INCLEAN NZ May 2022

DELIVERING SUSTAINABLE HYGIENE INFORMATION

www.incleanmag.co.nz

May 2022

13 Locally Owned Cleaning Supply Stores Across New Zealand

www.rapidclean.co.nz | 0508 727 433

Detail area cleaning solutions Effective cleaning for narrow gaps and smaller areas like stairs.

Perfect for showers, vanities and tight spaces around toilets.

Handheld version for walls and elevated areas.

The i-scrub 21B Clean hard to reach, dirty areas Manually dose solution with the push of a button Extreme cleaning power – dual 400 RPM brush heads Cleans almost any surface type

Scan the QR

Adjustable telescopic handle and 360° swivel head to adapt to any application

Phone 0800 345 828

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|

sales@filta.co.nz

code for more information.

EDITOR’S LETTER

INCLEAN NZ is published by The Intermedia Group Pty Ltd on behalf of ISSA – The Worldwide Cleaning Industry Association.

41 Bridge Road, Glebe NSW 2037 Australia PUBLISHER: Simon Cooper MANAGING EDITOR: Claire Hibbit E: chibbit@incleanmag.com.au P: +61 2 8586 6140 ADVERTISING MANAGER: Samantha Ewart E: sewart@incleanmag.com.au P: +61 2 8586 6106 PRODUCTION MANAGER: Jacqui Cooper PRODUCTION ASSISTANT: Natasha Jara GRAPHIC DESIGNER: Sanja Spuzanic NEW ZEALAND SUBSCRIPTION RATE: 12 months (4 issues) – NZD $44.00 (inc GST) To subscribe call +61 1800 651 422 E: subscriptions@intermedia.com.au

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Editor’s letter

perfect storm of events is causing a labour shortage for cleaning contractors and facility managers in New Zealand, putting industry leaders on notice to rethink their recruitment and training efforts.

Low unemployment and the loss of many skilled migrants and international student workers because of COVID-19 border closures is at the heart of the issue.

Fewer numbers of Pacific Islander workers is also hurting the agricultural and cleaning sectors, while a new brain drain to Australia is a throwback to the period around the global financial crisis in 2008.

This reality underlines the importance for businesses of fine-tuning recruitment, retention and training strategies to woo talent and create stronger career paths for workers.

In our training feature, we speak to industry about how the acute labour shortage is putting pressure on cleaning operations and building service contractors and examine how companies can better attract and support staff and upskill them through careerenhancing training programs.

And, while training and upskilling must remain top of mind, so too must employee wellbeing. More than ever before, cleaning companies and their employees are facing mental health issues, which makes it essential for management to provide systems, support and coping strategies for their teams.

Creating a positive workplace culture will be at the heart of cleaning and facility management companies’ success as the COVID-19 pandemic continues to put pressure on profitability and people.

In this edition, we look at how cleaning companies are taking proactive approach to mental wellbeing at work and home and provide some coping strategies to help ensure frontline staff are properly trained and equipped to handle this continually changing landscape.

Also in this issue, we speak to floorcare suppliers and cleaning contractors about how the New Zealand market is faring as the country emerges from lockdowns, and how the cleaning consumables sector is responding to the pressures of COVID-19 with an emphasis on innovation and sustainability.

This issue is also packed with business and leadership tips. From advice for business owners who are wanting to make the transition from working ‘in’ to working ‘on’ their business to the importance of corporate social responsibility and organisational purpose.

Happy reading!

Claire Hibbit Managing Editor

FOR MORE INDUSTRY NEWS FOLLOW US ON

CHECK OUT WWW.INCLEANMAG.CO.NZ www.incleanmag.co.nz 3

What’s on 2022 Interclean Amsterdam 10 -13 May 2022

Europe’s leading exhibition for the professional cleaning industry. www.intercleanshow.com

RIA Australasian Restoration Conference and Tradeshow 25-27 May 2022

The event will take place at Novotel Twin Waters on the Sunshine Coast. www.restorationindustry.org.au

ISSA Show Canada 8-9 June 2022

Canada’s leading trade show for facility managers and facility service providers. www.canadashow.issa.com

MOST CLICKED www.incleanmag.com.au

ISSA Cleaning & Hygiene Expo 14-15 September 2022

The cleaning industry’s premier event will be held at ICC Sydney. www.issacleaninghygieneexpo.com

ISSA Show North America October 10-13, 2022

The ISSA Show North America will take place in Chicago. www.issashow.com

Wed 15NZ - Thu 16 September 2021 Clean Newmarket Room, Ellerslie Racecourse, Auckland, New Zealand

25-26 October 2022

Clean NZ is New Zealand’s only dedicated trade event for the cleaning industry. www.cleannzexpo.co.nz

NZ introduces draft modern slavery legislation

Survey finds top concern for facility managers

Government proposes legislation to help reduce modern slavery and worker exploitation in New Zealand.

CMM benchmarking survey reveals top concern for facility managers.

Survey reveals office workers’ germ concern Survey underscores importance of an effective and well-enforced office hygiene program to protect employees.

Living Wage to rise in September Living Wage to increase to $23.65 an hour from 1 September.

Why CleanNZ Expo 2022 is not to be missed CleanNZ is New Zealand’s only dedicated trade event for the cleaning and hygiene industry.

Dettol Pro Solutions’ strikes new partnership with Accor Pacific Reckitt’s Dettol Pro Solutions announces partnership with Accor, the largest hotel operator in the Pacific.

2023 ISSA Pulire – The Smart Show May 9-11, 2023

ON THE COVER:

The largest professional cleaning and sanitisation industry trade show in Italy. www.issapulire.com/en/

The Rapid Group is focused on offering excellent service levels, great products and honest advice at a cost effective price. RapidClean has 13 cleaning supply stores located throughout New Zealand. RapidClean NZ aims to provide customers with the support of a national organisation while providing a local service, offering a single sourcing, cost effective onestop-shop solution.

CMS

19-22 September 2023 The international conference and trade show will be in Berlin. www.cms-berlin.de 4 INCLEAN NEW ZEALAND May 2022

www.cleaningsupplies.net.nz

R R 300 FD 130 CHEM

RIDE-ON SCRUBBER DRYERS R SERIES

R R 300 FD 130 is the ride-on scrubber dryer designed for cleaning operations in large areas. 300-liter capacity and the large cleaning width (1300 mm) ensure a productivity of 10400 m²/h. Powerful, sturdy, and reliable, R 300 is able to tackle the most difficult and stubborn dirt and it is ideal for wide environments such as car parks, warehouses, production sites, and logistics.

Control panel with display

Remarkable running time, up to 5 hours

Traction on rear wheels (optional)

Adjustable and ergonomic seat

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IN THIS ISSUE MAY 2022

ISSUE #2

Regulars 03 12 16 56 58

Editor’s letter Industry news Cover story Opinion Products

59

24 Features

24 Recruit, train, retain – the threestep blueprint for staff loyalty NZ’s labour shortage is putting pressure on industry to better attract and support staff.

34 Winning the hygiene war Cleaning operators are relying on smart manufacturing, inventory, and product strategies as global forces continue to disrupt the cleaning consumables space.

36 Foot to the floor Cost-effective and time-saving machinery is all the rage as floorcare specialists seek to keep their customers on the books.

40 Job costing and documentation A comprehensive guide to professional record keeping.

44 Warehouse e-commerce strategies Is your warehouse truly ready?

48 Leading with trust, transparency, and teamwork Overcoming five common leadership challenges in the cleaning industry.

50 Attracting, engaging, and retaining a five-generation workforce How to successfully connect different generations in the workplace.

54 Time to step up How to transition from working “in” the business to working “on” the business.

6 INCLEAN NEW ZEALAND May 2022

50

40

44

Any size, any place, we've got the floor scrubber for you!

To find out more about our range of high-performance floor scrubbers or to book a FREE Demo online or on-site, talk to our friendly team at Proquip today!

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SPONSORED

Taking the fiction out of

small scrubber driers In a COVID-19 world demanding even higher standards of hygiene, Diversey’s new TASKI swingo 250 Micro busts the fiction of scrubber driers.

A

s a professional, you know that manual cleaning is no longer enough in a world focused on health and safety.

Using a mop and bucket works, but the process is inefficient, labour intensive, creates wet floor hazards and provides a vector for the spread of contamination.

Your customers, visitors and staff expect better, but the world of scrubber driers can be a little daunting to smaller customers with smaller areas (< 1000m2, typically areas < 500m2).

The ‘fiction’ surrounding traditional scrubber driers needs to be busted, allowing our industry to stay at the leading edge of performance.

And let’s be real, the first step in the move away from wet mopping to mechanised cleaning can be a big one!

8 INCLEAN NEW ZEALAND May 2022

FICTION – SCRUBBER DRIERS ARE ONLY FOR LARGE AREAS It’s interesting, when we think of scrubber driers we immediately think large areas! But like most innovations today, manufacturers are working to create smaller options.

These innovations are allowing powerful, smaller scrubber driers to take the place of traditional mop and bucket cleaning.

And with the ongoing threat of COVID-19 smaller facilities are now wanting to tackle the health and safety concerns of unclean floors.

One of the new innovations in this area is from TASKI (Diversey) who have collaborated with a major partner to combine multi-brush scrubbing, mopping, and drying into a ‘onemachine’ cleaning solution for smaller areas.

The newly launched TASKI swingo 250 Micro (with brushes and pads operating at a controlled

SPONSORED

140rpm), allows floors to be cleaned thoroughly, removing more soil, and picking up more water than mopping, even in the smallest space.

FICTION – SCRUBBER DRIERS ARE DIFFICULT TO HANDLE Technologies and market readiness have provided tremendous new opportunities. New slim profile machines offer operators more flexibility and manoeuvrability.

With its intuitive and ergonomic designed handle, the TASKI swingo 250 Micro delivers a comfortable operator experience.

FICTION – PREPARING A SCRUBBER DRIER IS TIME CONSUMING Not with the TASKI swingo 250 Micro! Waste and freshwater are stored in a tank at the front of the unit.

Removing the tank for emptying cleaning and refilling is a simple lift-off process. The power centre of the TASKI swingo 250 Micro is its rechargeable Li-Ion batteries, which are easy to

remove and replace. Thus, with minimal set up time, cleaning may continue without interruption.

FICTION – SCRUBBER DRIERS ARE TOO EXPENSIVE An investment in a scrubber drier should be evaluated by reviewing the total cost of clean, including labour cost. For customers considering the purchase of a scrubber drier, it’s all about real word performance and cleaning excellence.

In one hour, the TASKI swingo 250 Micro cleans an area of 1,320m2 with a battery life to cover 2150m2. With the TASKI swingo 250 Micro, everyone can achieve professional floor cleaning results whilst saving on overall costs.

Every facility needs to create a safe environment for visitors and personnel. No matter how small the size, the TASKI swingo 250 Micro works as part of an integrated cleaning system to keep facilities clean and safe.

In a COVID-19 world demanding even higher standards of hygiene, the TASKI swingo 250 Micro busts the fiction of scrubber driers! ■

“

With its intuitive and ergonomic designed handle, the TASKI swingo 250 Micro delivers a comfortable operator experience.

”

The

Announcing the

swingo Micro 250 Lightweight small scrubber drier

Time to

THROW the mop

AWAY!

The TASKI swingo 250 Micro is a lightweight, mobile, micro scrubber that delivers excellent performance allowing anyone that cleans to take control of results and eliminate risks.

Ergonomic design and an easy-to use interface makes operation smooth and comfortable, while rechargeable Li-Ion batteries provide the endurance and freedom you expect from TASKI.

Want to know more? our friendly Customer Service Team today!

Time toContact throw the mop away Diversey.com.au 0800 803 615 or customerservices.nz@diversey.com All logos and trademarks are owned by or licensed to Diversey, Inc. © 2022 Diversey, Inc. All Rights Reserved.

As a professional, you know that manual cleaning is no longer

Ergonomic design and easy-towww.incleanmag.co.nz 9 use interface make operation

SPONSORED

DISINFECTING WIPES:

simple, fast, and effective disinfection

T

he pandemic has had an immense impact on everyone. More than ever, it has made us conscious about the cleanliness of our hands and surfaces; we all need to re-think our cleaning and disinfecting procedures.

The public health officials, scientists, medical professionals, and government authorities have been advising and providing guidance on how to protect ourselves and our loved ones from the spread of COVID-19.

and compliance is an important decision. It is essential to ensure the disinfectant is effective against the pathogens of concern, that the contact time required to kill the microorganisms is within the time it takes for the disinfectant to dry on the surface, and to consider the safety of your staff, guests, and customers.

It is equally important to choose a disinfectant which is approved by the Therapeutic Goods Administration (listed in the ARTG).

CHOOSING A DISINFECTANT

PROTECTING AGAINST MULTIPLE PATHOGENS INCLUDING SARS-COV-2

When it comes to surface disinfection, there are various product chemistries and tools to deliver the required disinfection on clean or dirty surfaces, coupled with the correct contact time.

Choosing the right disinfectant for efficacy

Oxivir is an AHP (Accelerated Hydrogen Peroxide) a patented formula of hydrogen peroxide that has been synthetically accelerated to dramatically increase its germicidal potency and cleaning performance.

10 INCLEAN NEW ZEALAND May 2022

SPONSORED

“

Oxivir is an AHP (Accelerated Hydrogen Peroxide) a patented formula of hydrogen peroxide that has been synthetically accelerated to dramatically increase its germicidal potency and cleaning performance.

”

Disinfectants using AHP Technology have short contact times and validated efficacy.

They attack the pathogens that are the cause of concern for: facilities, HAI’s (Hospital Acquired Infections) and outbreaks.

AHP-based disinfectants deliver the perfect balance of potent germicidal kill, cleaning efficiency, fast-acting capabilities, and safety.

AHP - A SUSTAINABLE CHOICE

OXIVIR EXCEL WIPES

Using a ready-to-use wipe saves time because there is no need to worry about preparing solutions or using special equipment, nor any special training required.

The active AHP ingredient breaks down to water and oxygen. This makes Oxivir a highly sustainable alternative to other types of cleaning chemicals or disinfectants.

Oxivir Excel Wipes is a bactericidal and virucidal hospital grade disinfectant pre-wetted wipe. It kills COVID-19 virus and the HAIs of concern including MRSA, VRE, CRE, Norovirus, Rotavirus, Rhinovirus, and Influenza A (H1N1).

Oxivir Excel Wipes is listed in the ARTG with AUST L no. 343051. ■

Now approved to Kill COVID-19 in

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Kills Viruses in 30 seconds*

Rhinovirus, Rotavirus, H1N1, Norovirus & Poliovirus

Kills Bacteria in 1 minute

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Want to know more? Contact our friendly Customer Service Team today!

0800 803 615 or customerservices.nz@diversey.com

MRSA, CRE & VRE All logos and trademarks are owned by or licensed to Diversey, Inc. © 2022 Diversey, Inc. All Rights Reserved. These materials are provided for general information purposes only and do not replace each user’s responsibility to assess the operational, legal and other requirements applicable to each facility.

www.incleanmag.co.nz 11

INDUSTRY NEWS

BSCNZ announces CleanSweep Award winners

CrestClean wins Supreme Franchise Award CrestClean has taken out the top spot in the Westpac New Zealand Franchise Awards 2021, winning the supreme award, Franchise System of the Year.

