleaning, you can help decrease this adverse effect.

• Efficiency – It maintains your production line running efficiently, without the issues and problems an unclean workplace cause. Factory cleaning can help to improve your factory’s productivity by removing pollutants and other debris from work areas. This can result in a decrease in the amount of time required to carry out certain duties, which may, at the end of the day, improve your company’s bottom line.

2.3.7 Advantages of a Clean Factory

The advantages of a clean and organized warehouse or factory are widely known. Cleanliness and organization not only make the workplace more appealing to employees but also results in improved customer service, increased stock control and a decrease of storage expenses. Factory cleaning can be an effective way to enhance all these areas while decreasing your environmental impact.

2.4 Strategic Accounts and the Gold Standard Program

2.4.1 What is the Gold Standard Program?

Each ServiceMaster Clean business must prepare for our focused push into this ever-growing and profitable Industrial vertical. The maturity of each business will dictate the type and size of facility they are capable of undertaking – whether that’s a local site acquisition or a National or Regional Account assignment.

ServiceMaster Clean is adopting benchmarked business standards required for a Clean franchisee to be considered certified to service different facilities within the Industrial Sector. These standards are classified into Bronze Level, Silver Level, and Gold Level facilities. These levels are determined by several factors, including:

• The size of facility.

• Complexity of the scope of work.

• A business’ start-up capabilities, including financial strength

2.4.2 The Purpose of a Gold Standards Program

Winning and starting up a complex and large site requires business maturity. Financial capability, industry knowledge, a strong internal infrastructure, and meaningful certifications are important qualities a business must possess, among other things. The Gold Standard Program will validate each business’ ability and preparedness to succeed at some level in the multibillion-dollar Industrial cleaning vertical.

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2.4.3 The Gold Standards Levels

The three levels of standards are Bronze, Silver, and Gold. Each level has business operational standards that must be maintained. “Leveling up” from one level to another means your business is not only validated as a financially healthy and well-structured operation, but it also qualifies your business to be assigned larger and more complex strategic account sites.

Bronze is the base Level, and the required standards are not a strict as the Silver and then Gold Levels. At the Bronze Level, the buildings targeted will be smaller and less complex than at the other two levels. Once Bronze Level is achieved, the goal is to move that business up to the Silver Level, thus positioning the business to target Silver Level facilities.

With each “Leveling-up” the Bronze standards must always be maintained, while also complying with additional standards associated with the next level. This transition from Level to Level may take up to 24 months, depending on each business’ ability and determination to Level-up.

2.4.4 Leveling Up the Business

Bronze is the base Level, and the required standards are not a strict as the Silver and then Gold Levels. At the Bronze Level, the buildings targeted will be smaller and less complex than at the other two levels. Once Bronze Level is achieved, the goal is to move that business up to the Silver Level, thus positioning the business to target Silver Level facilities.

With each “Leveling-up” the Bronze standards must always be maintained, while also complying with additional standards associated with the next level. This transition from Level to Level may take up to 24 months, depending on each business’ ability and determination to Level-up.

Click HERE to access the Gold Standards Playbook for more information.

Commented [FS1]: This will all need to be updated once the actual program is created

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3 CONSISTENCY OF SERVICE EXECUTION

Many of the customers that are considered “Industrial” locations not only expect consistency of service execution, but they also require it. This means for a particular type of facility, or for a particular customer, every facility must be cleaned the same way. Below are a few examples of how we satisfy a customer’s expectation of consistency:

• Using the same equipment and machines according to the standardized scope of work

• Products and supplies meet the standard for service execution.

• All employees must be in the correct and standard uniform according to their position on the staff

• The processes to clean are identical from building to building.

• Time keeping system, and reports generated from it, are to consistent in all facilities.

• Communication methods and cadence are consistent

3.1 Service Quality Audits (QA)

Internal Field Audits will be performed regularly to ensure that the site is being cleaned and managed according to the overall agreed-to specifications. These audits are to be conducted by the service provider’s QA staff, or by franchisor on behalf of the customer, when requested.

Failure of a service provider to explicitly follow the customer’s requirements of service execution, including use of the required equipment, machines, and products/supplies may be grounds for the service provider to relinquish a site so the site can be reassigned to another ServiceMaster Clean service provider.

3.2 Mandated Service Standards

It’s important to note that creating the definition of “consistency of service” is the customer’s responsibility and not the that of ServiceMaster Brands and/or ServiceMaster Clean (“franchisor”) The franchisor role and responsibility to the customer is to assist with ensuring service execution and account management is performed to the satisfaction of the customer.

4 SAFETY

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Required Safety Courses will be incorporated into a Learning Plan in ServiceMaster Brands University (SMBU) Each employee must successfully complete the required Learning Plans.

Examples include:

• Office Safety

• Ergonomic Essentials

• Bloodborne Pathogens

• Slips, Trips and Falls

• Hand Hygiene and PPE

• Basic First Aid

• Hazardous Communication (HAZCOM)

• Emergency Preparedness

Specific safety training will also be required for employees in the following circumstances:

• Using specific pieces of equipment

• Mixing and handling cleaning products

• Transportation (Driver Safety)

• Yard Safety

Personal Protective Equipment (PPE) as required by product labels and equipment recommendations is provided for each employee.

Other potential safety requirements will be addressed as they are identified. OSHA-10 and OSHA-30 General Industry training courses are available through OSHA-authorized sites at your own cost and may be required if/when necessary.

4.1 Hepatitis B vaccination.

If the facility your cleaning staff if working in to clean and decontaminate areas contaminated with blood or OPIM as part of their job duties, the bloodborne pathogens standard will apply and they must be provided with the hepatitis B vaccine.

The vaccine must be made available at no cost to employees at a reasonable time and place and be provided by or under the supervision of a licensed physician or other licensed healthcare professional. Additionally, the vaccine must be made available within 10 working days of initial assignment after an employee has been provided with information on its efficacy, Employees may decline to accept the hepatitis B vaccination, but they must sign a mandatory Hepatitis B Vaccine Declination statement. If an employee initially declines hepatitis B vaccination and decides to accept the vaccination at a later date, the employer must make

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available hepatitis B vaccination at that time. A Hepatitis B Immunization Consent/Waiver Form can be accessed HERE.(in Teams folder: AMZ and Industrial Toolkits)

4.2 Specific safety measures for equipment and machinery

Understanding the proper use, maintenance, and operation of equipment and machinery is critical in preventing workplace incidents. In using large equipment, such as scrubbing machines (walk-behind and riding), large walk-behind vacuums, etc., operating the equipment properly can be achieved through manufacturer’s training videos and on-the-job training with an experienced operator.

Different equipment/machinery will have different risk factors. A scissor lift, for example, runs a high risk of incident if safety precautions are not adhered to. Below is an example of information available to prevent a potentially serious incident while operating a scissor lift.

4.2.1 Scissor Lift PPE Requirements

For scissor lift operators, fall protection equipment is a must. The equipment protects workers against falls from heights. If a scissor lift operator falls, the equipment limits the risk of serious injury or death.

Here are instances in which a scissor lift operator should wear a harness:

• The lift’s platform is more than 6 ft. above the surface.

• The lift does not have guardrails, or the guardrail system is not stable.

• Your company requires scissor lift operators to wear a harness as part of its workplace safety policy.

• The scissor lift manufacturer recommends wearing a harness.

• Scissor lift operators must receive OSHA-compliant training to ensure they know how to wear a harness and identify any signs of wear and tear. In addition, they can use this training to learn how to verify the condition of a scissor lift’s guardrails, inspect a lift before use, identify workplace hazards, and more.

4.2.2 Scissor Lift OSHA Violations

An OSHA violation occurs when a company or employee willingly or unknowingly ignores potential and real safety hazards. A violation does not always mean an incident occurred; it can also be substantiated during the OSHA inspection process.

As an employer, it is paramount to stay up to date on scissor lift PPE requirements. If you ignore these requirements, you are subject to OSHA violations and associated fines and penalties. Even worse, you may inadvertently expose your scissor lift operators and others to workplace hazards.

4.2.3 OSHA Penalties and Fines

Click HERE for more detail on the cost of violating OSHA standards, rules, and guidelines. For

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assistance with compliance, OSHA provides an On-Site Consultation Program for small businesses at no cost. Click HERE for more information.

4.3 Warehouse Safety Hazards

Warehouse safety relies on workers being aware of their surroundings and being prepared to respond to hazards that arise. OSHA warehouse rules and regulations address the varying dangers that can affect the safety of workers. Here are a few of the most common hazards faced by warehouse employees:

4.3.1 Slips, Trips, and Falls

Forklifts, slip and falls, and falling objects are some of the most dangerous things in warehouses. Every year, they cause thousands of injuries and people die. But we can prevent them. Slips and falls happen a lot in warehouses, and they often hurt people badly. Unsafe areas can make slips and falls more likely, but usually it happens because workers have not been properly trained.

4.3.2 Falling Objects

A falling object from aerial lifts and shelves in warehouses is another prominent warehouse hazard. Falling objects can seriously injure or kill workers when they aren’t properly cared for on a forklift or haven’t been properly handled and stacked.

4.3.3 Repetitive Motion Injuries

Repetitive motion injuries from lifting, reaching, pushing, and pulling inside of a warehouse are often the result of poor ergonomics. Training can teach workers how to properly handle tasks on the job and avoid strenuous activities.

4.3.4 Inadequate Fire Safety Provisions

Various operational practices along with proper worker safety equipment can help prevent fire-related accidents and injuries.

4.3.5 Improper Product Stacking

If you stack products improperly in a warehouse, it can make the warehouse less efficient and put workers in danger. If you stack products improperly, they can become unstable and fall over, which could hurt someone.