CrestClean also won Business to Business Franchise System of the Year at the awards, which coincided with the company’s 25th anniversary.

“It reflects 25 years of great work, and the success of our 672 franchise teams working the breadth of New Zealand. It’s all about the people — it’s a real team effort,” said Grant McLauchlan, managing director of CrestClean.

“The award is the culmination of years of improvement in our system and the way we operate, and recognises how well we look after our franchisees and support them, which is something we take great pride in.”

The franchise network, which has a total head count of more than 2000 people from 59 different nationalities, undertakes around three million hours of customer service each year.

The judges acknowledged CrestClean’s relationships and depth of communication with its diverse team of franchisees.

The company has developed a number of different programmes to help ensure franchisees deliver professional service.

In 2013, CrestClean established the Master Cleaners Training Institute, becoming the largest private trainer of commercial cleaning personnel in New Zealand, and in 2014 launched its bespoke Health, Safety and Environmental Management System, SafeClean.

These programmes put the franchise in a strong position when it came to meeting the challenges of Covid-19, said McLauchlan.

“Over the last 12 months we reviewed and improved our training, adapting our systems and processes to not only survive, but excel through a period of adversity. We maintained ongoing training and upskilling programs under often stressful logistical circumstances and managed to grow our business.”

12 INCLEAN NEW ZEALAND May 2022

The winners of the Building Service Contractors Association of New Zealand (BSCNZ) CleanSweep Awards have been announced.

Sarah McBride, CEO of the BSCNZ, said the CleanSweep Awards celebrate the very best of New Zealand’s commercial cleaning industry.

“The BSCNZ had a record number of entries for the awards which were all viewed by the BSCNZ judge, Wendy Stephens,” said McBride.

“The calibre of entries was extremely high so a huge congratulations to all the winners and finalists. It is a remarkable achievement that your team should be proud of.”

CONGRATULATIONS TO THE WINNERS: Sponsors of the event included Auckland Convention Bureau, NXP – the Service Company, Kiwi Maintenance group, Karcher, Tork, Careerforce, Cottonsoft, and Alsco.

Retail and Hospitality up to 15,000m2: OCS Limited Education – Early Learning/Primary/ Secondary: OCS Limited Offices over 5,000 m2: City Cleaning Services Retail and Hospitality over 15,000 m2: Spotless Education, University, and Technical: PPCS Limited Offices from 2500 – 5000 m2: ToTal Property Services Offices up to 2500 m2: Millennium Equifax Industrial and Manufacturing Space: Kleenrite Healthcare – Public and Private: ISS Business Innovation: Essity Tork PeakServe Outstanding Skills for Industry Employee: Himanshu Duggal (Millennium)

A new generation of scrubbing machines Antea 50

An innovative scrubbing machine that champions sturdiness and reliability. Antea 50’s durable frame, intuitive controls and compact size make it ideal for cleaning in a variety of sectors, including hospitality, healthcare, large scale retailers and public institutions.

Versa 65

A high-performance, walk-behind scrubbing machine with the power to handle even the most difficult cleaning jobs. Reliable, efficient and easy-to use, the Versa 65 is the ideal solution for increasing productivity and reducing the cost of cleaning operations.

Vega 85

A walk-behind floor scrubber that combines power and versatility in a single machine while remaining compact and easy to handle. It’s clever, functional design makes it the perfect cleaning tool for industrial or logistics sectors, healthcare facilities and large scale retailers.

1800 314 580 commercial@godfreys.com.au

INDUSTRY NEWS

Disability no barrier to pursuing a cleaning qualification A cohort of staff are set to upskill thanks to their employer, Kilmarnock Enterprises, who see their employees as having a range of abilities, rather than disabilities.

The five workers are embarking on their own journey of learning with support from the industry training organisation, Careerforce.

Kilmarnock Enterprises is a leading social enterprise in Otāutahi/Christchurch, focused on creating employment and opportunities for Kiwis with disabilities. The organisation believes that meaningful employment can be the key to a purposeful life.

Kilmarnock’s HR, training, and wellness manager, Marionette Chaney, said the organisation caters to a diverse range of abilities to ensure that everyone has the best possible chance of success.

“We take great pride in our welcoming and inclusive workplace culture. Through training, social development, our health and wellbeing programmes, and ongoing support, we show our team their value and give them the confidence and skills they need for success.”

In conjunction with its commercial operations, the organisation offers its Kilmarnock Academy programme.

The Academy facilitates learning, growth, and discovery for employees at Kilmarnock. They offer training in a range of areas to enable transition into further employment opportunities. Many of their graduates subsequently have gained NZQA qualifications in numeracy, literacy, communications, and practical workplace skills.

In collaboration with Careerforce, the Kilmarnock Academy has commenced offering Careerforce’s New Zealand Certificate in Cleaning (Level 2) programme. The five Kilmarnock employees enrolled in this programme for 2022 are completing practical on the job training in Kilmarnock’s purpose-built factory. They also attend two hours of classroom training per

From left to right: Amani, Tania, Robert, and Daniel

week. On successful completion of the training, participants will receive a nationally recognised NZQA qualification.

The New Zealand Certificate in Cleaning (Level 2) is ideal for cleaners in commercial, residential, health and domestic workplaces. The programme aims to encourage safe work practices and develop skills related to cleaning effectively and efficiently.

“We saw this opportunity to formalise and strengthen our employee’s cleaning skills as increasingly important; particularly in the current Covid-19 climate. We also believe this opportunity is beneficial in upskilling our enrolled employees to provide them with the ability to seek employment opportunities outside of Kilmarnock, should they wish to do so,” Chaney said.

“Kilmarnock Enterprises is extremely pleased to be collaborating with Careerforce to offer this training opportunity to our employees. We’re excited to follow the 2022 cohort of trainees on their learning journey.”

Enrolment in Careerforce’s cleaning qualification programmes remains free through to the end of December 2022, courtesy of the Government’s Targeted Training & Apprenticeship Fund (TTAF).

NZ introduces draft modern slavery legislation The government has proposed new legislation to help reduce modern slavery and worker exploitation in New Zealand.

The Modern Slavery and Worker Exploitation consultation document, released by the Ministry for Business, Innovation and Employment, outlines a series of legislative proposals that would help reduce modern slavery and worker exploitation in Aotearoa and globally.

Workplace Relations and Safety Minister, Michael Wood said the legislation will support human rights in a transparent and sustainable way.

“New Zealanders have a growing awareness around the issue of worker exploitation and modern slavery in supply chains, and they expect that the goods and services they purchase in New Zealand are not contributing to this harm. That’s why today we are publishing proposed legislative options to help prevent modern slavery and worker exploitation,” said Wood.

14 INCLEAN NEW ZEALAND May 2022

The proposal would create new responsibilities across the operations and supply chains of all types of organisations in New Zealand, with more responsibilities for larger organisations: • All organisations would be required to take action if they become aware of modern slavery or worker exploitation • Medium and large organisations would be required to disclose the steps they are taking • Large organisations and those with control over New Zealand employers would be required to undertake due diligence.

“We’ve worked closely with businesses, non-governmental organisations, unions and academics through our advisory group chaired by Rob Fyfe. These proposals will drive meaningful change,” said Wood.

Consultation on the proposals has opened and submissions can be made until 7 June 2022.

INDUSTRY NEWS

i-team ANZ launches cobotic 1700 smart vacuum i-team ANZ has announced the launch of the co-botic 1700, an energy-efficient autonomous vacuum, to the Australian market.

“With advances in technology, we believe it’s no longer necessary to make any sacrifices when looking for a compact, autonomous vacuum,” said i-team ANZ. “That’s why we have designed the co-botic 1700 as a commercial robotic vacuum with absolutely no compromises when it comes to cleaning power, runtimes and user-friendly operation.”

The co-botic 1700 offers high-speed brush spinning of up to 1,300rpm and offers run times of up to four and a half hours per charge due to its high-capacity battery pack.

According to i-team ANZ, the co-botic 1700 leads the segment for energy efficiency, consuming 50-watts of electricity.

“Offering a complete floor clean for those that prefer a hands-off approach, the co-botic 1700 learns its surroundings, allowing it to avoid obstacles while mapping its progress as it cleans.

Life is already

“Connected to the i-team professional app, users can set specific zones to clean, off-limit boundaries, and even kick the co-botic into action remotely. You can even put it to work in a pitch-black office overnight, providing perfectly cleaned floors as you return to work the next day.”

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www.incleanmag.co.nz 15

National Strength.

Local Service.

Experts In Cleaning Supplies The Rapid Group is very focused on offering excellent service levels, great products and honest advice at a cost effective price.

RapidClean has 13 cleaning supply stores located throughout New Zealand and our aim is to provide our customers with the support of a national organisation while providing a local service, offering a single sourcing, cost effective one-stop-shop solution.

Our stores are owned and managed by cleaning supply experts who supply a huge range of cleaning, packaging, catering and safety products. Our turnover is over $100m and we use our huge buying power to save our customers money on excellent products and support them with our product knowledge and experience.

KEY ACCOUNTS Our National Account customers benefit from selecting their product range at head office and negotiating a price utilising their collated buying power complemented with a centralised national account. What sets us apart from multi-national “box movers” is our delivery system and the fact all profits stay in New Zealand. Our products are delivered to you by a RapidClean team member who know exactly what’s in the box, how it works and how to service it. This unique system offers our customers a “onestop-shop” solution, from sales to repairs.

OUR PRODUCTS

CLEANING SOLUTIONS

PAPER PRODUCTS

HEALTHCARE SUPPLIES

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

WHY CHOOSE RAPIDCLEAN? RapidClean has been trading for over 30 years RapidClean have 13 stores in New Zealand RapidClean are New Zealand owned and operated and all profits stay in New Zealand RapidClean have a huge range of cleaning, catering, packaging and safety supplies RapidClean uses their huge buying power to secure cost savings for customers RapidClean stock the best products from the best suppliers RapidClean sell and service major brands of cleaning equipment RapidClean offer centralised Key Accounts for large customers

OUR SUPPLIERS

CLEANING ACCESSORIES

CLEANING EQUIPMENT

HOSPITALITY SUPPLIES

WASHROOM SUPPLIES

WASTE MANAGEMENT

ONLINE SUPPORT & TRAINING

SAFETY

13 Locally Owned Cleaning Supply Stores Across New Zealand

RapidClean is Quality Assured

The Home Of Clean RAPIDCLEAN AND FILTA PARTNERING IN 2022 RapidClean New Zealand in partnership with FILTA has forged a place as a formidable supplier to New Zealand’s cleaning industry. This has come in a very short time through the supply of leading vacuum and cleaning products. RapidClean Group has been working successfully in partnership with FILTA for over 5 years. Since then, RapidClean and FILTA have built strong relationships across the mighty Aotearoa, working closely together to deliver value to the RapidClean group of members, its growing network of customers, and the wider community.

As a proud preferred supplier to RapidClean NZ, FILTA supports the Rapid Group’s values and vision, creating a thriving environment of growth through the RapidClean collective.

RapidClean sources from FILTA their own branded lines and continually seeks to build on this portfolio of branded products from FILTA, with new projects currently underway and ready to launch later this year.

LEADERS IN CLEANING MACHINERY FILTA leads the market with investments into the latest technology and the integration of its expertise and experience to maximise its partners experience within the cleaning space.

The range reaches all segments of the cleaning market including BSC, hospitality, aged and health care, and government institutions.

New Zealand-owned and operated, FILTA has been in business since 1977. For more than 40 years, FILTA has helped define and navigate the New Zealand cleaning landscape for its key partners.

RapidClean working with FILTA brings a can-do attitude and understanding of the New Zealand cleaning market that reflects quality, transparency, and a partnership approach.

Drawing on the teams’ extensive experience in the cleaning and vacuum industry, we know what it takes to deliver world leading products that promote productivity and maximise our clients’ opportunities across New Zealand.

QUALITY BRANDS AND PRODUCTS With international brands and suppliers, FILTA looks to trends across several markets for exciting new opportunities to deliver to RapidClean group. These are spearheaded by Filta’s expert team who have a great understanding of client needs throughout NZ. FILTA has these leading brands available from RapidClean’s product ranges including: PACVAC, HAAGA, WESSEL WERK, SPACEVAC, UNGER, GREENSPEED, ENZYME WIZARD, AND GLOMESH. RapidClean members are supported by FILTA’s team who are committed to safeguard against global challenges.

The FILTA team is made up of experts in the field who deliver solutions that support RapidClean customers. The team has now upskilled to deliver online demonstrations and training to support sales and new product innovation.

PARTNERSHIP THAT BENEFITS OUR CUSTOMERS RapidClean is proud to be working with FILTA in partnership with globally recognised brands that empower cleaners, stakeholders, and business partners across New Zealand to not only improve the cleaning standards of our great country but also improve the working conditions for our essential workers.

WWW.RAPIDCLEAN.CO.NZ | SALES@RAPIDCLEAN.CO.NZ

INDUSTRY NEWS

Proquip continues to stay connected to customers with Proquip Demo One thing that the past two years has taught the cleaning industry is the importance of being able to adjust, pivot, and think outside the box.

In 2019 during the country’s first lockdown, Proquip launched its interactive, online training program, Proquip Demo.

“We wanted to be able to deliver the exceptional service our customers are accustomed to while following government guidelines and being responsible,” says Kerry Boon, sales and marketing manager, Proquip NZ. “As many of our customers are in essential services and industries, we needed to be able to demonstrate the capabilities and benefits of a machine without being there in person. We quickly recognised the benefits of using video conferencing platforms to conduct meetings, and live online, real time equipment demonstrations for our customers.”

According to Boon, live online demos are a great way for Proquip and its team to talk to customers across the country and make learning about Proquip products easier, more efficient, while being informative, educational, and thorough, and can help customers understand the machine and its capabilities before taking that next step of purchasing or leasing.

“Even though the cleaning industry is hands on, and our customers are still out there on the frontline keeping businesses and workplaces hygienically clean, being able to demonstrate the benefits of potential purchases has been invaluable.

“But what we also quickly realised was that we could do training via online platforms as well. Once the machine was purchased and delivered, we could take the new owners and their staff through the training process online,” said Boon.

“While we love being able to train people on the machines in person, in this current climate, this isn’t always going to be possible. Proquip Demo means we can stay connected to our customers safely, no matter what.”

Dettol Pro Solutions’ strikes new partnership with Accor Pacific Dettol Pro Solutions, Reckitt’s business-to-business arm, has announced a partnership with Accor, the largest hotel operator in the Pacific.

The partnership will see Dettol Pro Solutions provide Dettol products to Accor’s hotels, apartments and resorts.

As part of the alliance, event and meeting spaces within Accor’s properties, such as Novotel, Mercure and Sofitel, will provide hosts and guests with complimentary access to Dettol Instant Hand Sanitiser and other hygienically clean products, including Dettol’s 2in1 Hands and Surfaces Wipes and Disinfectant Cleaning Wipes.