4.3.6 Failure to use Protective Clothing and Equipment

Personal protective clothing and equipment protects workers from many types of hazards, including respiratory, impact, and crushing hazards. One of the most commonly cited violations in warehouses is the lack of respiratory protection for workers.

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4.4 OSHA Warehouse Safety Regulations

There are many different aspects of OSHA warehouse health and safety guidelines. Some OSHA regulations directly impact warehouse operations. The key is to find a training partner that keeps you ahead of the curve with OSHA warehouse safety guidelines. A look into OSHA warehouse safety regulations can help shed light on the kinds of standards that warehouse teams must live up to. A list of the most common safety violations offers unique insight into the challenges faced by warehouse workers:

4.5 Health and Safety Supporting Documents

The Health and Safety Policy Template can be found by navigating to ServiceConnection > Intranet > Library > Clean - Business Services > !Safety - US OSHA

ADD more (H&S Policy Template needs to be added to ServiceConnection)

5 TRAINING

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Throughout this Toolkit the subject of training is covered numerous times. Moreso than in other verticals, cleaning Industrial sites typically will require your staff to be trained and possibly certified for different tasks and/or machines/equipment.

SMBU has excellent training courses and learning plans for your staff, as does OSHAauthorized sites Training is designed to make safety Priority #1 but is also important for risk management purposes. Many customers in the Industrial sector will also require proof that your staff has been trained/authorized in an effort to (a) reduce workplace incidents, and (b) shift responsibility to your business in case of injuries and accidents to the cleaning staff.

• SMBU can be accessed HERE

• OSHA-authorized training sites can be accessed HERE

• For other questions, please contact SM Clean Training Department HERE

5.1 Training Audits

Periodic training audits may be conducted by the customer, or the franchisor, on behalf of the customer. It is recommended that all training be conducted using a platform (such as SMBU) that tracks and saves validation of training.

Failure of a service provider to validate completed staff training that is required by the customer may be grounds for the service provider to relinquish a site so the site can be reassigned to another ServiceMaster Clean service provider.

5.2 Mandated Training

Training for cleaning industrial spaces is not mandated by the franchisor but will be necessary and/or required by the customer and/or OSHA in many instances. Here are some reasons why it may be necessary:

• Customer mandated for safety and risk management purposes

• To ensure your staff reduces incident risks

• Minimize down time for employees due to incidents

• Validate your staff is using machines and equipment properly and safely

• Eliminate OSHA regulatory violation exposures

• Maximize cleaning effectiveness

• Task training videos produced in-house

5.3 Operational Certifications

You, as a business owner, are required to research what (if any) certifications are required in your jurisdiction to perform cleaning tasks in these environments, including using specific

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machinery If working on an RFP, this requirement will be listed in the document. If working with an Industrial site customer, they typically will make known any specific certifications they require

5.3.1 Equipment and Machine certifications.

Heavy machinery oftentimes requires a training certification before renting and/or operating. The most frequently used machine requiring a certification is a scissor lift. Many rental companies that supply lifts are licensed to certify for operating this machine. ServiceMaster Brands has approved rental vendors such as Sunbelt. Their information is available by navigating to ServiceConnection > Intranet > Library > Clean - Business Services > Vendors > Equipment and Supplies

5.3.2 Cleaning certifications.

Should a customer require a front-line cleaner to prove cleaning-specific knowledge, such as a Certified Cleaning and Disinfectant Technician (CCDT), this learning plan and others can be accessed in SMBU

If a customer-required knowledge is not currently available on SMBU, look to OSHA and the ISSA for training courses that fulfill what is required. If you need assistance, contact your support camp or Clean Franchisee Training.

5.3.3 The Cost of Certifications

The cost of certifications acquired by the franchise location, whether they be required by the industry and/or customer, or voluntarily obtained, are the sole responsibility of the franchise business. Should a certification be available on SMBU, the franchise business is able to assign the course or learning plan to its employees at no cost. Contact ServiceMaster Clean franchise training to inquire about certification courses deanna.gontz@servicemaster.com

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6 ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG)

Environmental, social, and governance (ESG) refers to a collection of corporate performance evaluation criteria that assess the robustness of a company’s governance mechanisms and its ability to effectively manage its environmental and social impacts. Examples of ESG data include the quantification of a company’s carbon emissions, water consumption or customer privacy breaches. Institutional investors, stock exchanges and boards increasingly use sustainability and social responsibility disclosure information to explore the relationship between a company’s management of ESG risk factors and its business performance.

When a company is searching for vendors, suppliers, and other business partners, they may inquire about the ESG commitment of the vendor and ask for validation of policies and procedures that align with generally accepted principles for ESG measurements. It is not uncommon for an RFP to inquire about and submit examples of policies and practices that are ESG related.

Examples of policies that might make up a company’s ESG program are:

• Sexual Harassment Prevention

• Information Security

• Water Management

• Greenhouse Gas Emissions

• Diversity, Equity, and Inclusion Policy

• others

It is incumbent on each ServiceMaster Clean franchise business to have its own ESG program that can be validated by the company searching for a cleaning vendor. ServiceMaster Brands does not share or offer its existing ESG policy documents for use by franchisees. Failure to comply with requests (within an RFP or other bid invitation) to validate an ESG program could result in being removed from consideration There are companies that offer consulting services to assist businesses with creating an ESG program and tracking certain key performance indicators (KPIs) in the program.

Should you have any further questions regarding an ESG program, contact Clean Brand Standards sfalldine@smclean.com for guidance. Some ESG documents may be available in a franchisee-populated shared folder. Brand Standards can assist you with this as well.

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7 MARKETING AND LEAD GENERATION

The ServiceMaster Clean Marketing Department has created the Marketing Playbook for guidance and techniques to generate quality sales leads. Please refer to this document for instructions on step-by-step action you should be taking. Access the Playbook HERE.

Commented [FS2]: Riki expects this playbook to be completed by April 1.

8 SALES

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The lifeblood of a Commercial Cleaning and Floor Care business is a combination of two primary things:

1. New customer acquisition

2. Current customer retention

8.1

New Customer Acquisition: It’s a Team Effort! But who’s on the Team?

• Marketing. Most people would say that signing up new customers is accomplished simply by having a good salesperson, and they’d be correct - partially. Acquiring a new customer first means you have to get in front of them, which is typically a marketing responsibility.

• Operations. Once in front of the prospect the salesperson must be able to discuss the attributes of his company and how they can effectively offer and then execute solutions to what’s ailing the customer and their facility. This is not unlike a doctor that listens to the patient, offers a diagnosis of the ailment, and then offers options for a remedy.

• Quality Assurance: In today’s business environment where everything is “digital this” and “digital that”, customers shop for goods and services by scrutinizing a company’s Google reviews. It’s getting increasingly difficult for companies that perform at a low standard to thrive, and sometimes even to stay afloat. It’s the same for the Commercial Cleaning industry. How your company responds to a customer need, how you execute service day-inday-out, how your employees represent your business – these all create the Google reviews you will have.

• All Staff All team members must be dedicated to service excellence:

• the person in the office answering the call with true concern for the other person’s needs

• your front-line staff executing at a high level every shift

• someone going the extra mile to fix a problem

• maintaining a solid relationship with the customer

The sales effort will be an uphill climb – and probably an unsuccessful one – unless everyone is aligned on the overall goal and are doing their jobs well. Having a reputable and outstanding product or service to offer to your marketplace is where a successful sales program begins

Even the worlds’ best salesperson couldn’t sell an old car sitting on the lot that has three flat tires, no windows, and won’t even start

8.2 How Bid Opportunities are Generated

8.2.1 Locally

A solid local/regional marketing strategy is the best way to generate quality leads for most verticals, including the Industrial sector. Meeting and speaking with the decision maker and then

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setting an appointment to tour the facility with her/him to learn more about the facility’s specific needs carries a much higher closing ratio than does responding to an RFP (8.3). The fewer vendors you are competing with, the better As detailed in the Consultative Selling training, you must help the customer focus on facility solutions rather than just price – which is far easier to accomplish in a one-on-one situation vs. a process that encourages many of your competitors to also submit a proposal for services.

8.2.2 Request for Information (RFI)

An RFI oftentimes precedes a formal request for proposal (RFP). The RFI is a formal process for gathering information from potential suppliers of a good or service. RFIs are intended to be written by customers and sent to potential suppliers. An RFI is typically the first and most broad series of requests intended to narrow down a list of potential vendor candidates. RFIs can be useful in situations where an organization has little knowledge on possible vendors and wants to reduce the time and cost of evaluating vendors

RFIs are often used in a variety of instances, for example, in making major information technology (IT) purchases. The goal of using an RFI is to gather information on a market in a formal, structured way. The document should identify the requirements an organization has while requesting specific answers to how the vendor will meet them.

8.2.3 RFP

An RFP is a process designed to illuminate new ideas and plans to help the department accomplish their goal. Companies and government agencies publish RFPs to solicit proposals from potential vendors for a particular project solution, not considering price alone. The RFP specifies what the entity is looking for and describes the criteria for evaluating the proposals it receives. Businesses, property managers, and government agencies issue RFPs to ensure transparency. Public entities, by law, are accountable for project goals and vendor choices when using taxpayer money.

When submitting a proposal via an RFP, consultative selling may not be part of that sales process – at least not at first. The RFP response oftentimes is used to eliminate bidders based on their perceived inability to execute quality service, leaving only qualified service providers left to complete the process until the contract is awarded

8.2.4 Invitation for Bid (IFB)

An IFB is a sealed bidding process used when a department has a clear description of the project scope, requirements, and proposer qualifications. IFB evaluations are heavily determined by pricing. An IFB does still value and consider vendors’ experience, but awards are generally made to the low bidder; provided Federal and State compliance and other regulations are followed. IFBs are favored for state agencies requiring a higher standard of transparency and helping to prevent corruption and favoritism. IFBs are usually utilized for facility services, products, and construction projects. A Canadian “tender” is similar to the IFB in the US.

8.3 The Pre-Bid Facility Survey

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Most manufacturing and distribution facilities have similar cleaning needs/ requirements. They have administrative offices and restrooms are that typically used Monday – Friday during the day. We will likely clean after 5 pm and may police restrooms and lobbies during the day. In the plant/warehouse area there are restrooms, locker rooms, break rooms, and plant offices. These may be up used 24 hours per day 7 days per week. Sometimes you will be asked to clean the plant/warehouse floor and empty trash/carboard, plastics, etc. We will police/clean these areas throughout the 24-hour day.

We have developed production rates for each of these areas to make it easier to work load the hours required to clean.

Initial Site Visit

Get Floor Plans before the site visit so you can familiarize yourself with the facility and determine questions you want to ask before the walkthrough.

You will not likely have time at the walkthrough to take detailed measurements. Most floor plans show structural columns that are uniform distances. You can measure distance between length and width columns during visit and calculate from floor plans. It may be helpful to use a laser pointer as well for areas such as cafeterias, corridors, etc.fr

Your goal during the walkthrough is to get enough information on each type of area described above and know how many times per 24 hours you will need to police/clean so you can determine required cleaning hours using our JCS.

Questions to ask before or during visit:

How many shifts and days per week do you work?

Are we required to have coverage the entire time?

Approximate number of customer employees each shift? Many times 2nd, 3rd, weekend shifts have less people working on them.

What areas do we not clean? Many times, we don’t clean manufacturing/ warehouse floor. Sometimes we clean aisles only and not floors in and around workstations.

What about trash, cardboard, etc. in plant? It is hard to estimate hours required for this since we won’t know volume. Many times, they can tell us.

What are current janitorial staffing numbers? Are they full – time?

What are shift start/ end times? Are their designated breaks? This helps to know how often we need to police restrooms, locker rooms, break rooms, etc. Typically, we will do so after each block of breaks, and the locker rooms after each shift change.

A Survey Questions form is available to print and can be found with the Building Survey Form HERE It is also illustrated below. Commented [FS3]: Add link

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When discussing the size of the entire facility with the customer, remember that nearly all Industrial sites’ square foot total will include a large area for manufacturing, or warehousing, or distribution, and one or more smaller areas for office functions.

When surveying the site, it’s critical to discern:

• How much square feet is each area

• What the SOW is for each area, specifically – the tasks and frequency of service execution

• In the Industrial square feet, what sub-areas will require routine cleaning tasks (offices, restrooms, etc.)

• What specialty services are required outside of the routine cleaning and floorcare

• What exterior tasks are required if any

8.3.1 Pre-Bid Industrial Survey Form

The Industrial Building Survey Form is used to accurately capture data about the facility you’ll be pricing and bidding It’s divided into four sections:

1. The administrative and management office space.

2. The “plant/warehouse” space.

3. The restrooms

4. Floor and carpet care

The survey form is designed to total square foot measurements once you enter the building information into the tool. The floor and carpet care section has drop-downs in cells to populate the processes and the service frequency.

Once all totals are accurately calculated the data is to be shared with whomever will complete the job cost summary document.

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8.3.2 Obtaining Square Feet using the Building Floor Plan/Blueprint

If there are questions about the total and cleanable square feet of a facility, or if the site contact can’t provide the information, ask the contact for copies of the floor plan of the facility. Some floor plans will be very transparent in offering area by area square feet measurements. In this case getting total and cleanable square feet will be easy. For floorplans that do not provide the square foot measurements can still be used to generate the data needed by using a technique called “scaling”.

Examples of floorplans with measurements:

Scaling is a process that uses a small amount of measurements in the facility to calculate the square feet of the entire space. Where does this small amount of measurement come from?

• Ask the customer to measure one room in the building, and provide you the width and length of the room.

• Measure one room during your pre-bid site visit, this can be done using a laser measurer As a last resort, counting the number ceiling tiles or floor tiles (both length and width) can also be effective so long as you know the exact size of the tiles.

You can also use a platform such as Google Earth to determine the corner-to-corner total square feet of the entire facility, and to discern the square feet of office space vs. industrial space. NOTE: It is impossible to determine exact total cleanable space from Google Earth

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actually without walking the facility with the site contact but having the wall-to-wall total and applying a reasonable uncleanable space multiplier (such as 7%) can get you to square foot number that you can use for job costing. Example:

Using Google Earth, you determine a site has 100,000 in warehouse space and 8,000 square feet of office/admin space. You find out from the site contact that only 40% of the warehouse space has cleaning and floorcare tasks, but the office area will need a multiplier to discount for uncleanable space.

Since each space will have a different SOW, we’re not concerned about adding warehouse and office square feet together.

Scaling

Example of a floorplan with no measurements:

If you can apply the floorplan to paper with a grid (squares – see below) to scale down the measurement, decide how many feet each square on the graph paper will equal. For example, if each square is equal to 1 foot, and the wall is 10 feet long, you would draw the wall so it's 10 squares long. Once you have your scale, measure the rest of the walls and add them to your floor plan.

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Scaling using a ruler

When using a floorplan with no measurements, all you need is a small area measured, the use a very detailed ruler to assign a fraction of an inch to the known measurements, and then apply that fraction to the rest of the floorplan.

Example:

You’ve got the measurements of one office in a facility. The office is 12 ft. x 12 ft. = 144 square feet. You measure the floorplan using the ruler and the office is ½ inch x ½ inch. Knowing this allows you to then measure the entire length of the building as 28 inches.

12 ft = ½ inch

28 inches = 56 - ½ inches x 12 ft = 672 feet The length of the building is 672 feet. Repeating this on the width of the building: width is 44 inches = 88 – ½ inches x 12 feet = 1,056 feet wide.

672 feet x 1,056 feet = 709,632 total square feet. Now you will separate the office vs. the warehouse space square feet using the same method above.

If all else fails

Lastly, let’s discuss the unlikely possibility that the site contact doesn’t know the square foot totals of the facility, not does she have a floorplan of the site. This will necessitate you taking the time necessary to measure the facility yourself This must be done in-person, room-by-room, area-by-area. The only other option is the Google Earth route, with estimating the percentage of uncleanable space.

If the customer can’t provide the data, will not let you measure, and you’re unsure of the measuring obtained through Google Earth, you can still price and bid the job, but you must

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insert a disclaimer in your proposal and service agreement, such as:

“The pricing in this proposal is based on xxxxxx square feet of cleanable space. Due to the absence of measurement verification opportunities, ServiceMaster Clean by <your DBA> reserves the right in the future to re-price and amend the Service Agreement should it become known to us that the actual cleanable square feet differs from the square feet total used in the current pricing in the Service Agreement.>

8.4 Consultative “Selling”

One key element of successfully growing and maintaining a revenue stream in the Industrial sector is understanding service execution and effectively communicating with the customer about the necessary cleaning components, i.e., “speak their language”. Consultative interaction means detailing how you are qualified to provide cleaning-related solutions to the customer and their facility.

Areas in which to be knowledgeable for consultative customer interaction:

• Required tasks

• Equipment

• Products

• Processes

• Safety measures and training

• Specialized cleaning offerings

Consultative selling doesn’t come naturally to some people. Role playing (practicing) is the best method to make your salesperson more proficient with quality customer interaction. It is highly recommended that your salesperson, which may be the franchise owner, manager, or another designated employee, avail themselves of our internal training material on Consultative “Selling” by accessing the course in SMBU

Below is one example of a role play scenario and it simulates a real-life conversation during a pre-bid site survey as the customer (CT) and the salesperson (SP) walk the building. They are now walking through the breakroom.

(SP) “Is there something in particular that your current vendor does or doesn’t do that drives you crazy?”

(CT) “One thing. In here is that they’re supposed to disinfect the tables and chairs every night. I think they are wiping them down – maybe We’ve asked them to do better with this, but I don’t think they’re really doing it consistently.”

(SP) “Unfortunately we hear this same thing periodically. We will address that issue by using an electrostatic disinfectant sprayer after we’ve cleaned and sanitized the tables and chairs. Doing

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this will ensure that the EPA registered disinfectant process is done properly per the CDC protocols. Are you familiar with the electrostatic science?”

(CT) “No. I’m not”

(SP) “I wasn’t either until I came to work for ServiceMaster. When disinfectant is sprayed using the electrostatic machine it creates an electrical charge that makes it drawn to surfaces. So, whatever you’re spraying is fully covered by the disinfectant. It’s much faster and more effective than applying by hand The problem with most cleaning companies is they don’t use the right equipment to properly complete the disinfection process.”

(CT) “That’s very interesting.”

(SP) “Yes, it really is. Now, what else do we need to be focused on?”

The customer has a “hot button”, and the salesperson proved to be the expert in offering a solution using technology. She also distinguished ServiceMaster from other cleaning companies by understanding the correct protocol according to the CDC and having the innovative equipment to accomplish the task effectively. What else did the salesperson do subtly, yet effectively?

• Asked what drives the customer crazy

• Listened and understood the issue

• Showed empathy for the customer’s frustration

• Communicated the solution – being brief

• Mentioned that ServiceMaster uses EPA registered products

• Included the customer by asking a question: are you familiar with the equipment?

• Described the equipment effectively without going too deep into the science

• Once the solution was explained and understood, she casually moved on by inquired about other issues

Positive and relational interaction techniques exhibited during the interaction:

• The salesperson spoke confidently, using words like “we will” instead of “we can” This exhibits confidence that ServiceMaster will be their next cleaning “partner”, not just a vendor

• She was humble in saying she learned what she knows due to her ServiceMaster training

• She explained “how” (innovative equipment) and “why” (faster and more effective)

• She didn’t hold herself in high esteem due to her knowledge of CDC protocols

• She never “over did it” by talking about the price of the equipment or by talking badly about other cleaning companies; she simply stated a fact that ServiceMaster would fix the issue

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Let’s revisit the list of knowledge points for consultative customer interaction and se how many this salesperson hit:

• Required tasks

• Equipment

• Products

• Processes

• Safety measures and training

• Specialized cleaning offerings (some would consider disinfection services as specialty cleaning)

This is an example of excellent consultative selling. With role playing your salesperson will gain the confidence to have conversations with the customer like what’s illustrated above.