Reckitt research reveals that nine in 10 (92 per cent) Australians1 say hygiene measures and protocols of businesses and organisations they visit are important. Therefore, providing comprehensive hygiene assurances and enhanced confidence to consumers is crucial.

As a program member, Accor establishments will be provided with Dettol branded signage to display in meeting and events rooms, entrance points and online to encourage good hand hygiene.

Team members will be provided with science-backed targeted cleaning protocols for high-traffic, high-touch areas such as lift buttons, touchscreens, and door handles.

David Rankine, general manager of Reckitt Health ANZ said partnering with Accor to assist in protecting its guests when they are in their care, demonstrates both organisations’ commitment to hygiene and germ protection.

18 INCLEAN NEW ZEALAND May 2022

“It has been a really tough few years for the hotel industry. We know from our latest research overseas that 80 per cent of people ‘definitely’ expect strict cleaning protocols in four- and fivestar hotels2.

“With Australia’s borders now open to international tourists, guests and team members can feel confident in the strict hygiene measures we are implementing together via the Dettol Pro Solutions program; Accor is well-placed to return to normal operations and capacity levels. We’re very proud to be supporting one of the world’s largest hotel operators with Reckitt’s industryleading rigour and expertise.”

1 Kantar, September 2020. A study prepared for Dettol at Reckitt to understand the Australian consumer mindset and role of Dettol during COVID-19, n=1007 2 Hauser and Associates. Lysol/Dettol Strategic Partnership Research Final Results July 2021.

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It’s time 2Care As BSC operators across New Zealand innovate and adapt to embrace the challenges of a rapidly changing world, a fast-growing Kiwi brand is working to make sure the industry has the targeted support it needs.

O

ver the last few years, New Zealand’s cleaning industry has risen to the challenge of empowering Kiwi businesses to keep their doors open and operate safely.

During an environment that’s demanded innovation and a measure of self-sufficiency, the locally owned and operated 2Care has managed not only to grow and thrive, but also to play a key part in solving pain points for cleaning companies across the country.

Offering the same comprehensive range of commercial-grade chemicals as large international companies, without the headaches, delays, and increased freight and handling costs that come with reliance on a global supply chain, this agile Kiwi team has been able to punch above their weight, growing both their product range and their customer base, while many of the big industry players faltered.

Supply you can trust | With 13 years’ experience in manufacturing chemicals for the cleaning, healthcare, food service, and manufacturing industries, 2Care was well prepared to step up to the plate when COVID-19 arrived on the scene and started strangling international supply lines.

Having not just weathered the pandemic years, but grown during them, 2Care is now poised to build on their success as the country slowly shifts towards a new normal. Building on the core principles that enabled their growth in the first place – supporting and empowering Kiwi cleaners – 2Care is aided by NXP’s BSC experts.

Bespoke solutions: Making a difference for Kiwi cleaners When Paramount Services needed an environmentally approved toilet cleaner, 2Care developed and manufactured the Environmental Choice New Zealand (ECNZ) certified Brush No Flush from scratch, specifically for them. When Paramount implemented the use of Brush No Flush in two large office complexes, they went on to see documented annual savings of over one million litres of water.

20 INCLEAN NEW ZEALAND May 2022

EXPERT SUPPORT

Call on the experts | From advice around choosing the ideal products for your business, to training in how best to use them, NXP has embraced this brand, and their team of facilities specialists is providing full support around the 2Care range so local cleaning companies can be equipped with both the knowledge and the products they need to succeed.

The knowledge you need | Whether you’re needing to figure out the correct mixture ratios for 2Care chemicals, hunting for the right product to provide a highly specific solution, or even require on-site staff training, Team NXP make it easy for you to get the most out of the 2Care’s extensive product range.

SPONSORED

The commercial cleaning options you need | 2Care’s C-TEC line is designed to suit a wide range of environments and jobs.

A COMPREHENSIVE RANGE

To cater for the huge variety of tasks and settings encountered by cleaners across New Zealand, 2Care has developed three distinct product ranges, each with their own focus.

Diverse Professional Solutions | For those who are after a comprehensive range of cleaning products to suit a wide variety of environments and applications, 2Care developed C-TEC. Created with cleaning specialists in mind, this product line includes floor care solutions, multipurpose cleaners, disinfectants and more. From New Ease, a heavy-duty degreaser designed to be effective on petroleum-based grease, animals fats, and vegetable oils, to the ever popular Rose Lotion Hand Soap, perfect for frequent use, C-TEC gives cleaners the freedom to source a solution that’s ideal for their particular requirements.

Food Safety First | FS is 2Care’s MPI-approved range of products designed to meet the needs of those working in environments where food is manufactured, prepared, and consumed. FS products have been specifically developed with food safety in mind, giving food manufacturers, commercial kitchens, and hospitality businesses the confidence that they’re operating in a truly hygienic environment. Whether you need a fragrance-free dual action sanitiser/cleaner suitable for both front and back of house (FS5

Sanitiser Cleaner), commercial wash and rinse solutions (FS1 Warewash and FS2 Rinse Aid), or just a bio-degradable general-purpose detergent (FS3 Sink Detergent), the FS line is up to the task.

2CARE & YOUR BUSINESS Find and order 2Care products: nxp.nz/campaign/2care For training, advice or help, email: facilities@nxp.nz

Keeping food safe, from manufacturing to service | The MPI-approved FS line of products is perfect for any setting where food safety is crucial.

www.incleanmag.co.nz 21

SPONSORED

SUSTAINABILITY IN FOCUS

Care4 Our Environment | Being based in New Zealand, the team at 2Care is genuinely invested in caring for our local environment – and this dedication to sustainability is lived out through their eco-friendly Care4 range. This collection of unique, innovative products is 100 per cent ECNZ certified, contains zero palm oil, and even garnered an ECNZ ‘Innovator of the Year’ award for 2Care. As more and more businesses and organisations turn their focus towards operating in a planet-friendly way, Care4 provides a valuable solution for businesses that need to show they’re committed to sustainability.

SPEARHEADING INNOVATION

Right from its inception, one of 2Care’s core attributes has been a drive towards innovation.

This focus has laid the foundation for many of the company’s signature product lines, but the 2Care team also looks outwards to discover and source innovative solutions which solve specific problems facing the NZ cleaning industry.

One notable result of this philosophy in action is the fact that 2Care has recently been awarded the license to manufacture DuroKleen products such as DuroPax right here in New Zealand.

Cleared to Fly | A cutting edge cleaning solution that’s caught the attention of highprofile companies like Virgin Australia Airlines and been certified for use in Airbus and Boeing commercial aircraft, DuroPax uses advanced water-based technology to clean, disinfect, and deodorise surfaces, without the risks and downsides inherent in using harsh cleaning chemicals.

Show that your business cares about sustainability | 100 per cent ECNZ certified, the Care4 range is kind to the planet without compromising on effectiveness.

Leveraging technology that destroys pathogens mechanically instead of poisoning them, DuroPax allows you to treat even soft surfaces with confidence, knowing that it won’t degrade any water-safe material it’s used on.

With a passion for improving the lives and businesses of cleaners all around the country, the 2Care team is always looking for ways to find ingenious new solutions to the problems facing the industry today.

Available in five-litre and 750ml bottles

Safe and versatile | The team at 2Care immediately recognized that a non-toxic 3-in-1 cleaning solution which bonds to surfaces, continuing to disinfect for 48 hours, could be a game changer for many Kiwi cleaners: reducing labour time, promoting staff safety, and increasing overall efficacy.

WHAT’S NEXT

With a past to be proud of and one eye always on the future, the team at 2Care is looking forward to another 13 years (at least!) of serving the Kiwi cleaning industry.

22 INCLEAN NEW ZEALAND May 2022

Discovering 2Care’s comprehensive range: Find and order products: nxp.nz/campaign/2care Get expert advice: facilities@nxp.nz

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TRAINING

Recruit, train, retain – the three-step blueprint for staff engagement

Words Cameron Cooper An acute labour shortage in New Zealand is putting pressure on cleaning operations and building service contractors to better attract and support staff and upskill them through career-enhancing training programs.

A

perfect storm of events is causing a labour shortage for cleaning contractors and facility managers in New Zealand, putting industry leaders on notice to rethink their recruitment and training efforts.

Low unemployment and the loss of many skilled migrants and international student workers because of COVID-19 border closures is at the heart of the issue, while the pandemic has led to companies losing multiple staff to sickness at once, or having to stay home to look after ill family members.

24 INCLEAN NEW ZEALAND May 2022

Fewer numbers of Pacific Islander workers is also hurting the agricultural and cleaning sectors, while a new brain drain to Australia is a throwback to the period around the global financial crisis in 2008 when many New Zealanders left to live in Australia.

“It’s a very tough labour market and everyone is competing in the same very small pot for the same people,” says André Reynolds, founder of Grow@, an app that connects cleaning, security and other workers to employers.

This reality underlines the importance for businesses of fine-tuning recruitment, retention and training strategies to woo talent and create stronger career paths for workers.

TRAINING

CULTURE IS KING New Zealand’s jobless rate fell to a record low of 3.2 per cent in the fourth quarter, the lowest since records began in 1986, according to Statistics New Zealand data released in February. That leaves a shallow worker pool.

Worryingly, in the year before the pandemic, 239,000 non-Kiwis came into the country on temporary work visas, compared with just 5700 in the past year.

Lauren Micallef, Oceania Manager for ISSA, says the scenario underlines the importance of fostering a great culture to recruit and retain talent.

All players in the sector – from cleaners, building service contractors, facility managers and manufacturers to wholesalers and distributors – should be offering training opportunities, while also embracing factors such as environmental, social and governance (ESG) principles as part of being an employer of choice.

“There’s a lot of jobs on offer at the moment, but not as many people to fill those positions,” she says. “So it means you have to start looking at the culture of your company and how you’re going to support staff.”

In addition to creating better businesses and morale, Micallef says reporting to government on ESG performance is increasingly being required, while such principles are now often part and parcel of tenders and contracts. “It’s an area you don’t want to be behind on and it should form part of companies’ training and certification programs.”

Even if the pandemic ends and New Zealand borders open permanently, Reynolds expects the labour crisis to continue indefinitely.

“I think it’s a problem that will compound further. Once global borders reopen, a lot of people in our country will want to travel to see family and friends, especially our large Pacific Island workforce. When they decide to go back home, they probably won’t go for a couple of weeks, they’ll go for months. That will have a huge impact on labour.”

GETTING A RECRUITMENT EDGE On the recruitment front, innovation may well be a point of difference for some.

Based in Auckland, Reynolds has developed the Grow@ app to provide a different way to connect cleaning, security and other workers to employers. That connection can occur in hours or days

“

It’s a very tough labour market and everyone is competing in the same very small pot for the same people.

”

rather than weeks through traditional job advertising platforms such as Trade Me. Reynolds’ belief is that many experienced cleaners who will not even consider applying for a job that requires a written application with components such as a cover letter and a CV that has to then be emailed to prospective employers.

Even though they may be good cleaners, they often speak English as a second language, have poor access to computers and lack confidence in their writing skills.

“For most cleaners, that’s a huge step, so as an industry we’re effectively putting massive barriers in front of people,” Reynolds says.

Using social media and traditional platforms, the aim with Grow@ is to alert cleaners to potential work and quickly connect them with employers.

“We’re attracting a very different type of person – someone who wants to know about opportunities, and then when an opportunity comes up we’re able to directly contact those people to see if they’re still interested. It’s a very new way,” Reynolds says.

With a 20-year corporate career as an HR professional in the facilities services and hospitality industries, he believes apps such as Grow@ are just part of the recruitment solution, along with a commitment to a better training that can upskill workers.

RETAINING STAFF TAKES WORK A survey last year by international consulting company McKinsey found that almost two-thirds of US-based employees said that COVID-19 has caused them to reflect on their purpose in life, while almost half have been re-evaluating the kind of work they do.

As an industry that can point to its critical hygiene and health role during the pandemic, the cleaning industry may have an opportunity to attract a new cohort of workers who want to get greater work satisfaction and contribute to communities.

Nevertheless, according to Kathryn Groening, Education and Training Consultant at ISSA, businesses need to get their talent-management strategy and culture right so that workers feel wanted and aligned with their employer.

She says the current industry buzz is around employers having clarity of vision, insisting on better behaviours, creating teams that make a difference, and being candid but respectful.

This year and beyond, Groening says businesses should be seeking to re-evaluate processes and tools and re-invent the way they operate to build greater levels of resilience and employee support. There www.incleanmag.co.nz 25

TRAINING is also likely to be greater focus on how AI, through technology such as robotics, will drive greater levels of employee safety, security and productivity.

MAKING TRAINING AN IMPERATIVE

“

It’s crucial to not only provide initial training for cleaners, but to also identify those who want to go on to managerial level, and we need to work out how best to support them on that voyage.

”

26 INCLEAN NEW ZEALAND May 2022

ISSA is well known for the standards and certification programs it offers, including in areas such as institutional and commercial cleaning, schools, industry management and biohazard solutions.

Groening has no doubt that better training contributes to safer, healthier, happier staff who deliver greater productivity and profitability.

In modern cleaning and facility management operations, that training must cover entrylevel positions through to middle and senior management, while product, safety, hygiene and other specialty skills should also be part of the mix.

To that end, the ISSA’s CIMS Certification Experts (CCE) course arms people with information about the critical factors that can be used to help customers or their own organisation meet the highest possible levels and be certified to the Cleaning Industry Management Standard (CIMS).

That could include everything from operational and budgetary knowledge to the evaluation and redeployment of the workforce.

The other key factor, adds Groening, is the education of the end user of cleaning products

and services at a time when COVID-19 has upped the ante on standards.

She states that after an incredibly successful recent workshop on ‘estimating and bidding made easy’, it became apparent there is room for education and collaboration to enable end users and facility management services to better understand a successful and realistic scope of works.

Kerry Boon, Sales & Marketing Manager at cleaning supplies business Proquip NZ, says it is also important for training to extend to customers and end users, not just your own staff. Whether it is around the proper use of machinery, or education about the latest battery technology, his team takes that training role seriously.

“We take the approach that we are educators,” he says. “We have to learn about the products themselves and then try to explain that in a way that customers can really understand. Anyone can sell a machine, but if you don’t provide the knowhow and education around it, there will inevitably be a scenario such as a company training five people to drive a ride-on scrubber and six months later they’re all gone. That’s when things go wrong if there is not a proper culture around training.”

Ultimately, Boon believes good products, good processes and good training are the keys to sustainable success for cleaning industry businesses.

TRAINING Reynolds believes the cleaning industry has traditionally been “fairly lazy” about its training measures and that there is merit in paying more attention to modular training that covers skills for career development, not just cleaning skills.

“We should be training people about how to put together a CV, how to interview, and even the type of career options they might have outside of cleaning. Those things might even help retain people in cleaning because then they’re not just being treated as a low-skilled cleaner who is going to remain a cleaner.

They’re being treated as someone who has a broader life plan.”

Micallef agrees that a bigger-picture view of training could be advantageous for the cleaning industry. While some cleaners like to remain in the same type of role, others will be keen to pursue career progression. “So it’s crucial to not only provide initial training for cleaning and hygiene professionals, but to also identify those who want to go on to team leader, supervisor, operations or managerial roles, and we need to work out how best to support them on that voyage.”

GREAT OPPORTUNITIES AHEAD As New Zealand emerges from the pandemic and the cleaning industry, among others, seeks to refocus and regroup, Reynolds maintains that the industry may have to embrace an employee value proposition whereby some cleaners use the job as an entrée into the broader employment sector, picking up skills, establishing a work record and then deciding if they want to pursue a career in cleaning or “go on to bigger and better things”.

“Cleaning is not always seen as a vocation where you can grow, and it should be because there are great opportunities in cleaning. But what we can change is the perception in cleaners’ minds as to what cleaning can do for them. We should be explaining how we can help them so they can flourish and move on from cleaning after using it as a first step so they’re more attractive to other employers in the future.”

Despite challenges on the labour front in New Zealand and elsewhere, Micallef says there is great anticipation about the future of cleaning given that its status as an important service has been highlighted during COVID-19.

“There are real opportunities and excitement about where this can go.” ■

“

Cleaning is not always seen as a vocation where you can grow, and it should be because there are great opportunities in cleaning. But what we can change is the perception in cleaners’ minds as to what cleaning can do for them.

”

ww

w.c “Our investment in are training has helped e rfo staff motivation, retention, and rc e.o client satisfaction.” rg Yvonne Percival, Kleenrite Customer Services Manager

.nz

Yvonne Percival can attest to the quality of work and service improvements that result from staff completing Careerforce training programmes. Cleaners gain the skills needed to achieve nationally recognised cleaning qualifications.

Careerforce is the Industry Training Organisation (ITO) for the cleaning sector, supporting employers to deliver workplace-based training.

/cl

Call us about free enrolment in cleaning programmes!

careerforce.org.nz/cleaning 0800 277 486 InCleanHalfPageHoriz_July 2020 Issue.indd 1 INNZ AUG21 PG 25 CareerForce HPH.indd 1

ean

ing 24/07/20 5:11 PM 11/8/21 3:45 pm

www.incleanmag.co.nz 27

CLEANING CONSUMABLES

Winning

the hygiene war Words Cameron Cooper New Zealand cleaning industry operators are relying on smart manufacturing, inventory and product strategies to succeed as global forces continue to disrupt the cleaning consumables space.

28 INCLEAN NEW ZEALAND May 2022

T

he Ukraine-Russia conflict is the latest challenge that is putting pricing pressure on cleaning consumables in the New Zealand market.

With many consumables – such as buckets and brushware through to dispenser bottles and chemical containers – using petroleum-based plastics for their manufacture or packaging, the disruption to oil supplies coming out of sanction-hit Russia is having serious flow-on effects for the price of goods.

“The cost of products has gone up,” says Ebin Sebastian, managing director of NZ Cleaning Supplies.

With supply-chain bottlenecks and shipping container shortages out of the United States and Europe also affecting freight charges, Sebastian

estimates wholesale prices for a range of his business’s products will increase by 5 per cent to 12 per cent.“But we’re not sitting here and doing nothing about it,” he says.

“We’re negotiating as much as we can with the manufacturers. They understand that they have to sell their products at the right price, otherwise it won’t be good for anyone in the industry.”

The goal is to prevent or minimise any price hikes for customers down the supply chain. For NZ Cleaning Supplies, one of its secret weapons is a large warehouse in Ellerslie that enables it to fine-tune inventory control and partially evade being at the mercy of freight cost spikes.

“We have the storage space we need,” Sebastian says. “And we’re constantly monitoring stock each day and talking to our customers.”

CLEANING CONSUMABLES CHEMICAL REACTION As COVID-19 lingers, the demand for sophisticated cleaning chemicals shows no signs of abating in the New Zealand market.

Greg Whiteley, executive chairman of Whiteley, says an ongoing emphasis on hygiene in business, industrial and healthcare facilities during the pandemic is driving demand for its medical infection prevention and professional hygiene solutions.

“Even though we now know that this virus is primarily spread via respiratory means, there’s still a finite risk of transmission via inanimate surfaces,” he says. “Therefore, risk profiling still has relevance.”

Despite acknowledging international supply-chain and manufacturing issues, Dr Whiteley says that relatively slow regulatory approvals of some highquality hygiene and chemical products in the New Zealand market has at times been frustrating. Medsafe is the government authority in New Zealand that is responsible for the regulation of therapeutic products in the country.

“If we could sell more, we would,” Dr Whiteley says. “But that’s a regulatory issue beyond our control.”

Even if the pandemic peters out, he says New Zealand and other markets should still focus on hand-hygiene products that will be crucial in the ongoing fight against superbugs that are spread by touch and contact.

“Hand hygiene will remain just as important as your surface hygiene. What

you touch needs to be cleaned, and what you’ve touched it with needs to be cleaned.”

Dr Whiteley says some consumers have become dissatisfied with “cheap, crappy” hand-hygiene products that have caused skin irritations.

“So many businesses pivoted into handhygiene products, but it’s deceptively complicated to get the formula right for these products. Most of the products were absolute rubbish, so people ended up with terrible skin issues.”

In the carpet cleaning sector, demand for greener chemicals is steadily growing, according to Sean Johnson, president of the Carpet Cleaners Association of New Zealand and director of Restore Cleaning & Restoration.

“More people are definitely asking for eco-friendly products,” he says. “There’s been a real improvement in the quality of greener chemicals, and companies are realising that they have to get on board.”

Johnson says many of the harsh chemicals used in the past on carpets are no longer acceptable. He notes, though, that higher-quality and more environmentally friendly products often come at a higher cost and have to be factored into contracts. “There is a cost involved, but more people simply don’t want to use toxic chemicals.”

GROWTH MODE Government mandates for items such as masks and sales of greener chemicals have contributed to “phenomenal growth” of about 27 per cent for cleaning products

business RapidClean NZ in the past financial year.

National manager Geoff Hughes says the owner-operated businesses in the group have revamped their range of chemicals, including adding more products with accreditation from Environmental Choice New Zealand. Members have also maintained supplies of in-demand products such as hand sanitisers, gloves and masks.

While supply-chain disruptions have been an issue, RapidClean NZ has put in place measures to combat such problems. For example, it has forged strong relationships with three preferred suppliers for chemicals and five suppliers for sanitisers.

“We may have to pay a little more at the moment to get things such as disinfectants and surface sanitisers and hand sanitisers, but there are more than enough options in this country for our members to be able to source and supply their customers,” Hughes says.

As to how RapidClean members have performed well in tough and uncertain markets in which freight costs have soared, Hughes says communication with all players in the supply chain – and especially customers – has been the key.

“The supply issues have been reasonably well publicised in the media,” he says. “But it’s collectively taken a lot of work by our members and their staff to communicate with their customers and to help them understand some of the difficulties.

Because of that work, the market is reasonably appreciative of the issues.”

“

There’s been a real improvement in the quality of greener chemicals, and companies are realising that they have to get on board.

”

www.incleanmag.co.nz 29

CLEANING CONSUMABLES

Sebastian says NZ Cleaning Supplies has noticed that more and more people are abandoning masks and rapid antigen test (RAT) kits – both big sellers in the past 12 months – as they seek to get back to a more normal life after COVID-19. Sanitiser demand, however, remains high.

Such trends highlight the importance of being agile to meet product trends and to carefully manage inventories. For example, Sebastian says if a supplier gets stuck with multiple pallets of RAT kits, which can cost up to $35,000 per pallet, the business could run into trouble.

“If you’re investing too much into these types of products, it can really become a cash-flow issue.”

The ability to maintain high levels of certain stocks at its Ellerslie warehouse has given NZ Cleaning Supplies crucial inventory flexibility.

AGILE AND RESPONSIVE Although RapidClean has been performing well, Hughes says recent ANZ bank surveys of business and consumer confidence provide pause for thought.

The bank notes that consumer confidence in New Zealand’s economic outlook is lower than when COVID-19 first struck, crashing 16 points in February 2022 to 82 points, the lowest at which the index has been since the survey started in 2004.

While business confidence gained slightly in March, it remains considerably lower than at the end of last year.

“A lot of that has been around the fact that tourism and hospitality, which are some of the traditional sectors in which a lot of RapidClean members operate, have taken a real hammering and who knows when the doors will open again,” Hughes says.

All the same, opportunities exist for smart operators. On the back of a government program to provide lunches in schools for disadvantaged children, some RapidClean members have won business to supply packaging for the meals.

“We’re always looking for opportunities to be a good supplier in different markets.”

At NZ Cleaning Supplies, Sebastian has renewed his call for governments and businesses to support domestic manufacturers and suppliers, rather than blindly favouring multinational importers.

“We should try to manufacture everything within the country, if possible, rather than just being a ‘box mover’ of international products.”

30 INCLEAN NEW ZEALAND May 2022

“

Contracts will be written not around just how many bins you empty each week, or how many desks that get dusted and who vacuums the floors, but rather it will be whether the hygiene standard is better after you’ve cleaned it than before.

”

Dr Whiteley is confident that demand for high-quality cleaning products and services will continue in New Zealand as COVID-19 comes to the end of its cycle. The ongoing threat of superbugs will put pressure on manufacturers, suppliers and cleaning contractors to up the ante on cleaning and hygiene standards.

“Contracts will be written not around just how many bins you empty each week, or how many desks that get dusted and

who vacuums the floors, but rather it will be whether the hygiene standard is better after you’ve cleaned it than before,” he says. “There are a lot of processes where cleaners just smear the dirt from one side of a room to the other. Some of the superbugs love that stuff.”

Likewise, numerically based measurements of cleanliness will put cleaning chemicals and other consumables to the test.

“It won’t be enough just for a site to look good and smell clean,” Dr Whiteley says.

In such an environment, Whiteley will continue to spend a significant proportion of its profits on R&D to produce even better cleaning products that target threats such as biofilm, a network of dangerous bacteria that can cause infections in settings such as healthcare facilities.

“If you have an aged-care centre where hygiene is not being managed well, those people can die, Dr Whiteley says.

“This falls back on to us in the cleaning sector to say that we have more than a financial responsibility – there’s a civil responsibility to care for people who are vulnerable in our community.” ■

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FLOORCARE

Foot to the Words Cameron Cooper

floor

Cost-effective and time-saving machinery that can improve return on investment is all the rage as floorcare specialists seek to keep their customers on the books.

F

loorcare suppliers and cleaning contractors in New Zealand are increasingly realising there is a technology sweet spot in the market between robotics and the traditional mop and bucket.

Kerry Boon, sales and marketing manager at cleaning equipment and supplies business Proquip NZ, says operators of all sizes appreciate 32 INCLEAN NEW ZEALAND May 2022

that they stand to gain a strong return on investment if they get smart, mid-sized scrubbers and vacuums at an appropriate price.

“There’s a huge shift towards machinery and this has been happening for a long time in large spaces,” he says.

“But now franchise cleaners and smaller operators are figuring out that, yes, you might have to invest $6000 to $8000 in a piece of

FLOORCARE

“

As New Zealand cautiously emerges from the pandemic after some of the toughest lockdowns in the world, the floorcare market is well poised.

”

technology through products such as the new NX300 Pro Cordless lithium battery, a one-size-fits-all battery that can be used in multiple pieces of cleaning equipment.

“This sort of technology has been out in the power tool industry for some time. It’s now moved into the cleaning game.”

STATE OF THE MARKET

equipment but look at the time it saves and how much more they can service their customers and bring on new clients.”

While a $50 mop and bucket have obvious limitations, Boon says many contractors are also baulking at high-end, expensive robotics technology that has a mixed track record in large commercial and industrial sites.

“Our customers are quite eager about robotics, but some have done trials and it may not have met their expectations.”

The big technology leap forward, according to Boon, is superior battery

As New Zealand cautiously emerges from the pandemic after some of the toughest lockdowns in the world, the floorcare market is well poised.

Godfreys country manager NZ Daniel Dougal says while a full economic recovery will take some time, there are signs of a rise in consumer confidence.

“Buying behaviours have changed,” he says.

“Online purchasing will remain popular across most categories, with customers embracing the convenience of click and collect. For us, it’s important to support local stores and business, and we encourage consumers to visit stores for their coffee, dinner and, of course, vacuums.”

Customers are also showing heightened interest in health and well-being within their homes and workplaces.

“They are seeking out innovative, reliable and effective cleaning solutions from brands they know and trust,” Dougal says.

“They are researching and seeking out products that are designed and manufactured for key areas within the home, across different types of surfaces and materials.”

In facilities such as hospitals and schools, where hygiene standards cannot

be compromised, there is an emphasis on using modern equipment for floorcare and disinfection, according to Steve Bagshaw, CEO of i-team ANZ. “They want to ensure there’s good equipment being used, and modern methods of technology being used in their facilities,” he says.

Bagshaw, whose team is well-known for supplying the industrial floor scrubber, the i-mop, says the popular product has undergone a number of upgrades, including superior filtration standards.

The latest 2022 versions will be available in the New Zealand market later this year.

He agrees versatile battery technology is proving to be a game-changer, noting that a high-capacity 14 lithium-ion battery in the i-cover disinfectant spray machine can also be used in other products in the range.

“That offers real convenience for cleaning contractors.”

OVERCOMING SUPPLYCHAIN CHALLENGES Pre-COVID-19, Boon says if Proquip placed an order with one of its main United Kingdom suppliers, it could expect that delivery to arrive in 75 to 80 days.

“We’re now looking at 225 days,” he says.

Manufacturing delays, international shipping bottlenecks and lack of availability of freight containers have all contributed to the conundrum.

Proquip’s response has been to invest in a lot more stock and to then have it ready for distribution from large warehouses.

While managing this additional inventory adds to the business’s costs, Boon says the move has enabled Proquip to keep most customers satisfied.

“You really have to gaze into your crystal ball many, many months in advance of orders, and you have revisit freight and inventory plans every week at least,” Boon says.

For Godfreys, the key to minimising supply-chain fallout has been to forge “exceptional relationships” with partners.

“Over the past two years, we have worked even closer with them to ensure minimal customer impacts,” Dougal says. www.incleanmag.co.nz 33

FLOORCARE

Petrol price pain for carpet cleaners Rising petrol prices as a result of the Russia-Ukraine war are putting budget pressure on larger carpet cleaning contractors in New Zealand.

In March, the Ardern Government announced it would cut the petrol excise duty by 25c a litre for three months as part of a cost-of-living relief package.

However, Carpet Cleaners Association of New Zealand (CCANZ) president Sean Johnson says operators who use truck-mounted power cleaning machines to clean carpets and upholstery are feeling the pinch at the bowser as petrol hovers around the $3 a litre mark.

“

Anyone can sell a machine, but if you don’t provide the knowhow and education around it, on an ongoing basis, that’s when things can go wrong.

”

“Material and freight costs continue to present dynamic and novel challenges. We’re shifting our thinking and developing creative ways in which to address any issues. It’s a bit of a buzz word, but we’re acting nimbly and pivoting where we can to ensure we continue to deliver exceptional customer experiences.”