8.5 Sales or Customer Service?

The salesperson is oftentimes the “face of the company” because he/she is who they’ve met, toured the facility with, and have been communicating with. Once the contract for services has been executed with the customer, the business must decide how to handle the ongoing customer maintenance tasks, including quality assurance inspections and regular touch points The role of the salesperson is defined in their job title, with the goal being new customer acquisition. In a “smaller” franchise, it may be necessary for the salesperson to share the quality assurance (QA) duties with the owner, or operations manager. Optimally, the business will eventually have a full-time QA Manager that will focus 100% of their efforts on customer retention, inspections, and assigning addition training when appropriate.

After the sale is completed and the work has started up, every hour spent on QA and customerrelated tasks takes the salesperson away from their core responsibility: new customer acquisition.

Real Life Situation:

A few years ago, there was a Clean franchisee that operated a well-run and very organized

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business. He had two full-time salespeople, and the business grew year-over-year regularly. Here’s a real-life example of a situation he found himself in regarding paying residual commissions for customers renewing their contracts over time.

The owner was paying a closing commission to the salespeople when the new account started up, in additional to their base salary. He was also paying a lesser commission every time that customer renewed their service agreement. One of his salespeople had been with the company 15 years and had brought in a great number of customers and was making a good living just on the contract renewal income. So her daily focus was maintaining those customer relationships, not bringing in new business. She didn’t have to; she was making a nice living as things were. The purpose of this story is not to coach you on how to set-up your commission structure for your sales department compensation program (although it could be used for that purpose). It’s to help you understand the importance of keeping salespeople focused on sales. Once an account has started up, you must have a process in place that shifts the customer service responsibility away from your salespeople and onto a QA position. It doesn’t mean the salesperson is prohibited from interacting with the customer, but it does mean there’s no more gold waiting for him at the end of that rainbow.

8.6 Customer Retention

Customer retention is not a function of your Sales program, rather it is a function of your entire business. The salesperson is the person the customer met and worked with during the account acquisition process, and the post-start-up customer relationship management should belong to a supervisor, field manager, Quality Assured employee, and owner.

Communication is a critical retention piece. When a customer has an issue with the cleaning, and they will at some point, how the team reacts to correct the issues and then communicate that back to the customer is where a true solution resides. Good rules to live by:

• Always seek first to understand, THEN to be understood.

• If you say you’re going to do it, then DO IT. On time. Correctly. Every time.

• Communicate escalation resolutions verbally and through photos.

• When the customer voices an issue, react quickly.

• Ask the customer if she wants to receive copies of site inspection reports.

• Cure all problems while exceeding the customers’ expectations

• Be reachable – the customer must know you will take their call.

• Meet deadlines. When you can’t, verbally inform the customer why and when it will be done.

• Show up unannounced sometimes, do surprise inspections. Leave a business card if the

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customer isn’t present or is too busy to talk.

• Never give the customer a reason to shop other vendors.

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9 TIME AND MOTION

For every motion that occurs, a time is associated with that motion. If you are assigned the duty and washing and waxing a car, and that takes you 1 hour, time and motion rate would be:

Motion: washing and waxing a 4-door sedan Time: 60 minutes

These facts create the productivity rate of 1 car / 60 minutes.

Time and motion and productivity rates are used to accurately price all cleaning and floor care work. For pricing quotes to be accurate, determining the precise length of time it will take to complete a service must be calculated, Factors that are used in pricing are:

• Number of labor hours required to complete a service

• Employee wage rate

• Labor cost and/or gross profit margin targets

9.1 Example:

A customer is asking for a price to scrub an open warehouse with 100,000 square feet of concrete flooring. According to the table in the Job Cost Summary, the range of productivity is 18,000 – 22,000 square feet per hour to execute this service. We’ll use 20,000 square feet/hour.

Plant Floor

Trash

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20,000 - 28,000 Sweep

- 22,000

- 22,000

Keep in mind that this 20,000 ft/hr is the productivity rate associated with the actual floor scrubbing. We also must account for any travel time, set-up time, tear-down time. Here’s how to calculate the time needed to fully execute the scrubbing process:

Area 100,000 / 20,000 ft/hr. productivity rate = 5 hours + 2 hours for travel, set-up, etc.

Total of 7 hours x wage rate of $20 = $140. Targeting a 20% labor cost: $140 / 20% = $700 price quote.

NOTE: This is a simplistic example and doesn’t account for any other staff assisting with the project or other variables that may be applicable.

Other things that can affect the productivity rate are:

• Experience level of the floor crew

• Machine(s) used to execute service

• Furniture or shelving - moving and/or removal

• Condition of the floor

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9.2 Efficiency of Service

Cleaning and floorcare efficiency can be defined as:

1. Cleaning in the best possible manner with the least waste of time and effort

2. Having and using requisite knowledge, skill, and innovation

3. Competent; capable: a reliable, consistent system.

4. Satisfactory and economical to use: Our new auto scrubber is more efficient than our old one.

9.2.1 Building Specifications

Industrial sites, like many other facilities that require cleaning and floorcare services, come in all different shapes and sizes. As the square foot total of the space to be cleaned grows larger, it is common that the rate to clean will speed up – which also creates efficiency of service execution

Common phrases used in the industrial sector are “front of house” (referring to the administrative office area) and “back of house’ (referring to the production or warehouse area

Both front and back of house productivity rates (efficiency) achieved in executing service will be affected by the following physical characteristics of the customer’s site:

• Size of building(s)

• Number of buildings that comprise the “site”

• Distance between buildings

• Floor plan of the building(s)

• Purpose of the site and of each building

The characteristics detailed above must be scrutinized while job costing for a bid. Failing to budget for travel time between buildings, for example, will reduce actual cleaning time allocated for the tasks on the SOW. A good rule to live by is “if it takes time, you must bill for it.”

9.2.2 Cleaning and Floorcare Methods

How you clean and how you scrub a concrete floor will also affect your efficiency rates. Using current and innovative supplies and equipment is critical in reducing labor dependency and effectively executing service in a facility

Let’s do a comparison of cleaning and floorcare methods to illustrate how they affect the

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PHOTO of SINGULAR SITE

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efficiency at which you execute service: TASK: Disinfection of a large conference room (has been properly cleaned)

Productivity Rate Labor Hours Service Quality

You can clearly see how using an innovative method to execute this task reduces the labor needed and leads to a higher Service Quality Rating.

Floorcare productivity rates will also dramatically improve when using more efficient equipment.

Example:

While vacuuming a large facility, you’ve been using an electric backpack vacuum, which has a productivity rate of 10,000 square feet per hour. That rate includes periodically unplugging the machine and plugging it into a closer outlet.

To speed up this process, you purchase a battery-powered backpack vacuum with a productivity rate of 15,000 square feet per hour. The actual vacuuming is accomplished at the same rate as the electric machine but eliminating the need to walk back to the plug, unplug the machine, and then finding a closer plug proves to be a more efficient method of vacuuming the floors.

9.3 ServiceMaster Clean Productivity Rates

The productivity rate is also called the cleaning rate, or when doing floor projects, it might be called the production rate or work rate In the cleaning industry, several organizations publish what they consider to be accurate cleaning rates, but as a ServiceMaster Clean franchise owner you will have access to and (hopefully) use the rates we have come up with over time. We feel these rates are accurate for our network based on the equipment, supplies, products, and processes used in our systems.

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10 JOB COSTING AND PRICING TOOLS STILL IN DEVELOPMENT

The two previous sections include instructions on surveying a building and the productivity rates (time and motion) associated with cleaning and floor care tasks. Job costing combines the following ingredients to accurately price the job:

• Size and type of facility.

• Tasks to be performed.

• Productivity rates

• Service frequency

• Employee wage rate

• The gross profit target

Gross profit is driven by all variable expenses incurred to execute the cleaning and floor care services, with the formula to calculate gross profit illustrated here:

Customer Revenue – All Related Variable Expenses = Gross Profit

Example: A customer pays your business $2,000 per month to clean their facility. To clean it properly, you hire an employee, you need equipment, supplies, and products, you incur payroll taxes, you have to pay royalties and a National Ad Fund contribution. Using the same formula:

$2,000 - $1,500 all variable expenses = $500 gross profit

Gross profit would be $500, or 25% of the revenue.

The productivity (cleaning) rate determines the number of labor hours required. In a typical office environment, the average cleaning rate is around 3,000 feet per hour (ft/hr). In a medical facility, it might be 2,500 ft/hr, while in an industrial setting with a large warehouse space, it could be around 8,000 ft/hr.

10.1 Workloading & Job Costing

After you have completed the walkthrough, the next step is to workload hours and price using our Manufacturing specific JCS.

The Excel spreadsheet has tabs for work loading multiple buildings, and tabs for hard surface and carpet floors. You will use these worksheets to determine how many hours you will need on each shift and additional floor/ project hours. You will create a staffing plan from this. The annual hours on the staffing plan will feed into the Job Cost worksheet on which you will calculate the

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monthly and annual price.

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• Step 1 – Determine how many Worksheets you will need. Typically, you will want one for each separate building. You may also want one for each shift.

• Step 2 – Calculate the square footage of each area on the Work loading worksheet and enter in the corresponding cell. Do the same with number of restroom fixtures, stairs, elevators.

• Step 3 – Enter the number of work days in office and plant, and frequency between detail and burnish.