PRODUCT INNOVATION I-team is planning to launch a range of new or updated products into the New Zealand market this year.

Apart from i-mop upgrades, Bagshaw says one of the most exciting products on the radar is the Co-botic 1700, a programmable robotic vacuum cleaner featuring software which can follow detailed instructions on where to clean in a workplace.

Whereas there has been some scepticism about the performance of high-end robotics in large sites, Bagshaw says the Co-botic scores well on the “value versus investment” scale and can operate in smaller office spaces, hotels and school hallways.

“No, it’s not designed to clean football fields, but we’re getting a lot of interest in its rollout.”

34 INCLEAN NEW ZEALAND May 2022

“That makes it pretty tough,” he says. “Even though you can get a rebate, the fuel costs are causing pain.”

While smaller operators are using less petrol-hungry portable cleaning machines, Johnson says that equipment lacks the power of the truck-mounted machines and are not as fast or efficient.

For now, many CCANZ members are trying not to raise their prices in response to the Russia crisis.

“You try to hold prices for as long as you can, but if it stays this way with petrol, we’ll have to pass the cost on,” Johnson says.

“The market is so competitive, and you’ve got this tier of smaller cleaners who have bought a portable carpet-cleaning machine. Some of them are not qualified and haven’t done a lot of training, whereas the companies with high-end gear who invest in training and have all their insurances in place can miss out on jobs.”

Johnson adds that quite a lot of carpet cleaning jobs are being postponed as the omicron variant continues to spread through communities, causing health fears. “The average consumer is concerned about having tradespeople in their house,” he says.

The CCANZ is ramping up its education and marketing efforts to attract new members and advise consumers on the benefits of using trained technicians. Members get access to a broad network of experienced industry personnel and all the latest market information and advice.

Despite some challenges, Johnson says many carpet cleaners are riding out the market conditions.

“The guys who do a quality job are busy.”

He urges more carpet cleaners to become members of the CCANZ to take advantage of industry knowledge and mentoring.

FLOORCARE Bagshaw says the truth is that many contractors and their customers do not want to be spending up to $50,000 for the latest robotics.

“There’s a desire for innovation, but there also has to be practical use-case of products, and at the moment there’s still a big gap.”

As more technology enters commercial and consumer markets, Dougal has no doubt that there will be increasing demand in the robot vacuum category, among others.

“The cleaning process will become more automated and efficient,” he says.

“Product tech specialists, either internally or externally, will also begin to play a more pivotal role as their expertise in these ‘smarter’ products builds in demand. The importance of training will also increase as businesses and consumers start to educate themselves on the latest technology releases.”

For now, bagless barrel vacuums remain very popular with Godfreys’ consumers, with the focus being on convenience and performance.

“This has increased demand for our range of stick vacuums and robots. We know consumers have spent a lot of time indoors throughout the pandemic. Our stick vacuums provide

convenient and chargeable solutions, while the increasing range of robots offer the latest in innovation. Smart device integration, vacuum and mopping capabilities, and enhanced interior mapping features allow customers to ‘set and forget’ – the robot does the rest!”

PRODUCTS AND PROCESS As the impact of COVID-19 starts to wane, Boon expects a busy year ahead for Proquip in a New Zealand floorcare market that is showing positive signs.

Technology aside, he says success in this space will inevitably come down to a combination of good products and good processes.

“You can have the right product, but you have to have the process, too. If the process is slightly wrong, you won’t get the best result.”

Education will also be critical as suppliers provide the information and knowledge that will allow their customers to maximise the benefits of any machinery.

As Boon says: “Anyone can sell a machine, but if you don’t provide the knowhow and education around it, on an ongoing basis, that’s when things can go wrong.” ■

“

Material and freight costs continue to present dynamic and novel challenges.

We’re shifting our thinking and developing creative ways in which to address any issues.

”

Supreme Award Winner CrestClean is proud to have achieved one of New Zealand’s most prestigious business awards... the Westpac Franchise System of the Year 2021.

The Supreme Award recognises excellence within a robust franchise system.

The judges commented, “This is an outstanding, successful and very well-structured franchise system, with clear measures of business performance in all dimensions.”

CrestClean also won Business to Business Franchise System of the Year.

These are great accolades to achieve in our 25th year of business, recognising how well we look after and support our team of franchisees.

“Winning this award reflects 25 years of great work, and the success of our 672 franchise teams working the breadth of New Zealand. It’s all about the people — it’s a real team effort.”

Grant McLauchlan | CrestClean Managing Director

Find out more at crestclean.co.nz/franchiseawards

www.incleanmag.co.nz 35

RESTORATION

Job costing and

documentation A restoration company’s jobsite recordkeeping can make or break a project. Learn to make an air-tight record with this detailed guide.

Words Kris Rzesnoski

I

t’s getting harder and harder for restorers to grow a profitable business, and it’s no secret that the last two years have not been an easy environment to operate in. Many restorers feel like their businesses are under increased scrutiny that is taking a toll on staff.

It’s especially frustrating when you feel like insurance carriers aren’t working with you as you try to help people in their time of need. Restoration is an essential part of the insurance ecosystem, and you perform a service that is needed for the insurance industry to be successful.

Theirs is a data-driven industry, and the data they require to make decisions comes from the documentation you capture in the field. The level 36 INCLEAN NEW ZEALAND May 2022

of detail and accuracy you capture can make or break you.

I have witnessed firsthand the best restorers in Australia, Canada, the UK, and the US all have one thing in common: The ability to deliver major wins to the bottom line depends on field documentation systems and consistently sticking to the same process.

To build a foundation that will lead to consistent profitability, restoration companies must create a simple, repeatable process for the team to use while in the field.

If you want premiere-level documentation, it’s essential to validate the work you did to justify and defend your actions; limit the exposure of pre-existing conditions/damages so you don’t pay

RESTORATION

for things you didn’t damage; and create repeatable processes, so your business runs more efficiently and routinely.

If you don’t focus on these things right from the get-go, you’re selling yourself short and setting yourself up for constant back-and-forth battles with reviewers, adjusters, and TPAs. You’ll be fighting for every dollar, and it’ll likely take forever to get paid.

At the very minimum, there are six types of field documentation categories you should check off for every job to protect your business – and your customer – from unnecessary scrutiny and delays: 1. Overview 2. Pre-existing conditions/damages 3. Source/cause of loss 4. Resulting damage to structure 5. Resulting damage to contents 6. Pre-existing conditions/damage to contents Taking the time to document the job properly instantly solidifies a process that will help your business succeed.

OVERVIEW

When to take them: During the first walkthrough (before beginning any work).

Benefit: You document exactly how the property was upon arrival.

This is the only opportunity for you to document the original condition of the building and contents before you start working unless you take these photos and videos immediately upon arrival at the site.

Start at the door of the affected room and take your photos left to right, slightly overlapping them.

You want the images you capture to tell a story so that anyone reviewing your documents will understand exactly what you were looking at when you arrived.

These photos are critical. They will be used by your company’s internal resources, the homeowner, and the adjuster, and if taken poorly, they can be weaponised against you. Gaps in your documentation leave room for doubt, allowing people to further scrutinise your work and documentation capabilities.

PRE-EXISTING CONDITIONS/DAMAGE

When to take them: During the initial walkthrough (before beginning any work).

Benefit: You clearly identify previous, current, or future issues.

The problem is people walk by their home finishings every day without noticing dents, dings, scratches, and other imperfections – until you and your team arrive.

I can’t express how many times we have had to pay for walls to get painted or to repair damaged finishes or contents that we didn’t even touch. Unfortunately, that’s the nature of this business. Every restorer has this type of liability exposure, so it’s important to understand how to limit it.

Again, start at the door of the room and work your way around from left to right. This time, you need to focus in greater detail right down to the dents and dings, moving from top to bottom, but still maintaining a left to right flow. If a question arises in the future you can demonstrate, isolate, and identify any marks.

If the mark is on a flat wall surface, it’s a good idea to take a photo from further away from the location to provide some context. Look to frame a light switch, outlet, trim piece, or some other item in your photo capture as a point of reference to help identify the mark’s location.

In this step you are looking for everything: • Dents • Scratches • Stains • Tears • Discolorations • Pre-existing mould/water damage (Don’t miss this one especially!)

• Odours • Sounds We saved so much money on jobs when we slowed our response and actually took the time to protect our company. The bottom line increased, and the potential for any problems with the customer decreased. Overall, it cost us less time and money to close our jobs out by taking a little more time to do it right from the start.

“

To build a foundation that will lead to consistent profitability, restoration companies must create a simple, repeatable process for the team to use while in the field.

”

SOURCE OF LOSS/CAUSE OF LOSS

When to take them: As soon as possible.

Benefit: This documentation helps your customer make their claim.

There is a difference between the “source of loss,” a contractor term, and the “cause of loss,” an insurance term. Before we discuss how to document them, let’s clarify how these two terms differ: The source of loss (SOL) identifies the place of origin for the loss and should be identified by the restorer. An SOL could be a ruptured water line, a punctured waterbed, seepage from the foundation, an overflowing sump pit, etc.

For restorers, we are less concerned with how a loss happened and more concerned with where the loss originated from. A broken pipe is a source of loss, and we need to know what type of pipe ruptured. A supply line (drinking water) provides us with an initial categorisation of water as a Category 1.

A broken sewer line would provide us with an initial categorisation of water as a Category 3.

The adjuster is more concerned with the cause of loss because the insurance policy revolves around what caused the loss in order to determine the level of coverage. The same supply line may or may not have coverage, depending on what caused the rupture. If the rupture was a sudden and accidental break in the line, the insurance policy might cover the break. If the rupture was a slow www.incleanmag.co.nz 37

RESTORATION

“

Taking the time to document the job properly instantly solidifies a process that will help your business succeed.

”

leak due to poor maintenance, the policy might not cover the loss.

But the restorer drying the building has to determine the source of the water and the current condition of the water, regardless of whether there is coverage.

Despite these differences, how you document the SOL and the cause of loss is very similar. When documenting the room, you should take a distant photo to provide fuller context, then move in toward the source or cause of loss until you can capture a closer photo.

The property owner and adjuster need clear pictures and accurate context. It doesn’t matter whether you are working with the adjuster or only for the property owner, the information you collect is still required by both parties to determine coverage, insurance dollars, and how the submission of the claim goes.

RESULTING DAMAGE TO STRUCTURE

When to take them: You should take these on the first day. You may take more photos within 48 hours due to further water damage. You also should take these photographs when you open the wall structure or find damage that was concealed, as well, typically within the first few days.

Benefit: This documentation supports your actions in the field, assists the property owner in making their claim, and reduces conflict in a file review.

This category of documentation should be done with great diligence because it often expands the loss size and scope as time goes on and as materials are removed and additional impact is found.

While it is common for more damages to appear after the initial assessment, it is uncommon for restorers to document the resulting damages after

38 INCLEAN NEW ZEALAND May 2022

the first day, but these findings can have a huge impact on the restoration process.

For many novice restorers the resulting damage is taken upon the initial walkthrough and then never updated. This is where a good operator should pay particular attention to the resulting damages and document because an initial scope or rough order of magnitude of $10,000 could easily be increased to $25,000 upon removing some materials or waiting for the water to finish penetrating the building structure.

Using a digital or written change order is critical to documenting the reason for increasing or decreasing your costs based on what you find during your work.

RESULTING DAMAGE TO CONTENTS

When to take them: Before you move the content, while you are listing content, and during the cleaning process when damage is identified.

Benefit: This documentation supports your actions in the field, assists the property owner in making their claim, and reduces conflict in a file review.

We often think of contents as the stuff in our way when we are trying to do “real” restoration.

The reality is, if you ever want to connect with someone, you must take very good care of their belongings.

Most restorers underestimate the importance of documenting the damage to contents. This is especially true if the contents are deemed nonrestorable or economically non-restorable.

These items are going to be documented, identified, and then thrown out forever, so you’ve only got one chance to properly document them so that the property owner can make their insurance claim and get the full value of those items.

RESTORATION While removing contents might seem like a chore, when you do it incorrectly, it can cost the customer thousands of dollars. Every item should be documented by capturing the following: • An overview photo of the item • The brand name of the item • The model or serial number if applicable or the tag (for size and style) • The quantity of items.

For items that are not retail brand name items you’ll need to get more information from the customer. What is the value of the item? Where did it come from? What’s the value to the customer? Is there anything else that should be noted?

After you’re done identifying all the items, share the list of pictures with the customer for a final review before permanently discarding those items.

That way you won’t accidentally discard a family heirloom and cringe thinking about it for years.

PRE-EXISTING CONDITIONS/ DAMAGE TO CONTENTS

When to take them: Before you move any item; on all items over $100 (set your value).

Benefit: These limit your risk of paying for damage not done by your team, limit potential conflicts, and create a bond between you and your customer.

People are emotionally attached to the things they acquire throughout their lives. Of course, almost everything has a monetary value, but you cannot discount a customer’s potential emotional attachment to any item. Focusing on this can change your relationship with your customer. When you document their possessions, you are doing two things: 1. Reducing your liability: People don’t notice the wear their items pick up over time until you touch or move equipment around those items.

2. Establishing a bond with the customer: They witness the care and attention to detail you take with their belongings, and you showcase your professionalism.

The beautiful thing about documenting the job to this level is, if you do make a mistake, most of the time the customer is willing to forgive you because they have witnessed your sincere and careful approach with their things.

BETTER DOCUMENTATION LEADS TO HIGHER PROFITS Your business thrives when you have repeatable processes that allow you to hire and retain new employees who can fit into your system and succeed in this complex industry.

I repeatedly have found that, by spending a little more time at the beginning of a job to document the entire situation in greater detail, I am saved immense frustration and protect my employees from feeling doubted on every job.

It’s okay to slow down and document the job properly to do right by yourself, your team, and your customer. Your inevitable success will pay dividends and major time savings down the road. ■

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Your business thrives when you have repeatable processes that allow you to hire and retain new employees who can fit into your system and succeed in this complex industry.

”

Kris Rzesnoski is VP of business development for Encircle. He is an RIA technical instructor, an IICRC approved instructor, a third-party evaluator, and owner of Reztime Training and Consulting. Rzesnoski sits on RIA’s Restoration Council and Canadian Education Committee and is the chairman of the Estimating Committee. This article was first published in Cleanfax and has been republished with permission.

www.incleanmag.co.nz 39

ECOMMERCE

Warehouse e-commerce STRATEGIES

Is your warehouse truly ready?

Words Dick Friedman

A

lthough some wholesale distributors obtain a small number of sales through their websites, a website that enables house accounts to do inquiries and place orders is not true e-commerce.

And the traditional warehouse arrangement and processes may not be suitable for e-commerce, which will grow significantly (although not necessarily profitably).

Those distributors who want to boost revenue by getting new types of customers and more sales, can learn if their warehouses are prepared, and if not, how to prepare them by reading on.

What is e-commerce?