• Step 4 – Adjust production rates and frequencies for each task in each area. Experience will be key in this step. Consider type of manufacturing, some are more dirty environments than others. How old is the facility and the condition of hard surface floors, carpets, etc. In short, some facilities are easier and some harder and that is why we have provided a range. Based upon the specific facility you can adjust specific rate you will use for each task based upon the factors of your facility.

• Step 5 – Determine frequencies for each task to include daily detail and police. Oftentimes the specifications will require less than daily vacuuming in office areas, we are seeing more centralized trash removal in office areas as well. The most important frequencies are how many times to police/ clean plant restrooms, locker rooms, and break rooms. This will usually be 1 – 2 times per shift, with a complete clean on 2nd or 3rd shift.

• Step 6 – Use the Cleaning Position

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11 STAFF SCHEDULING

Your Job Cost Summary document will give you add DM version – he has started on content already

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11.1 Below is an example of a Staffing Plan Overview that can be emulated

The below staffing plan was shared by a current ServiceMaster Clean franchise owner:

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12 SERVICE EXECUTION

As is the case with all facilities, the cleaning schedule will be represented by a Scope of Work (SOW, Task Schedule) that must be submitted with both the proposal and the service agreement. Every facility’s needs are different, though in an “industrial” setting there will be tasks that are consistently required by a SOW, such as floor scrubbing and high dusting.

12.1 Start-up Planning

It is common that an industrial facility will have at least two separate SOWs, one for the office area, and another for the production area, or distribution area, or the warehouse and storage areas. Each SOW must be carefully reviewed, and a list of equipment, supplies, products, and staff needed must be determined. Once these lists are created, the estimated cost of the startup can be calculated The cost of starting up the cleaning services can be costly, depending on several factors:

• Size of facility

• Scope of Work

• Service Providers’ current inventory of equipment

• Experience with cleaning similar sites

12.1.1 Example of a Start-up Cost Calculator

To access this calculator spreadsheet, click HERE

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12.1.2 Comprehensive Equipment/Supplies Options with Cost

Another excellent tool you can use to determine what equipment, supplies, and products will be needed for Day 1 cleaning and floor care is pictured below. The tool details equipment, supplies, and product options for the following group of tasks:

• Trash removal

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• General cleaning and dusting

• Restroom cleaning/Day Porter services

• Vacuuming

• HSF maintenance

• Floor equipment for projects

This tool will also calculate and total the complete cost of what’s needed specifically for equipment, supplies, and products. A sample view of the tool is below, and you can access the document HERE

12.2 Funding the Start-up

Being financially prepared PRIOR to pursuing an account like this is critical. Winning an industrial (or any other large) site without planning on the financial ramifications of the start-up costs would be irresponsible, to say the least.

There are several methods of financial preparedness, and oftentimes a combination of two or more of these items is the best plan:

• Cash on hand

• Bank line of credit (LOC)

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• Credit cards, low interest and quick pay-in-full

• Financing the equipment purchase

Any indebtedness absorbed by your business because of borrowing money for a start-up (including use of a credit card) should be paid in a timely manner. The interest expense usually is not calculated into the bid price, so the interest expense will cause a reduction in your gross profit for the account.

Before committing to purchase equipment, supplies, etc., inquire with the vendor as to their options for financing – which usually will be a third party preferred lender program. If the vendor doesn’t have a preferred lending option, there are lenders that specialize in Commercial Cleaning type loans. Reach out the Brand Standards Department for suggestions: sfalldine@smclean.com

12.3 Scope of Work – Office Area

This SOW will be like that of a Class A office building or a traditional. ”non-industrial” business location. The focus will be on floors, restrooms, offices, breakrooms, etc The equipment and supplies needed will be more modest than will be needed to clean an industrial type facility.

Although the tasks will be different than in the industrial area of the facility compared to the office area, the frequency of service can vary from one area to the next, and even vary within one particular area.

Example:

A prospective customer says they have a distribution center that is 750,000 square feet. You determine that the office area is 5,000 square feet and the warehouse and distribution area is 745,000 square feet. The office area is to be cleaned 3 times per week, except for the restrooms and entry area – they are cleaned 5 times per week.

In this scenario, all tasks are assigned a frequency of service according to your expertise and the wishes of the customer

12.4 Scope of Work – Industrial Area

The term “industrial area” is used to describe the non-office space(s) in the facility, Examples of Industrial areas are:

• Warehousing only, with racks of goods and/or containers in the area moved and loaded onto trucks backed up to docks, usually using by a forklift

• Logistics, with containers or other deliverables loaded onto vehicles or trucks that enter the area through a large garage door.

• Manufacturing – items are built or created in the area. This oftentimes calls for sub-areas to be restricted to qualified and trained individuals only, with no housekeeping tasks required (exception could be floor sweeping and/or scrubbing, and trash removal).

12.4.1 Example of a Cleaning SOW in Checklist Format

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This checklist defines common tasks for cleaning the industrial area and is a good starting point in creating a SOW.

• Daily

• Sweep or vacuum floors.

• Straighten workspaces.

• Confirm safety of pallets and shelves.

• Check Equipment.

• Vacuum, mop floors.

• Empty garbage.

• Sanitize touchpoints.

• Wipe down counters.

• Sanitize grab bars, counters, toilets and sinks.

• Refill, paper towels, soap dispensers and toilet paper.

• Sweep or vacuum walkways, landings and steps.

• Clear doorways.

• Clear loading docks.

• Weekly

• Reorganize pallets.

• Confirm operating equipment is working.

• Straighten storage rooms.

• Dust light fixtures, overhead fans and lights.

• Polish windows, hardware and door frames.

• Wipe down window blinds, baseboards and wall partitions.

• Sanitize and clean hard to reach areas.

• Restock cabinets with supplies.

• Check for burned out lights.

• Polish light fixtures.

• Confirm operation of security lights.

• Polish entryway door and window hardware and glass.

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• Monthly

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• Deep clean and inspect floor coatings.

• Pull pallets and stored materials from shelves.

• Clean on and under units.

• Clean carpets.

• Clean furniture upholstery.

• Examine fabrics for stains and wear.

• Clean break room refrigerator and cabinets.

• Test fire alarm and sprinkler.

• Check sink and floor drains for clogs as well as leaks, mildew and mold.

• Power-wash walks, landing, loading docks and steps.

• Check entryway mats for wear.

• Inspect weather-stripping around doors.

Not all these tasks will be relevant to each site being cleaned Discuss all above steps with the customer to ensure the final SOW addresses all required cleaning tasks. If the customer wishes to add additional tasks after the Contract for Services has been signed by both parties, calculate the appropriate time and motion associated with the additional task(s) and inform the customer what, if any, additional billing they can expect

12.5 Floor Care SOW

Different Industrial sites will have varying hard surface floor cleaning requirements. Proper maintenance of the hard flooring is not only important for the esthetics of the site, but is also a risk management (safety) issue.

Keeping floors clean is a key factor in reducing workplace incidents and promoting a clean, safe, and healthy environment in which to conduct business. Floor scrubbing in the production/warehouse areas is commonplace after the floors have been thoroughly swept free of debris When calculating the start-up costs, be sure to determine which floor scrubber best meets the facility’s needs, and if a mini scrubber is also a needed to access hard to reach, tight areas.

Consulting with the site manager on the frequency of hard floor care is important. They will usually have an idea on how often the floor needs attention and be sure to ask what areas are restricted from regular maintenance, if any.

A copy of the ServiceMaster Clean Hard Surface Floors Manual can be accessed HERE

12.6 Carpet Care SOW

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Carpet care ranges from vacuuming, to spot cleaning, to low moisture cleaning, to a full hot water extraction. Vacuuming and spot cleaning are considered “routine maintenance”, while low moisture and extraction cleaning are considered “project work”. Project carpet care will have different frequencies of service, according to the buildings’ needs, but neglecting routine and/or project care will lessen the useful life of the carpet, and almost certainly lead to a less safe and healthy work environment.

The traffic in any carpeted area will usually determine the frequency of both routine and project cleaning. Consult with the facility manager about including the project carpet cleaning in the overall SOW to ensure it is properly maintained throughout the year.

A copy of the ServiceMaster Clean Carpet Maintenance Manual can be accessed HERE.

12.7 General Cleaning Tasks

Our Capture and Removal cleaning system will be used in the staff office areas, and in the restrooms, breakrooms, and office(s) associated with the Industrial areas. There may be other areas in the building or complex in which the C&R system is appropriate as well. There may be alterations to the C&R system in the restrooms in the industrial area, such as replacing the C&R steps with using a Kaivac non-touch system in some facilities.

The C&R Cleaning Manual can be accessed HERE

Our patented and proprietary Capture and Removal Cleaning System is certified by Green Seal in the following areas:

• GS-42: certified Green Cleaning system

• GS-37: certified Green Cleaning products

The Capture and Removal system is comprised of 4 steps and follows the cleaning code of “clean from clean to dirty”, meaning the heaviest cleaning tasks are done after the simpler, less soiled tasks are accomplished. The 4 steps are:

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If necessary or desired by the customer, an addition to the base steps, disinfection can be incorporated to ensure that the area is free from harmful pathogens or bacteria. The process for disinfection will be executed after the four base steps have been accomplished.

If this extra step is added to the SOW, the yellow microfiber cloth is to be used with a brand standard disinfectant product such as SaniMaster 7 or 8.

12.7.1 The C&R system will address the common cleaning tasks in a basic scope of work, including:

• Vacuum floors

• High and low dusting

• Mopping

• Emptying trash

• Spot cleaning surfaces

• Clean and sanitize restrooms

• Clean and sanitize breakrooms

• Glass cleaning

These tasks will almost certainly be included in the office area SOW, and some will also be included in the industrial area

12.8 Warehouse Specific Tasks

In the industrial area, the most common tasks performed are addressing the following:

• Hard floor cleaning

• Emptying trash

• Clean and sanitize restrooms

• Clean and sanitize breakrooms

• Clean and sanitize warehouse office

Other tasks as listed in the checklist 12.4.1 may also be added to the SOW, according the

needs of the facility.

12.8.1 High dusting

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This task is needed periodically but is oftentimes overlooked or ignored. Keeping the high beams and rafters clean is both a safety and health issue, as dust is a major contributor to indoor air pollution, and high dust falling towards the ground can land on surfaces and cause health issues for the staff working in the environment.

Cleaning the high areas can be accomplished using

• a scissor lift,

• a vacuum with an extension,

• an air compressor,

• a leaf blower,

• other PPE, supplies, and equipment are highlighted in 13.1.3

Using a blowing process will cause the dust and debris to be sent haphazardly towards the ground and cause a mess that needs attention. Blowing the beams clean is appropriate only when the area being cleaned in not above any surface other than the concrete floor.

The safest and most effective method of high cleaning is using a scissor lift with OSHA approved safety measures in place. The scissor lift may only be operated by a certified lift operator, wearing the required PPE For less soiled high spots, and quality backpack vacuum with extension attachments should be an effective method, when executed properly.

12.9 Multi-Shift Cleaning – Route Cards

It is common that a site will require multiple cleaning shifts, including 24-hour coverage. A route card is a good way to clearly delineate the cleaning responsibilities, detailed in scheduled tasks assigned in specific timed slots. These time slots are blocked into the amount of time required to execute these specific tasks and keeps the cleaning technician on schedule to complete all tasks in a single shift.

The tasks on the route card can be the same for each shift, or they can vary depending on the needs of the facility. A route card can be created for the entire square foot area to be cleaned, or can be created area-by-area, depending on the size of the facility.

An example of an actual route card for an industrial customer:

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12.10 Timeline of Start-Up Tasks

“Timelines” refers to the 60-day period leading up to the service execution start-up. It is broken down in the following periods of time, all referring to the number of days prior to the service start: The detail with the timelines is presented in a manner that is used as checklists to ensure no important tasks are missed.

• 60-30 days

• 30-15 days

• 15-10 days

• 10-3 days

• 3-1 days

• Day One - Service Start

• Day One – post shift

• Day 2 – Day 5

• Days 5- 30

The printable checklists are available HERE (need to add these to SC)

12.10.1 60-30 days Prior to Start-up.

Decisions on changing or hiring a cleaning service provider are typically made by a customer 30-60 days prior to service start-up. From time of notification to assume the responsibility cleaning a facility up to 14 days prior to the start date, the following tasks will be accomplished:

• Create an initial Staffing Needs chart, by position – including supervision hours required to execute service per the scope of work

• Inventory current equipment to determine what might need to be purchased for this new start-up.

• Place order for equipment that has been determined to be needed for the site (some items can have a 45-60 delivery schedule so order these as quickly as possible).

• Begin a product and supply order for items that will be needed to commence service.

• Prepare a job posting plan, including reviewing job description verbiage.

• Do job costing of first 30 and 60 days of operations to ensure cash flow issues will not arise.

• Determine what specific training will be required, by positions.

Commented [FS12]: Add path as the link

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• Determine what specialized training or certifications will be required, by positions.

• Identify all non-SMBU training sources that will be needed.

• Enter the building information into the building inspection platform.

• Place a uniform order based on the Staffing Needs chart previously created.  Be certain to order specialty items, such as safety vests, PPE, steel toed shoes (when applicable), etc.

12.10.2 30-15 Days Prior to Start-up

• Place initial supplies order (not products, as they will have shelf-life dates and typically can be delivered within 72 hours of ordering).

• Any additional supervision hires are done during this timeframe, as they will require specialized training, both through SMBU and on-the-job in sites being cleaned already.

• Contact customer to set a date and time for the initial delivery of products, supplies, and equipment.

• Begin interviewing applicants to fill the open spots on the team.  The start-up team should consist of 125% of the staffing level needed, as attrition may occur in the early stages of the training and start-up period.

• Verify through SMBU that assigned training is being accomplished in a timely manner.

• Follow-up on team members that are scheduled for certification courses, ensure they’ll be completed prior to the start-up date.

12.10.3 15 Days Prior to Start-up

• Continue hiring with a goal of 25% more employees than you have budgeted.  Exception: if you are retaining some/most of the current staff, you can usually count on them to be reliable in showing up for work as scheduled and being productive.  If you are starting over with a brand-new crew, follow the 25% rule to be safe – that will protect you from people not showing up for training sessions, or for their first night of work.

• Call the account contact person, discuss the new account start-up, and ask for an appointment to enter the building to review task schedules and square foot measurements, and also to gather a detailed inventory of project items.  Plan to start services on a Monday. This will allow you to organize your equipment and complete prestart training prior to Day One.

• Visit the building on the agreed-to day and time to build task schedules and to review inventory project items. Query your new contact person as to “hot spots” and other building priorities. The contact sets the priorities, you set the schedule. Schedule first month’s goals; also identify 1 or 2 highly visible special projects for first night of service.  (This will make a great first impression with your customer and the building inhabitants when you start-up your service).

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• Write job descriptions tailored to specific building characteristics and define Standards of Performance for those positions.

• Review project schedules (floor care, etc.) for the coming year; this will enable you to properly budget the labor required to perform these services since they will be done at later dates.

12.10.4 15-10 Days Prior to Start-up

• You have received the order from your new customer to start cleaning his/her building in 15 days.  Review your proposal to ensure that the numbers in the customer’s correspondence match those in your proposal.

• Place your final ServiceMaster Clean order for equipment, cleaning products, and tools and supplies. (Refer to New Account Startup Checklist)

• Contract your sub-contractors (window washers, etc.) and outside suppliers, if applicable.  Inform them of possible needs you may have, and the dates of your services start-up.

• Determine how much cash will be needed for your first payroll. Take necessary actions to cover payroll and other initial capital expenditures, matching those needs with the accounts payable cycle of your new customer.

• Continue recruiting employees. Suggested methods:

NOTEs: (a) Web-based services such as Indeed, referrals, and networking are excellent methods of interview process of the existing employees cleaning the site.

(b) You may be required to seek permission of the current service provider since the staff is employed by them. Hiring quality employees from the current vendor can assist with more seamless transition.

Be sure to conduct interviews with previous staff members well in advance of the account start-up so that you can determine how many “new hires” must be brought aboard to complete the housekeeping team.

• Design Periodic Task Schedule Master to copy for each month.

• Design customized Monthly Report for the account. The Monthly Report should include your inspection score(s) for the month, perception of key contacts for the building, a cumulative complaint summary and a project summary.

• Design Inspection Schedule per the task schedule and verify with your contact person how they wish for the inspection results to be communicated to them (fax, email, verbally, written).

12.10.5 10-2 Days Prior to the Start-up

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• These days are left free to complete all required tasks not yet checked off your lists.

• Re-verify employee shifts with them verbally, make sure they have the correct building location/address.

• If not already done, all equipment and supplies are taken to the account site, if permissible.  If not, then have all equipment and supplies segregated and ready to load into van to be transported the following day.

• Call the contact person and verify that you will be there the following day ready to clean their facility.

• Set-up and demonstrate the InfoTrac system and the SDS document process we are using in the facility. Access the link to access InfoTrac HERE.

12.10.6 Day One – The Start-up

• If you have a day porter, plan to spend the entire day with him/her. Have the equipment and supplies prepared before he/she arrives. Learn the quirks of the building along with the porter for the first couple days.

• Make sure you arrive several hours before your evening staff arrives. Have all equipment and supplies prepared to start cleaning. Dress well!!

• As your staff arrives, greet them with respect and enthusiasm. You are setting the tone for your employees.

• Introduce supervisors and systematically put the group to work. It is important that each staff member is accompanied to his assigned area/task. Issuing maps to each staff member is typically helpful.

• Once everyone is assigned and working, check on all teams to measure performance progress and attitude. Talk briefly to each person you encounter and encourage them.

• Have a prearranged break time and pull the group together in one place and encourage them as a team. Provide a cooler of drinks.

• Be sure to check on any special projects to ensure that the results are exceptional.

• Continuously monitor the progress of the teams throughout the night. For teams that fall behind, make adjustments and help them get back on track before they become overwhelmed. For those moving faster than planned, check for quality and make any necessary adjustments.

• Every hour, ask the question: What is the single most important thing that my management team can do to get the job done right now? With a new building start-up, priorities can change rapidly depending on how well the plan is being executed.

• Emphasize the attitude of TEAMWORK. As some members finish ahead of others, promote their helping of others.

• When schedules are complete, have all employees return equipment and supplies to assigned storage areas and restock for next evening.

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• Have employees report to central location, thank them for their work, and have them sign out through ExpressTime and assist them when necessary. Discuss expectations for the next day. Try to get a feel for how each person feels about the job so far.

12.10.7 Day One – Post Shift

• Be at the customer’s office first thing in the morning.

• Tell them your impression of the first night’s cleaning - that things went “extremely well” the previous night and await their response or comment.  Never ask, “How’d we do?”

• Tell her/him what special projects (even little things) can be expected on the second night.

• Accept any criticism graciously. Do not contest its validity. Identify how and when the issue(s) will be corrected.

12.10.8 Days 2 - 5

• Continue to adjust the task schedule and staff positions to become more efficient and productive.

• Start weaning extra management/training support from the building and focus on supervisor and management performance.

12.10.9 Days 5 - 30

• Periodically check in with the site contact and report on cleaning successes and inquire about any special needs that may need addressing.

12.10.10 Day 30

• Hold a formal review of the month’s progress. Review routine service and projects.  Discuss plans for future projects. Present Monthly Report

• Acknowledge how well things have gone so far – don’t be afraid to take credit for how well things have gone.