E-commerce is the 24/7 fully automated process of the “public” and house accounts performing item-availability and price inquiries, generating 40 INCLEAN NEW ZEALAND May 2022

priced quotes, entering priced orders, generating invoices, paying by credit card (or on account), inquiring into quotes, orders, open invoices, and accounts receivable items. All printed documents must contain one or more bar code representations. Be prepared for extensive lessthan-carton-sales to the public.

No people are needed for quoting and order entry. However, the purchasing department must be able to order larger quantities (and perhaps new items) without e-commerce. People are also needed to respond to phone calls and messages sent via the website. And people will almost certainly be needed to add information to the database about each item for sale.

The enterprise resource planning system (ERP) and e-commerce software must contain all needed functions, be fail-safe, and be able to handle dozens of simultaneous transactions.

ECOMMERCE

Receiving As a pallet of received product is being verified, every carton and individual item must be scanned; no scanning one, counting, and keying in the quantity. If the bar code on a box or item is not suitable, a coded label must be immediately printed and affixed to the box or item. After verification, a system-generated ID (“license plate number”) would be printed and placed on a hat-looking holder, which would rest on the top box or shrink wrap. This way, all incoming items are tracked until put away. If the public is allowed to back-order (e.g., bottle of disinfectant), do not separate those back-ordered items from the others.

Put away Successful e-commerce means that items to fill public orders cannot sit on pallets in aisles. Put away must occur immediately after receiving.

The bar code of every carton and each item to be put away, and its location ID, must be scanned; no scanning one, counting, etc. The coded product label on the crossbeam should also be scanned to verify that product is stored in the correct location. At a put away face, if a location or product label cannot be read or is wrong, the person doing the put away should contact the inventory control people.

“

E-commerce is here to stay, and wholesale distributors must give serious thought to participating in the surge.

”

Replenishment Replenishment must be done well before picking starts. The ERP system should use data for on-hand inventory, allocated orders, and historical unit sales to determine when to direct a replenishment for an item.

Order entry No employees need to be around. And there must be a backup power supply for the server(s) and redundant internet lines with automatic switching capability.

An e-commerce warehouse As sales increase, it may be necessary to add shelving to store the larger volume of inventory and/or store more items on the same shelf.

Products for public sales could be stored separately from products for house accounts, but this would require duplicate shelving and perhaps racks, with extra put away and picking time. For fast-moving products, push-back racks could be used, but that would require more duplicate racks and extra aisles. On the shelves, bar-coded product and (fixed) location labels must be affixed to crossbeams and reading “guns” must be able to read labels on the highest crossbeam.

When selling to the public, the cut-off time might need to be much later than at present, which means that a second shift might be needed (if there isn’t one now). The public might not be allowed to order some items (e.g., HAZMAT products), and a message explaining the reason should be displayed during order entry, is not a lost sale. If someone tries to order more than the quantity available, the system should save the quantity not available and whether the customer or prospect bought a partial quantity, or any item at all. This data should be transmitted to the purchasing department.

Picking All sales orders must be picked as soon as they are entered with no waiting for a queue of orders to be picked. The bar code of every picked carton and each item, and the location ID, must be www.incleanmag.co.nz 41

ECOMMERCE

scanned; no scanning one, counting, etc.

If the bar code on a carton or item is not suitable or missing, a coded label must be printed and affixed, and inventory control notified. If multiple picked items are placed in the same box or tote, do not seal it.

Checking and packing The packing and checking area should be divided into two sections: One for public sales, which involve smaller and lighter items (e.g., carton of floor wax); the other for house account sales (e.g., cylinder of floor cleaner). Every carton and each item must be scanned versus the order number to verify correctness; again, no scanning one, counting, etc. No box should be sealed until every item is verified. Mistakes should be reported to inventory control.

Shipping Because e-commerce usually involves numerous small-quantity orders, LTL (less than truckload) carriers (e.g., UPS) will be used for shipping. The ERP software, or an interface to a carrier system, must be able to print shipping labels, in some cases, a bill of lading.

Returns The ERP system must enable customers to request a return material authorization (RMA) and generate an RMA document that the customer can print. A warehouse 42 INCLEAN NEW ZEALAND May 2022

area for only public returns is required.

As soon as a return is received, its RMA must be verified, the item inspected, and for resalable items, a credit issued to the credit card used for the purchase.

PREPARING THE WAREHOUSE FOR E-COMMERCE Organisation

Store the most frequently picked items closest to the packing area, and even where items are stored by “family” or vendor line, store faster-moving families closer to the front of that area.

Receiving If a unit of measure in purchase order (PO) data (on the screen of a scanner) is not the same as that on the corresponding packing list, the receiver should note that discrepancy on the packing list or record it via the scanner.

Put away If several items are stored on the same shelf, the scanning gun might have to display a three-parameter location for that shelf—aisle, bay, shelf, slot.

Replenishment The time to replenish picking locations from bulk/overflow is before daily picking begins. Pulling down and picking at the same time leads to congestion that tends to cause mistakes.

Picking To avoid the rushing that causes mistakes, items must be picked in a sequence that minimises walking time. But displaying all items on a scanning device may not minimize picking time. If there is a great variation in item size or weight, split the order into two or more displays—one for the smaller items and one for the larger/ heavier items.

Packing and checking To avoid repeating mistakes already made, an order checker should not be the same person who picked the order being checked.

Loading To save time and reduce mistakes, the smaller, lighter items and packed cartons of an order should be placed on rolling shelves that are used only for moving outbound orders, not picking. Each rolling shelf can be pushed into or near the appropriate truck.

E-commerce is here to stay, and wholesale distributors must give serious thought to participating in the surge. ■ Dick Friedman is a Certified Management Consultant who does not sell any technology nor necessarily endorse using any.

This article was originally published by ISSA Today and has been republished with permission.

FREE TO ATTEND

New Zealand’s largest dedicated cleaning & hygiene trade show

NEW DATE Tue 25 - Wed 26 October 2022

Newmarket Room, Ellerslie Racecourse, Auckland, New Zealand Visit www.cleannzexpo.co.nz or phone 0800 451 590 (NZ) / 1300 789 845 (AUS)

MANAGEMENT

Why culture is king Words Cameron Cooper Creating a positive workplace culture will be at the heart of cleaning and facility management companies’ success as the COVID-19 pandemic continues to put pressure on profitability and people.

44 INCLEAN NEW ZEALAND May 2022

N

ot many cleaning companies are in a position to give their staff free seats in a corporate box at iconic sport venues such as the Sydney Cricket Ground and Adelaide Oval.

For national cleaning services and wastemanagement company Quayclean, however, it is all part of trying to give back to its employees and creating a positive culture for them and their families.

Quayclean CEO Mark Piwkowski explains that the business has contracts to clean elite venues around the country, and when corporate suites are empty and available the business can offer staff the chance to watch sport such as cricket and Australian football.

“Those sorts of actions engage the hearts and minds of the employees, so their commitment

to the organisation becomes really strong,” Piwkowski says.

Quayclean also offers recognition and benefits including monthly Superhero awards, Christmas bonuses and competitive salaries, while also making it clear to departing cleaners that they are “part of the Quayclean family” and are always welcome to return to the business in the future.

Piwkowski says creating a positive work culture, especially during a pandemic, is crucial to a company’s success and must be driven from the top down and the bottom up so that it is infused in every aspect of the work environment, talked about enthusiastically by the team and recognised by the customers they serve.

“The culture of the organisation is integral to its success and without a strong culture a business will never create sustainable success.”

MANAGEMENT – courtesy of clear organisational structures, work processes and the physical environment. With cleaning and facility management companies facing labour shortages during the COVID-10 pandemic, de Hass says it has never been more important to create an environment that improves recruitment and retention outcomes, including offering the right incentives, rewards and training.

“Strong people processes are the key to incentivising and retaining employees,” she says.

“Money only goes so far. People will tend to leave a business for the opportunity to learn more, or if they’re feeling disenchanted with their manager. They don’t tend to leave if they feel valued.”

Ultimately, culture is complex, de Haas says, but it portrays everything about the norms of an organisation.

“The thing that a manager walks past becomes the culture that’s accepted. If you’re not dealing with under-performers, not dealing with safety issues, not hitting the key pieces, then the culture won’t move.”

“

Money only goes so far. People will tend to leave a business for the opportunity to learn more, or if they’re feeling disenchanted with their manager. They don’t tend to leave if they feel valued.

DO MORE WITH LESS

PLAN FOR A GREAT WORKPLACE ENVIRONMENT People and culture practitioner Amanda de Haas says many companies, including cleaning and facility management operations, often underestimate the impact that culture has on their business.

“Positive workplace cultures don’t happen by accident,” she says. “They are carefully thought through and planned.”

De Haas believes a desirable culture – that is, where employees want to work and feel that their contributions are valued – is the result of three main elements.

1. Staying true to the collective values of the organisation – this shapes the way it wants to do business, both with external customers and internal stakeholders or employees.

2. Engaging and empowering employees – ensuring staff have the skills to do their job, while also rewarding and recognising their efforts.

3. Building a work environment that fosters their employees

”

Andrew Ash, director of accounting and tax at advisory and accounting firm HLB Mann Judd, says there is no doubt that recruiting and retaining talent is a real challenge for the cleaning industry because of pandemic-related immigration restrictions.

“As such, government has an important role in addressing this issue, (but) business owners also need to be savvy in attracting staff and working out how to do more with less,” he says.

Ash encourages businesses to adopt monetary and nonmonetary methods to promote their culture and encourage workers to enter and remain in the industry.

“First, you need to pay staff appropriately and give them enough work to make a living,” he says.

“If workers cannot support their families, they will not join or stay in the industry. It’s as simple as that.”

In order for this to be viable, cleaning industry companies need to be paid appropriately for their contracts, Ash adds.

“As such, all businesses in the industry need to make a point of educating their clients of the true cost of paying someone so that more fair contracts can be negotiated.”

Second, he says businesses must provide workers with opportunities for progression, appropriate training, the freedom to take ownership of their work, and recognition when they perform well. If they can provide these elements, along with a strong culture, more workers will commit themselves to the industry over the long-term.

During COVID-19 and the trend to working from home, de Haas says instilling cultural norms has been more difficult in the absence of regular induction and onboarding processes. www.incleanmag.co.nz 45

MANAGEMENT “And when you’re not connected closely each day with your managers and peers, you can become fractured in the way that you outline the norms of the company and how you want to operate.”

That puts a premium on checking in with workers to see how they are going – not just to see if they are doing their job, but to check on their welfare and show that you are interested in them as people.

FOCUS ON DEVELOPING LEADERS Quayclean is putting its money where its mouth is in terms of creating an outstanding workplace culture, setting up the Quay Academy to establish deep cultural behaviours within its workforce and foster leaders across the country. The goal is to train, mentor and develop talent from within the Quayclean team.

Piwkowski takes the view that a business must do three things really well – build an inclusive culture where all staff respect the work they do, deliver a best-in-class customer experience; and be profitable.

“Making a buck means that you can invest back into the team, into the business and ensure its long-term success. And it has to do that in a cultural environment that encourages its staff to continue to grow.”

To that end, he believes Quay Academy plays a key role in creating authentic and accountable leaders who will inspire innovative thinking and great outcomes for its clients.

Ash agrees that a strong, positive culture starts from the top.

“Leaders create culture, good or bad, through the language they use and the example they set,” he says.

“If their language and actions do not align, then their message will not go through and they will have little hope of creating a positive culture.”

46 INCLEAN NEW ZEALAND May 2022

Three steps to improve workplace culture Amanda De Haas outlines the keys to fostering a great culture.

1. I dentify where you want to be as an organisation and how you want others to see your business.

2. G et feedback from your employees about the business. What works, what doesn’t?

3. M ake a plan that is achievable, with small milestones. “For example, you may want to encourage proactivity in your workforce where employees highlight potential problems and help resolve them. Your plan could ensure that they have adequate skills, they have communication channels and that the right behaviours are recognised and rewarded.”

... and what to avoid De Haas says many organisations fail to make cultural initiatives part of their strategy, as well as forgetting to involve all employees in their cultural journey.

“They fail to realise that culture is an enabler for the business and its financial strategy, not a nice-to-have. Culture is often about getting that extra 10 per cent out of people, but with them still being so happy to do it that they just don’t think about it.”

The other error is to treat culture as a one-off event. De Haas explains: “Culture needs to be reinforced every day, it needs to become the new norm, the way things are always done.”

MANAGEMENT Ash says if leaders live and breathe the values of the business, show empathy towards their people and give them a purpose, “then they are on their way to creating a great culture and a place where people are happy to be”.

He also suggests that businesses should make their purpose bigger than the service or product they provide.

“For example, cleaners don’t just wipe down surfaces, they protect people and keep them safe. Business leaders should make their staff understand this and make them proud of their contribution and make them feel valued.”

CREATE A SUCCESSION PLAN Another element of building an outstanding leadership and employee culture is to focus on succession planning, according to Ash. He says there are three general types of succession – management succession, ownership succession and employee succession.

“The risks associated with not having a succession plan increase over time.

It becomes harder and more complex the longer you leave it. For this reason, succession planning is something that should be consistently considered at every stage of business, from start-up to maturity.”

Many businesses are forced into making decisions about succession due to things outside of their control, such as death, illness or staff leaving. Those businesses that are forced to react to a “succession event” are almost always worse off than those that have planned for succession, Ash says.

He advises three actions for cleaning businesses. First, incorporate succession planning into the business strategy. “If it’s not on the agenda, then it will likely not be addressed.”

Second, get an external advisor to guide you through the process because “it’s hard to read the label from inside the bottle”. Third, be clear on your purpose, values and strategy. “If you make these compelling, and you practise what you preach, then you will be able to attract the right leader into your business.”

KEEP REDEFINING YOUR CULTURE Ash warns against a set-and-forget approach to culture.

“Culture is something that evolves over time and requires constant nurturing,”

he says. “It’s easy for your culture to go backwards if you do not give it enough attention. Over time, employees leave businesses and new ones come in. As such, it is vitally important that you bring in the right people and let go of the people that do not fit the culture you are creating.

One bad apple can do a lot of damage.”

At Quayclean, Piwkowski says the business’s efforts to develop a great culture have resulted in stronger recruitment outcomes, with staff members providing word-of-mouth referrals for prospective new workers.

“We rely on our team to attract people to the company,” he says. “And when you have the right culture that happens naturally.”

As 2022 unfolds, he says the management team will keep emphasising the importance of understanding what it wants to deliver and ensuring that team members understand their role in delivering that outcome.

“If you do those things well, you’ll create a strong culture of unity and energy and passion. That’s what a business needs to be successful.” ■ www.incleanmag.co.nz 47

MANAGEMENT

Leading with trust, transparency, and teamwork Words Tim Poskin

Overcoming five common leadership challenges in the cleaning industry.

C

leaning industry leaders will face a more complex environment this year with many new challenges.

Persevering and finding the right solutions to those challenges can be extremely rewarding. Skilled leaders are advocates for their cleaning team members.

Become a skilled leader and overcome your leadership challenges by embracing the key components of trust, transparency, and teamwork.

A BOSS DOESN’T EQUAL A LEADER I was promoted to my first leadership role when I was a cleaning department employee at the largest airplane manufacturing company in the world. I felt totally unprepared for my new management position. Suddenly, a group of people looked to me for guidance.