• Never ask “How’d we do?”  Rather, ask the customer if there are any hot spots not being addressed.

• Review the Task Schedule together is it appropriate?  Is it meeting their needs?

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• How could we serve them better? Are there additional services being requested by the contact person or other employees or “tenants”?

• What will be coming up in the next three months?

Regular, ongoing customer engagement activity and Quality Assurance actions are covered in Sections 14, 15, and 16.

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13 EQUIPMENT, SUPPLIES, AND PRODUCTS

Starting note: Renting equipment is not advised when a regular cadence of service is required. Adding in the equipment rental will increase your monthly pricing and work against you when customers are deciding on the right service provider. Buying what equipment is needed and amortizing it over 24 – 36 months will have much less impact on your monthly pricing than passing on the cost of rental equipment every month.

The precise inventory of what will be required to successfully execute service will depend on a few things:

• Scope of Work

• Type of facility

• Size of facility

• Floor Surfaces

• Interior height of building/warehouse

Most customers in the industrial sector will have an existing SOW that must be followed. Customers with multiple facilities (locally, regionally, and/or nationally) oftentimes will dictate strict consistency of service execution, including the products and equipment to be used in each facility being serviced.

13.1 Needed for Service Execution

Below is a thorough list of equipment, supplies, and cleaning products that may be required to execute the SOW in an industrial environment

13.1.1 Office Areas

Cleaning Products

• GreenFor Restrooms

• GreenFor General Purpose Picture of someone working in office SMC tech

• GreenFor Oxidizer

• GreenFor Floors

• All Purpose 2 or Glass and Hard Surface

• FloorStar Lite Duty

• Stainless Steel Cleaner Polish

• Sanitizer - SaniMaster 7 or 8

• Bowl Care

• Glass Clean

• Wall Glide

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• Carpet Spotter – Fiberfresh Spotter

Equipment, Supplies, and Products

See Start-up equipment document in 12.1.2.

13.1.2 Industrial Spaces

Tools and Supplies

• Microfiber cloths (Red, Green, Blue, Yellow)

• Microfiber Duster (with extension poles)

• PPE (Gloves and Masks)

• Flat Microfiber Mop (w/extension pole)

• Trash Liners

• Janitor Cart

• Johnny mop

• Spray Bottles

• Brut trash container w/ wheels

• Electrostatic sprayer

• Restroom cleaning tools

• Backpack Vacuum: Electric or Battery

Hard

Reminder:

Floor Scrubbers - Large Area Coverage

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• Tennant T17, T12 riding scrubbers

• Tennant T500 large walk-behind

Floor Scrubbers – Medium Areas

• Kaivac All Floor (no pre-vacuum required)

• Tennant T1, T2

• Viper 20

Floor Scrubbers – Smaller, Confined Areas

• NaceCare 18" Battery Walk Behind Compact Floor Scrubber

• Tennant CS5

Sweepers

• Tennant S6, S7

• Tornado Wide Area Vacuum

Burnishers

Buffer

Rotos

Restroom Specialty

• Kaivac No-Touch Cleaning Machines (1250, 1750, 2750) – these have multi-use capability outside of restrooms as well

Vacuums

Commented [FS13]: Need specific recommended equipment for each category

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• ProTeam GoFit (6, 8, 10) Battery Powered

• ProTeam Super Coach Battery Powered

• Hoover Backpack Electric Backpacks

• Hoover upright CRI gold rated

Carpet and Upholstery Cleaning

• Tennant 1500 Extractor – large areas

• Whittaker (or similar) Low Moister Encapsulation Machine

• Viper Spotter and Upholstery Cleaner

Multi Use – Carpets and HSF

• Kaivac All Floor machine

• Tornado Products

13.1.3 High Cleaning, Including Rafters

• PPE - required

• Vacuum – optional equipment

• Hard hats – as required by OSHA guidelines

• Steel toe shoes - as required by OSHA guidelines

• Safety belt - as required by OSHA guidelines

• Extension poles - optional equipment

• Air compressor - optional equipment

• Pressure washer - optional equipment

• Scissor lift - optional equipment

• Scaffolding - optional equipment

• Safety ladders - optional equipment

• Microfiber duster/mop with extension pole - required

• Steam cleaning machine - optional equipment

• Ceiling spray machine - optional equipment

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Verify with OSHA on other PPE requirements for different equipment by clicking HERE

The above list may not be 100% comprehensive, but it is a good representation of the equipment required to execute this task depending on the chosen method of high cleaning. Example:

If using a scissor lift to reach the required height, a safety belt, a hard hat, steel-toed shoes/boots, and protective eyewear will all be required. Anyone that works from the scissor lift platform must be trained and certified to do so.

13.2 Equipment-Related Training Videos – still in development

Most equipment and machine manufacturers such as Tennant, Kaivac, and ProTeam have ample training videos for the proper function and use of their equipment. Training for many machines is also available on ServiceMaster Brands University (SMBU)

Accessing the SMBU for training should be your first step. In the absence of what’s needed, checking the manufacturer’s website is you r next best option. If these two steps fail to provide what is needed, video sites such as YouTube can be used

Here is an example of SMBU equipment training:

Click HERE

Here is an example of Tennant equipment training:

Click HERE

Commented [FS14]: Are these the best "training" videos we have access to?

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13.3 Equipment Rental

There may be times when renting equipment for specific service execution is needed. ServiceMaster Clean has a national agreement with SunBelt Rentals in which discounted rental rates are available. SunBelt has provide to be an excellent partner for ServiceMaster Clean due to the quality of equipment and delivery, and the consultation offered by the SunBelt staff. For a roster of regional rental representatives, click here or follow this path: ServiceConnection>Library>Clean-Business Services>Vendors.

Here is training from a YouTube search: Click HERE

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14 COMMUNICATION AND CUSTOMER RELATIONSHIP MAINTENANCE

14.1 Communication

When we use the word “communication” in the cleaning industry, what are we talking about? Primarily it will refer to regular and open dialog and accountability with your business’ customers. The number one reason buildings change cleaning providers is poor communication and not following up on cleaning deficiencies. Here are actual quotes from cleaning decision makers from a recent focus group on how poor communication manifests itself and drives them crazy:

• “Nobody has stopped in to see me in months”

• “When I have a problem with the service, I can never reach anybody”

• “They used to do quality inspections, but they just stopped months ago”

• “The supervisor promises resolution, but I never know if the problem is fixed unless I go “check myself

• “I’m not even sure who I’m supposed to call anymore”

• “Nobody answers the phone at the business, I always get an out of office message”

In the Industrial cleaning world, regular meetings with facility stakeholders is not just a good idea when you have some free time…it is mandatory activity that should be treated like any other task. Due to risk management issues and other safety concerns, the cleaning is an integral part of the facility’s overall plan to provide a safe and incident-free workplace for their employees. Schedule regular recurring meetings with the facility personnel and determine what data and reporting requirements they have. The easier you make their jobs by being prepared, the better your relationship will be.

To view EPA Risk Management Programs for various types of Industrial sites, click HERE

14.2 Issue Escalation and Cure

An escalation matrix is a document or system that defines when escalation should happen and who should handle incidents at each escalation level. The term is used across a number of industries, including the commercial cleaning sector In this section the escalation matrix refers to cleaning deficiencies that are pointed out by a customer or a building inhabitant, or something found by a cleaning technician, supervisor, or Quality Assurance person.

If the cleaning crew finds the deficiency, it may be something that is easily cured by fixing the issue immediately – such as emptying a trash can that was missed the evening before. If the issue is not an immediately fixable problem but is found internally, it must be brought to the attention of a supervisor or manager of the ServiceMaster Clean business. The supervisor or manager will then follow the matrix until

• The issue is 100% resolved, and

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• The customer has been notified or the issue cure.

If the issues is found by the customer or a building inhabitant and the supervisor is informed, an agreed-to solution with a due date must be established and agreed-to by both parties. The supervisor must not only make arrangements for the issue to be resolved, he/she must visually validate that it’s resolved and take photos with date/time stamps to offer the customer. Following the escalation matrix and resolving the issue with photo validation and timely communication with the customer may be the best customer service and retention strategy you can have.

Example of esc matrix goes here

14.3 Reporting Cadance

As called out in 14.1, most Industrial sites will have required weekly, monthly, quarterly, and annual reports to be submitted. Each site will/may have different reports that are necessary for the cleaning service to submit Ask your site contact prior to the account starting up what specific reports they will want from you, and how often. Be sure to have your reporting system, tracking, measuring, etc., criteria in place for Day 1 of the start-up. There is no grace period for OSHA and other safety reporting – it must be accurate and submitted on time every time. The site contact will probably assist your business with being prepared with the forms, platforms, or upload procedures necessary to comply with the reporting requirements. If you need help, reach out to your Support Camp for guidance.

14.4 Casual Customer Interaction and Communication

Years ago, a Clean Owner was cleaning a large call center and brought a few SMB corporate representatives to the site to visit it while in town. At the end of the building tour, the group stopped in to meet the site manager, and the ask about the cleaning service we were providing them. She was blunt with the group:

“Well, I’d be lying if I said they were perfect. They do miss a trash can occasionally, and sometimes skip things by mistake. But, <XXX>, the site manager over the cleaning crew, stops

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by my office every day at 4:45 to ask if there is anything we need to focus on that evening, or the next day. I’ve never had a cleaning company that did that. So, yes, I’d say I’m very happy with ServiceMaster.”

Formal customer “touches” are critical, like scheduled meetings and periodic reports, but impromptu visits, and a friendly stop-by every now and then go a long way to keep in front of the key personnel and let them know you care about their building and about them. (BTW, as of January 2024, the owner of the business mentioned above is still cleaning that site – 15 years total - and has billed that customer for services provided over $3.7M during that span of time.)

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15 QUALITY ASSURANCE INSPECTIONS

As with all accounts you service, “regular” inspections must be performed to assure quality of service execution. For the Industrial sector, it is common that these inspections will be part of a safety compliance program, or similar program in which the customer is accountable to a third party for risk assessment, insurance compliance, or some other agency compliance requirements. The regularity of site inspections will vary from site to site and customer to customer.

It is strongly recommended that each franchise location consistently use the same Brand Standards vetted and approved platform for performing all customer inspections. When servicing several sites for the same customer, they typically will mandate that all sites’ inspection process be the same. Doing this helps the customer understand the process and inspection results, work orders that arise from the inspection, and additional training being assigned to the front-line staff due to issues arising from the inspection.

15.1 Items on the inspection format

You will be inspecting for numerous things – some will be strictly cleaning-related, and some will be safety compliance related. Examples are given here:

15.1.1 Cleannig related:

• Restrooms properly cleaned and sanitized

• Windows clean and free of streaks and smudges

• Surfaces clean and sanitized or disinfected

• High touch points free of noticeable dirt and grime

If/when a cleaning task shows a deficiency during the inspection, an escalation action plan needs to be created, including:

1. A description of the deficiency,

2. A detail remedy,

3. Who will carry out the remedy,

4. Timeframe to cure,

5. Communication to facility stakeholder post-cure, with photos.

15.1.2 Safety related:

• All flooring surfaces are clean and free of dirt, dust, and debris

• All employees are in uniform and using the correct PPE while executing service

• Machine and equipment maintenance is documented and on schedule

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• Housekeeping closet is clean and orderly, products are stored per guidelines

Safety related issues should be notated in the inspection format. For egregious issues you will want to report those immediately to the cleaning supervisor or building maintenance, whichever is appropriate, for immediate attention., Less time sensitive items can be communicated through the inspection form itself.

15.2 Communicating inspection results to the customer

You will need to discuss with the customer in detail your inspection process and if there are things in particular that they want you to include in your inspections. For instance, safety and facility issues that they would like you to report on as part of the inspection.

Also, find our how often they need/want inspections conducted, and how the results should be communicated back to the person that needs the information. This can be via email, through the inspection portal (best option), or physically (worse option).

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16 REPORTING TO CUSTOMER

In addition to the inspection results detailed in Section 15, customers may require other details reported to them, including

• Total employee cleaning hours per day, week, or month.

• Missed employee shifts

• Incidents of employee injury within the site

• Troubled areas needing additional attention

• Interruptions in service due to necessary equipment repairs

• Cleaning tasks performed outside of the SOW

Different customers will require different forms of communication

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17 BILLING AND RECEIVABLES

Billing for Industrial cleaning is no different than any other customer account. When starting up services, submit your first invoice on day 1 with you normal due date time frame (15 days, 30 days). You may want to consider offering the customer financial incentive for paying the invoice more quickly, such as 2/10 Net 30.

2/10 Net 30 simply means if the customer pays the invoice with ion 0 of receiving it, you will grant them a 2% discount on the invoice. If it’s paid within 30 days, the entire billable amount must be remitted. Example:

Paid 9 days after invoice date

Monthly Billing $10,000

Less: 2% Discount $200

Total remitted $9,800

Paid 25 days after invoice date

Monthly Billing $10,000

No discount earned

Total remitted $10,000

If the customer tells you, “we pay all vendors net 60 days”, meaning 60 days after receiving the invoice, it is incumbent on your business to calculate your ability to pay expenses (including 2-3 payrolls) directly related to the customer before receiving your first payment. Use your job costing information to determine the exact amount of expected variable expenses that must be paid before receiving the customer payment. This all must be addresses prior to signing the Service Agreement and the service start-up.

An alternative solution to the above scenario is to negotiate one of the following:

• A quicker turn-around on payment, such as net 45.

• Submitting the invoice 15-30 days prior to the account start-up

• Passing on this customer account

You can also accept the proposed terms and use a line of credit (LOC) or cash reserves to pay the interim expenses

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18 PROVIDING CONSUMABLES

Providing consumables (toilet paper, paper towels, etc.) in any facility can be tricky with regards to consumption and pricing.

Getting historical usage amounts is the only true way to estimate the total cost of providing these items to the customer. Information needed to navigate through supplying consumables:

• Historical usage

• Locked storage area

• Your cost of consumable (cases)

• Dropped shipped to facility or to a commissary location

• Annual price increase by percentage

18.1 Consumables and your Royalty Report

Be sure to understand how providing consumables to a customer is handled when submitting your royalty report each month. Review the Adjustments FAQ document to understand what the guidelines are for adjusting the cost of consumables from your monthly revenue To access the FAQ document click ServiceConnection>Library>Clean-Business Services>Royalty Remittance.

18.2 Consumables vendors

Verify who the current preferred vendor/partner is for ServiceMaster Clean for providing consumable products. They will typically offer the best pricing and delivery terms Navigate to: ServiceConnection>Library>Clean-Business Services>Vendors to determine who the current approved vendor is.

18.3 Billing Customer for Consumables on a “Cost/Plus” basis

Another method of providing and billing for consumables is to purchase an inventory of what’s needed to keep levels up to par and include the invoice for the consumables with the next month’s invoice. Most service providers will add an “administrative” or “handling fee” of 5%15% on top of the invoiced amount. The cost/plus method ensures the customer has the correct amount of products on hand, and the service provider can rest assured knowing they aren’t risking taking a loss on consumables due to the actual usage being higher than was anticipated due to things such as:

• Theft

• Increased building population

• Demographics of building population (# men vs. # women)

Below is an example of a cost/plus consumables arrangement:

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In this instance, when submitting the invoice on the first of the following month, the $450.00 would be a separate line item on the invoice, as would the (10%) admin fee of $45.00, for a total due of $495.00 for consumables. Be transparent on this billing by separating the consumables billing amount and the admin fee and including a copy of each consumables invoice.

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19 FRANCHISEE POLL – FEBRUARY 2024

A poll of 28 ServiceMaster Clean owners doing work in the Industrial vertical was conducted in February 2024. The questions and most prevalent answers tell an interesting story on how these owners operate successfully in the vertical.

Poll Question

What is your historical annual revenue (cleaning and/or projects) for "industrial sites"?

Examples: distribution, warehousing, logistics, manufacturing, transportation, packaging, storage, data centers. Canadian/US dollars.

How many industrial-related customers do you have?

Most Prevalent Answer

Over $500,001

More than 8

Do your employees require additional training specific to working in a customer's industrial site? Yes

For recurring work, what is the most frequently conducted Quality Control Inspection (QCI) schedule for a facility?

Are QCI results communicated to your customers?

1x per week

Some are communicated

How often does the task schedule call for scrubbing the floors in the warehouse/distribution area, typically? Daily

Is your crew cleaning restrooms "by hand" or using a machine for restroom cleaning tasks?

I do both - so it depends

Is high (rafters) dusting usually on the task schedule for the warehouse/distribution area? Sometimes

Is a scissor lift required to accomplish high dusting? Always

Is a scissor lift required to accomplish high dusting? Sometimes

Do you use a riding scrubber in some of your industrial sites?

Do you use a scrubber other than a riding scrubber in some industrial sites?

Do you use machines other than a scrubber to clean the floors in the warehouse/distribution area?

For a complete daily cleaning service in the warehouse/distribution area, including the hard surface floors - what is your average cleaning productivity rate (if known)?

For a complete daily cleaning service in the warehouse/distribution area, including the hard surface floors - what is your average cleaning productivity rate (if known)?

- 7,000

Over 7,000 feet/hour

What is your overall labor cost rate in a typical industrial site (skip if you're unsure)? Under 40%

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20 THIRD-PARTY INFLUENCES ON THE DECISION TO HIRE

Oftentimes, especially with very large dollar-value and multiple site bids, the customer will seek the assistance of third-party companies to vet cleaning providers and other facility services vendors. The role of these third-party companies is to ensure the values of the vendors align with the vales of the company seeking services. Below are examples of two such companies that evaluate qualifications, safety practices, and social awareness alignment for their customer – the company seeking to hire vendors.

20.1 Avetta

Who is Avetta?

Avetta is a Software as a Service (SAAS) company that offers Supply Chain Management and Risk Mitigation Solutions to our Clients and Suppliers.

What does Avetta do?

Avetta works with Clients and Suppliers to ensure companies performing work are qualified, licensed, and safe companies through vetting of safety statistics.

Avetta also connects Clients with already qualified Suppliers to help them quickly get the services they need with the assurance that the company they are selecting is fit for duty before getting on site or beginning the project.

20.2 Ecovadis

EcoVadis is a globally recognized assessment platform that rates businesses' sustainability based on four key categories:

• environmental impact,

• labor, and

• human rights standards,

• ethics, and procurement practices.

EcoVadis has defined 21 sustainability criteria based on international Sustainable Development standards. Among these 21 criteria, EcoVadis selects the relevant ones for your company. This is based on your activity's specific challenges and your geographical location (do you have activities in risk areas?).

EcoVadis employs strict and well-developed scoring guidelines applied to each assessment by expert analysts. The score allows companies to benchmark against their industry peer, but it also helps situate the company’s overall sustainability performance in absolute terms using a

scoring system.

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In addition to scoring, strengths and improvement areas are highlighted for each theme on the EcoVadis Scorecard. Strengths reflect valuable sustainability practices demonstrated by rated companies, while improvement opportunities are identified for corrective action implementation. Each improvement area has a suggested priority level for a potential corrective action plan.

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21 GLOSSARY OF TERMS AND ACRONYMS

PCC – Post Construction Cleaning

OSHA – Occupational Safety and Health Organization

CRI – The Carpet and Rug Institute

SOW – Scope of Work