Colleagues who were my peers and friends the day before now saw me as “the boss.” All of 48 INCLEAN NEW ZEALAND May 2022

my carefully thought-out plans suddenly seemed unrealistic. I worried that I was asking too much of some people and not enough of others.

Any feedback from my director seemed like criticism and I felt overwhelmed. I was so concerned with being “the boss” that I responded poorly the first time someone questioned my decision to implement a new standard system for cleaning. Instead of exploring why they had questions and asking if they could see a better way, I shut down the conversation and stuck to my guns.

Eventually, with experience and the help of a good mentor and coach, I began to feel more comfortable leading others and grew to be a more effective leader.

After working with hundreds of cleaning organisations I know my experience isn’t unique.

Only a small group of leaders feel confident making business decisions, yet the cleaning industry needs leadership at all levels more than ever.

MANAGEMENT

Middle managers connect senior leaders with their front-line employees so it’s critical to develop the leadership potential of middle management – especially during these challenging times. Good leadership is developed through practice with support, coaching, and mentorship.

FIVE COMMON LEADERSHIP CHALLENGES What are some common challenges leaders like you face in the cleaning industry and what’s the best way to manage them? Our team visited hundreds of locations in 2021 and these are the five most common leadership challenges we saw.

1. Providing inspiration and motivation As a leader, your team is looking to you to provide inspiration and motivation to complete their work. This can feel tough in a challenging work environment or if you’re not feeling motivated yourself. To inspire others, help your team members focus on the value of their work. Share this vision for the team and make sure each employee can connect to how their piece of work makes a difference. Helping your team find purpose in their work is critical to their engagement.

Optimism is also a core component of inspiring others. I have often joked that if I wasn’t an optimist, I would have talked myself out of the cleaning industry a long time ago. I can always think of ways a cleaning program could fail to produce improved outcomes before even trying something new. But if we share the belief that working together will result in positive progress, we will nurture trust, act on our promise, and grow stronger.

2. Developing others Identifying the future leaders for your organisation is a key part of your role. It’s important to search out the potential in your team members and encourage their growth.

You’ll need to understand their talents, capabilities, and hopes for the future and find ways to help challenge and stretch them. Take the time to listen to your team. Create formal and informal opportunities to discuss how your employees want to progress in their career and how you can help them take those steps.

3. Leading change Leading a team through a significant change like the current pandemic is a unique challenge for today’s leaders. How we do our work is changing like never before and employees will look to leadership for guidance and reassurance.

Change can often feel overwhelming or uncertain. It’s important to validate the feelings of your team members so they feel heard.

Helping them find the positives of change can lower their resistance toward it.

4. Leading with transparency Transparency is especially critical as we face complex problems. To find a solution to an issue, we must know the facts and circumstances.

There will be instances when we can’t fully share the details of situations with others, including our team; however, we can share the processes for how we make decisions and the guiding principles for our shared mission. We should also share, to the fullest extent possible, any data that supports our decisions. Approach your team with openness and an intention to engage in respectful dialogue.

“

Leading a team through a significant change like the current pandemic is a unique challenge for today’s leaders.

”

5. Managing a team and building trust When you become a leader, you’re either new to the team or you’ve been promoted from within it. Both circumstances can be tricky to navigate. You’ll have to build trust with new colleagues or manage a new dynamic with old ones. Start by sharing your work results and expertise in a transparent way. This will create an environment in which others will also feel comfortable being transparent.

Although trust is the glue that holds our efforts together, it takes time to build and is fragile once created. You will build trust by being in the trenches together to work through experiences and trials – situations in which your character is on display and your integrity is tested.

You can also build trust by recognising team members for their efforts. In these times, everybody can benefit from having someone in their corner.

Recent years have left many cleaning industry leaders fatigued. Yet, I am optimistic about the potential and promise that I see.

Teamwork, transparency, and trust extend beyond any single initiative or single point in time. Embracing your team and valuing their work will allow you to adapt and take on the next challenge together. ■ Tim Poskin is president of Cleaning Management Concepts LLC. He currently serves as chair of the ISSA Cleaning Management Institute (CMI) workloading and benchmarking committee. He can be reached at tim@cleaningmanagementconcepts.com.

This article was first published by CMM and has been republished with permission www.incleanmag.co.nz 49

MANAGEMENT

Attracting, engaging, and retaining a fivegeneration workforce How to successfully connect different generations in the workplace.

Scott Lesnick

50 INCLEAN NEW ZEALAND May 2022

MANAGEMENT

A

s little as five years ago, millennials was considered a bad word. Back in 2013, I would get my fair share of backlash from attendees of my presentations while doing what few were doing at the time: flying millennials’ flags high, connecting five generations, and showing why each generation is critical. In doing so, I stirred things up and upset some people along the way.

Thankfully, most folks soon began to see millennials as the valuable contributors that they are. I even had attendees thank me after my presentations for helping them understand millennials’ unique talents, characteristics, and motivations.

Now, millennials are leading cleaning businesses, working alongside boomers, Generation X, and Generation Z. Today’s cleaning workplace is a collective of four or five generations working side by side.

Communication between these groups isn’t always easy, but it is essential for organisational success. Listening to staff in each generation will help you improve retention, increase productivity, and keep your customers happy.

This is good for business!

I recently had a phone conversation about the challenges and opportunities that come with having multiple generations in the workplace and want to share the highlights of that discussion.

I received an email from Carmen, a manager who had attended one of my presentations. She had read a popular article I had written about generations and reached out to me for help with her own work situation. Her staff and other leaders at her company were having trouble navigating the organisation’s five generations of employees.

The tone of her email suggested that she was reaching a “desperate-measures phase,” where employees could get written up, lectured, or even fired. It was serious. With my ability to assist leaders in creating a company culture of generational understanding, mentorship, and better communication, I knew how to help her connect different generations, especially millennials and Generation Z. After reading her email, I replied, “Not a problem – I can help you. Let’s chat.” I sent her a few ideas and resources that would help her think differently and take action even if she wasn’t ready to talk yet.

When we spoke the next day, I could sense Carmen clutching her phone on the other end of the line; her voice was curt, the anger palpable, and her confusion very real.

Carmen described how poor communication between the different generations at her

company was causing friction and anger and was lowering productivity.

She had pointed to inadequate communication as being the issue at her company, and I agreed. I explained to her that by understanding nuances and the perspective of each generation, she and the company’s other leaders could grow connections and relationships between employees. I was confident that this would both address her main pain points and improve productivity, and Carmen was receptive to the idea.

We planned for me to visit her company, and I sent Carmen a few more tips via email to help her put a bandage on things in the meantime.

I focused on easy-to-implement strategies that would benefit many, along with some mentoring ideas.

Mentoring is essential, especially to Generation Z, which is young and open to guidance. Members of this generation will stay at a job longer than those of other generations and want to be mentored. Millennials are a little older, are better established, and have a different work perspective. It is critical to connect these two generations now—today— because they’re huge in numbers and speak a similar language.

Those in Generation Z, who are sometimes called Globals, range from nine to 23 years of age. They number around 84 million in the United States, and once you get to know them, you’ll see they are productive and have a great work ethic.

A few things to keep in mind when working with this generation include the following:

“

Today’s cleaning workplace is a collective of four or five generations working side by side.

Communication between these groups isn’t always easy, but it is essential for organisational success.

”

They love their technology: Members of Generation Z were born just before the age of smartphones and grew up using them. Instead of taking their phones away, employers who work with this information are better positioned to retain these passionate young people.

They’ll do college, but not traditionally: Generation Z has seen the debt that siblings, parents, and others have accumulated getting two- or four-year degrees and fears it. They’re also angry. The thought that they’re expected to spend tens of thousands of dollars and still take on high-interest debt is beyond upsetting.

Many are opting to go from high school to the workplace while earning their degree online or during evenings and weekends. They may not come to you with a college degree, but they’ll most likely earn one in their own way.

Employers who understand this newer trend will be positioned to hire and retain a young and talented pool of employees and grow their cleaning businesses. www.incleanmag.co.nz 51

MANAGEMENT 2. Encourage respect This principle speaks for itself; however, older and younger generations need to be reminded that each brings valuable talent and experience to the workplace.

3. Listen Leaders, managers, and owners who listen to their staff give their businesses a huge advantage.

You’ll learn valuable information and create a culture where individuals of all generations are open to sharing, which builds trust.

4. Mentor and train Beyond the initial training that employees receive, statistics show that continued training and mentoring improves retention, strengthens relationships, and provides opportunities for different generations to learn from one another.

Communication between generations grows as we focus on individuals and commonalities.

5. Give positive feedback Everyone in the workplace wants this, whether the employee is 18 or 88. It is as contagious as laughter, it makes you feel noticed and appreciated, and you stand a little taller.

“

Generation Z is poised to rock the economy, the workplace, and our lives. If you welcome this group, you will be adding a new layer of young talent to your staff, giving you a distinct advantage in the market.

”

6. Foster communication They value job security: They’ve heard about downsizing. They’ve listened as family members described the struggles of 2008. They’re cautious and desire job stability. Offer this, and you’re more likely to retain them and get their friends to consider working for you too.

Generation Z is poised to rock the economy, the workplace, and our lives. If you welcome this group, you will be adding a new layer of young talent to your staff, giving you a distinct advantage in the market. If you instead wait on the sidelines to see what they’re all about, if they’ve “got game” and will perform well, your competitors will surpass you in the blink of an eye.

Once we understand what’s getting in the way of communication between generations, information sharing, and productivity will grow.

It’s a cool thing to watch.

I ran a five-year research project at conferences, where I collected data on generations. After sorting through it, I concluded that connecting five generations in the workplace can be done if top management supports these seven principles:

1. Share the big picture Sharing your vision, goals, and direction with staff on a regular basis empowers individuals and creates opportunities for discussion and cooperation between generations.

52 INCLEAN NEW ZEALAND May 2022

Even one hour of facilitated communication generates results that can last a lifetime. When people of different generations sit together and share their views and opinions of other generations in a respectful way, it builds understanding, grows relationships, and strengthens your workplace culture. That’s a big win!

7. Support sharing ideas, information, and knowledge Workplaces that do this create an environment and culture of caring, trust, and positive energy.

Folks are much more likely to open up when they know that top management encourages this.

Leaders everywhere should be ready to embrace the differences in their employees and connect the five generations within their workplaces. With a widespread respect for others and the support of an open and positive company culture behind them, these are the individuals who will take the cleaning industry into the future. ■ Scott Lesnick is a consultant, author, and global keynote speaker who is passionate about professional growth, leadership, and generational inclusion. He can be reached at scott@scottlesnick.com.

This article was first published by ISSA Today and has been republished with permission

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MANAGEMENT

Time to

step up How to transition from working “in” the business to working “on” the business.

Words David Grossman

R

unning a business is very challenging, in part because there are so many tasks needed to make it function. These activities range from buying supplies and repairing equipment to managing workers and doing collections—not to mention performing the work and winning new customers.

As the owner of the company, it can seem overwhelming just to tread water, let alone grow the business. Successful leaders learn to delegate day-to-day operations so they can focus on the highest-value activities, namely, sales and customer service.

54 INCLEAN NEW ZEALAND May 2022

When a business is small with only a handful of customers, the leader will often roll up her sleeves and perform the work alongside her few employees.

By doing so, she will save the business money by not hiring more staff, and she may feel like she has more control over the execution of the jobs.

However, a problem arises when inevitably a customer is lost or an employee leaves.

The leader then becomes trapped on the rapidly ever-increasing treadmill of daily operations. The business does not grow but instead shrinks.

MANAGEMENT

The ultimate solution is to develop a highly functional team that delivers strong results for the customer and is capable of operating without on-premises oversight by a micromanaging leader.

This outcome has two important benefits.

For one, customers are happy, and you incur little if any extra labor costs to resolve satisfaction issues. Customer satisfaction leads to referred or additional projects. The other benefit is less appreciated but more impactful: freed-up time for the leader to grow revenue. Given there are only so many hours in a day, less time devoted on operations allows for more time dedicated to selling to existing customers and prospects.

coordinating customer meetings. Remember, the goal is time management, allowing the head of the business to focus on the highest-value activities while ridding as much as possible of the necessary but lowest-value operational functions.

One helpful guideline is the 80/20 rule. If someone else can perform an activity on their own roughly 80 per cent as well as you can, then unload it. Delegation is key, and the key to delegation is developing a competent team.

This requires ongoing effort in creating an environment that empowers employees to grow and learn from their mistakes.

HOW TO MAKE THE TRANSITION

IDEAS TO LEVERAGE YOUR TIME

To some managers, the possibility of an unhappy customer is deeply unsettling and often cited as the reason they must be present on every job. However, who is to say that the presence of the manager on every job will prevent any customer issues? Success will come through open communication with team members to identify any challenges, allowing time to remedy these problems in a timely and satisfactory manner.

We all know the expression of “turning lemons into lemonade.” As long as the shortfall is addressed quickly, the customer typically ends up feeling positive—and in fact often more positive than if there was no issue at all!

In practice, focusing on high-value sales activities is not natural for everyone, and that may be the primary reason some gravitate to operations. Fortunately, we are living in a time when there are many affordable resources to assist and improve marketing capabilities. Available tools include customer relationship management (CRM) software, online courses, and business coaches specialising in sales and a variety of other functional areas.

Change is never easy, so the key is to undertake a series of small, incremental steps. Laying the groundwork to pull back from operations - say, one extra hour each week – moves the ball forward to reorient your approach to working “on” and not “in” the business. Celebrate even the littlest victories, and over time the result will be much more dramatic than simply replacing one vowel with another. ■

Hiring an assistant, maybe part-time initially, will off-load repetitive and time-consuming administrative functions – such as payroll, invoicing, collections, scheduling, and ordering supplies – from the business leader’s task list.

An assistant can even help with lower-value sales-oriented tasks such as prospecting and

David Grossman is the president and CEO of Renue Systems (www.renuesystems.com) He can be reached at david.grossman@ renuesystems.com. This article was first published by CMM Magazine and has been republished with permission.

So how does someone make the transition from working “in” the business to working “on” it? The first step is to realise that this transformation is not a one-time event, but rather an ongoing effort that requires continued awareness and attention.

With this realisation, a leader must put a persistent and comprehensive focus on team building. Recruiting, developing, and retaining employees is paramount. Beginning even before an employee is hired, carefully and repeatedly specify your expectations, and give feedback.

Provide employees with a wide range of tools such as internal and external training, highquality equipment and cleaning chemicals, and a comfortable working environment.

Successful team building requires you to take an interest in each team member’s personal and professional development. Practice open communication through regularly scheduled team meetings as well as informal conversations with each person on your staff. Financial incentives are important as well.

Putting these systems in place sounds like it will take significant effort, and it will. In fact, when a new team member is added, expect an initial drop in efficiency since time and resources will be diverted to training. However, keep in mind that the use of these best practices will lead to an attractive long-term return on investment for the business.

OVERCOME THE APPREHENSION

“

Change is never easy, so the key is to undertake a series of small, incremental steps.

”

www.incleanmag.co.nz 55

OPINION

Industry reunites at BSCNZ CleanSweep Awards

T

he cleaning industry was finally able to reconnect and celebrate the work of frontline team members at the BSCNZ’s CleanSweep Awards.

We were lucky enough to have broadcaster Kerre McIvor as our MC of the awards night. Keere was incredibly witty, and a good laugh was exactly what we have all needed after celebrations were delayed due to COVID-19.

Due to some well deserving finalists being unable to attend in person, we decided to also live stream the event, allowing for CleanSweep celebrations to take place all around Aotearoa, with more than 250 groups joining in on the festivities online.

Even though we were limited to 100 in-person attendees, I can’t tell you how wonderful it was to have everyone together again.

Congratulations again to the finalists and winners! It is welldeserved recognition of your hard work and dedication to our industry, which has been critical over the past two years in the fight against the pandemic.

The BSCNZ would also like to extend a special thank you to our sponsors; Auckland Unlimited, Tork Professional Hygiene, Kiwi Maintenance Group, NXP – The Service Company, Careerforce, Karcher, Cottonsoft, and Alsco. Without your generosity the event would not have taken place.

The BSCNZ is also pleased to announce our industry conference, CleanNZ Expo, which will take place on Tuesday, 25 October and 56 INCLEAN NEW ZEALAND May 2022

Wednesday, 26 October at the Ellerslie Events Centre. The great line up of expo speakers, which were first announced last year, are excited to present and connect with you all.

Coinciding with CleanNZ is the BSCNZ’s industry conference.

When discussing a relevant theme for our industry conference, we wanted to acknowledge the learnings from the past two years, while also recognising the ever-evolving future of our industry.

We asked ourselves, what have been some of the key learnings that have evolved over the past two years and how does that shape our thinking when planning for the future?

With this in mind, we have named our 2022 industry conference, Evolve – Shaping the Future of Commercial Cleaning.

Over the coming months we will announce the line-up of conference speakers, as well as details on the event’s social functions and gala dinner. Once again, we have the privilege of working with Auckland Unlimited as a sponsor to organise a memorable event.

We want to showcase Auckland and hopefully encourage BSCNZ members from all around New Zealand to attend. Discounted prices will be available to BSCNZ members. We look forward to sharing more information with you in the coming months.

Stay safe. ■ Sarah McBride is CEO of BSCNZ

OPINION

So, you’ve got Public Liability cover… Is that enough?

W

hile most cleaning jobs are straightforward, and things generally go smoothly - sometimes things can go wrong, and you could accidentally break or damage your client’s property.

Thankfully, most cleaners come prepared with Public Liability insurance*, which covers you if a third-party claim that your negligent business activities caused them injury, property damage or personal injury (not covered by the ACC).

From slips, trips and spills to knocking over your client’s priceless vase, Public Liability is designed to protect cleaning businesses from a variety of risks – but not everything.

There are some risks that many cleaning businesses are left unprotected against making them vulnerable to if a claim were to arise.

These are mainly risks around your tools of trade. For example, how would you cope if your cleaning equipment was damaged or stolen? Your equipment is essential to running your cleaning company. Without it your business would cease to function and the cost of repairing or replacing your equipment could put you under financial stress.

This is where Portable Equipment insurance* can be important.

Also known as General Property insurance, Portable Equipment insurance can cover you for damage to your contents and stock, due to fire and other perils listed within the policy wording.

Both Portable Equipment insurance and Public Liability insurance can be found within a Business Insurance Pack*. An insurance package is designed to provide cover for your business contents, stock, tools and commercial premises when an insured event occurs (such as fire, storm, theft or even accidental damage).

While not every type of cover is suitable for cleaning professionals, it’s important to consider what risks threaten your

“ WHILE NOT EVERY TYPE OF COVER IS SUITABLE FOR CLEANING PROFESSIONALS, IT’S IMPORTANT TO CONSIDER WHAT RISKS THREATEN YOUR BUSINESS AND SEE WHETHER THERE IS A SUITABLE INSURANCE POLICY THAT OFFERS PROTECTION FOR YOUR BUSINESS NEEDS.” business and see whether there is a suitable insurance policy that offers protection for your business needs.

Many cleaning businesses only opt for the most basic cover, which includes Public Liability insurance. But before you renew your policy this year, you may want to ask yourself what the different risks are your business is exposed to, for example, ‘what would happen if my tools were stolen?’

After assessing your risk, the next step is to get the protection you need. While there are many perks to running your own cleaning business, overseeing everything can get quite dramatic. ■ This article was written by Ryan Johnson from BizCover *This information is general only and does not take into account your objectives, financial situation or needs. It should not be relied upon as advice. As with any insurance, cover will be subject to the terms, conditions and exclusions contained in the policy wording. © 2022 BizCover Pty Limited, all rights reserved. Public Liability Insurance is a trading name of BizCover Limited. BizCover Limited is owned by BizCover Pty Ltd (ABN 68 127 707 975) www.incleanmag.co.nz 57

OPINION

Why organisational purpose must lead

from the top

T

he topic of purpose has been trending for long enough now, that the conversation has shifted from whether purpose is important, to ‘how’ an organisation discovers and embeds its purpose within the business. This begs the question, who should lead this work?

Some might argue that this is the role of HR, because purpose must be owned first and foremost by your own people.

The brand team might champion the importance of the role of brand in a purposeful organisation, not just to its external customers, but also internal ones.

Your people.

Your CSR team may also fight for a look-in, highlighting their work in building strategic partnerships with impact organisations that are making a meaningful difference.

The reality is all these perspectives are true. Each one of these stakeholders needs a seat at the table when it comes to uncovering your organisation’s higher purpose and building your purpose strategy.

In fact, the entire executive leadership team should be involved. Most importantly however, the CEO must be at the head of the table.

Without the CEO leading on purpose, it loses relevance, because it signals to everyone else that the CEO and Board do not consider it to be the key driver of the organisational strategy.

Purpose can no longer just be framed as a passive context for what you do in your business. It is equally about identity and human endeavour: who you are and how you show up for the common good.

So, if your purpose does not drive your business strategy, you cannot claim to be a purpose-led organisation. You may have a purpose statement, but your organisation is not led by its stated intention.

The true purpose your organisation serves is inconsistent with what your 58 INCLEAN NEW ZEALAND May 2022

purpose statement articulates. Therefore, you either have the wrong purpose statement, or if your leaders are not aligned with that purpose, they are the wrong people to bring that purpose to life.

Either way there is a misalignment that is likely to impact negatively on the organisation. Unmet expectations usually do end in tears.

HAVING A PURPOSE STATEMENT VS BEING PURPOSE-LED The Global Leadership Forecast 2018 found getting purpose right builds organisational resilience and, crucially, improves longterm financial performance.

It found the real benefits come when leaders walk the walk by behaving in a manner that exemplifies their organisation’s purpose.

Of 1500 global c-suite executives surveyed, 84 per cent said their business operates in an increasingly disrupted environment.

In a disrupted world, purpose is a north star; a fixed point to help navigate through change and uncertainty.

Global Leadership Forecast identified three types of organisations: 1. Those without a purpose 2. Those with a purpose statement 3. Purposeful organisations where leaders bring the stated purpose to life through behaviours.

The report found clear evidence that companies in the third category were earning a significant performance premium.

The results tracked the financial performance of the companies surveyed, showing that companies with a purpose statement performed at the average (mean) of the organisations surveyed.

Companies without a purpose statement underperformed by 42 per cent. Purposeful companies outperformed the average by 42 per cent.

How does being purposeful deliver stronger performance? The key advantages outlined in the report included: • Significantly stronger culture with higher levels of psychological safety • Higher levels of trust and loyalty, leading to more resilience when the going gets tough. This impacts on retention of customers, employees and shareholders during times of crisis and transition.

• Having a broader vision which serves all stakeholders and aspires to improve society, gives purposeful organisations an advantage in their ability to identify risks and unexpected opportunities • Purposeful organisations create a culture of coaching, development and cultivate better leadership.

SOCIETAL LEADERSHIP NOW CONSIDERED A CORE BUSINESS FUNCTION The context to this is that society is experiencing a crisis of leadership. Trust has collapsed in democracies around the world.

Society’s traditional leaders are no longer trusted. Yet there are hints of optimism.

According to the 2022 Edelman Trust Barometer, business and NGOs are the only institutions considered both ethical and competent, with the ability to act as stabilising forces.

“My CEO” is trusted, alongside “My co-workers”. Societal leadership is now considered a core business function.

By embracing their role as stewards of their organisation’s purpose, leaders will deliver on society’s changing expectations of them. Consequently, they will be better able to navigate their organisation through difficult times, positioning their businesses well for the future. ■ Carolyn Butler-Madden is chief purpose activist of her consultancy, The Cause Effect, and has written two books on social purpose. www.thecauseeffect.com.au

PRODUCTS

Speedy Clean Wipes

Introducing the new range of performance boosted and expanded professional cleaning chemicals from RapidClean. The RapidClean products are specifically designed for highly effective performance in commercial cleaning, sanitising and disinfecting across all sectors including housekeeping, food service, food manufacturing, hand care, laundry and a range of specialist and industrial applications.

The new RapidClean Performance Range has undergone a robust trial period with professional cleaners and commercial kitchens and has received outstanding feedback and excellent results. These products can be accessed nationally throughout New Zealand from 13 locally-owned RapidClean stores, to find your closest store visit www. rapidclean.co.nz or for national deals contact the national manager at NZmanager@ rapidclean.co.nz.

Speedy Clean Wipes are excellent ready-to-use hospital grade, anionic neutral detergent wipes which leaves a streak free finish on surfaces. Ideal for cleaning surfaces and equipment in healthrelated environments. The single-use application improves infection control by avoiding cross contamination.

Speedy Clean Wipes are pleasantly perfumed and fast drying, leaving surfaces streak free after cleaning. Speedy Clean Wipes are designed for use in healthcare facilities, including hospitals, general practices, aged care, and dental facilities.

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‣ Nordic Swan Ecolabel ‣ Up to 500 washes ‣ Saves time and labour cost ‣ Re-belle is made from 100% recycled microfibre and recyclable Get in touch: facilities@nxp.nz

www.nxp.nz www.incleanmag.co.nz 59

PRODUCTS

Sanitol Jade Sanitol Jade is a is a uniquely formulated antibacterial hand sanitiser designed to prevent the spread of harmful germs. Sanitol Jade has a rapidly acting formula that kills 99.99 per cent of germs – protecting you against a range of potentially unsafe microorganisms. Sanitol Jade is an effective component of a personal hygiene program, and its scientifically advanced formula is gentle on all skin types. Benefits: ` Contains natural emollients to replenish the skin’s lipids – leaves hands feeling soft, smooth and revitalised ` Natural skin conditioners and light pleasant fragrance – ideal for all ages to use ` A refreshing gel that kills germs without the need for water

Whiteley Corporation 0800 257 352 www.whiteley.co.nz

Powerful backpack vacuum cleaners from Pullman Pullman’s backpack vacuums are designed to create a convenient commercial cleaning regime without compromising on performance. The corded Commander PV900 and cordless Advance PL950 feature a world-first comfort system harness with three height settings for maximum user comfort, HEPA filtration to create a healthier environment, and the ability to transform into a powerful blower. The Advance PL950 features a smooth motion Supa Gulper floor tool for easy pickup, and the Commander PV900 is equipped with patented anti-vibration and air ventilation systems to increase comfort and provide greater air quality.

Vacspare 0800 822 772 sales@vacspare.co.nz

NEW Makita 40V max XGT Brushless 15L Wet/Dry Vacuum Cleaner The 40V max XGT Brushless 15L Wet/Dry Vacuum Cleaner gives you the vacuum performance equivalent of corded models without the limits of a corded unit. It features a Makita-built BL Brushless Motor that delivers 23 kPa of max sealed suction and 3.0 m³/min of max airflow. Other features include an oversized on-off switch, dual LED battery indicators, and variable speed control dial to match your suction power to your needs from high power to quiet cleaning.

It is equipped with Makita’s Extreme Protection Technology, XPT and comes in two models: The VC003GLM22 which will include 40V max XGT Brushless 15L Wet/Dry Vacuum Cleaner, 2 x BL4040 40V max XGT 4.0Ah batteries and DC40RA 40V max XGT charger or VC003GLZ01 model which will include 40V max XGT Brushless 15L Wet/Dry Vacuum Cleaner.

Makita New Zealand (09) 479 8251 www.makita.co.nz 60 INCLEAN NEW ZEALAND May 2022

PRODUCTS

Cyclone Cream Cleanser range Introducing the launch of Diversey’s new Cyclone Professional Cream Cleanser Citrus range. A non-abrasive cream cleanser with a fresh fruity citrus fragrance. The professional formulation cleans deep down with no harsh scratching and is gentle on surfaces.

Perfect to keep your bathrooms and kitchens sparkling. Available in 6x2L 2x5L and 12x750ml.

Features and benefits: ` Gentle on surfaces ` Powerful clean ` Citrus fragrance ` Bottle and outer carton are recyclable. ` The surfactants are readily biodegradable according to Australian Standard AS4351

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VACUUM SOLUTIONS F R O M

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Makita New Zealand

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www.incleanmag.co.nz 61

PRODUCTS

i-scrub 26H Bring invisible bacteria into plain sight and remove them entirely with i-team’s agile i-scrub 26H microfibre cleaning tool.

With an inbuilt UV light, the i-scrub 26H allows you to clearly see bacteria on surfaces as you’re cleaning, so you don’t miss any germs in sensitive areas like bathrooms or kitchens. The i-scrub 26H offers class-leading cleaning results with our triosplit microfibre design that captures dirt and bacteria within three debris channels, backed by a 750-wash guarantee.

The soft-edge design accommodates curves and rounded edges of a sink or wall surface, providing a superior with optimised ergonomics.

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Santoemma Upright Vacuum BT450 Sturdy, light, and manoeuvrable, the BT450 commercial upright vacuum cleaner gives you outstanding vacuuming results with any type of carpet. Equipped with a rotating power brush head, the BT450 removes soil and dust deep down into the base of the carpet pile that would otherwise be missed with a normal vacuum. With its ergonomic design, the upright vacuum is the ultimate vacuum for pre-cleaning carpets in the first step of Proquip’s seven steps to carpet cleaning success program.

Ensure carpets maintain their good looks, condition and last, talk to us about our seven steps to carpet cleaning success today!

Proquip New Zealand proquipnz.co.nz

V-Wipes V-Wipes unique formula and high quality apertured fabric are proven to kill a variety of bacteria and viruses. V-Wipes are effective against SARS-CoV-2 (COVID-19) virus in 60 seconds. Clean and disinfect surfaces with V-Wipes instrument grade disinfectant – low level. V-Wipes unique pH neutral formula and high quality apertured fabric allow for fast, effective cleaning and disinfection of all surfaces within the healthcare environment. V-Wipes are intended for use on environmental surfaces and for non-critical medical devices such as hospital beds and theatre trolleys.

Whiteley Corporation 0800 257 352 www.whiteley.co.nz

62 INCLEAN NEW ZEALAND May 2022

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