INCLEAN September-October 2020

DELIVERING SUSTAINABLE HYGIENE INFORMATION

www.incleanmag.com.au

September / October 2020

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Editor’s letter

C

OVID-19 has brought rapid and significant changes to the building services industry and facilities management sector. It has not only demonstrated the need for regular and thorough cleaning to maintain hygienic facilities, but it has also turned the spotlight towards the quality of cleaning.

As a result, many believe there will be more scrutiny of the claims made by manufacturers of ‘green’ products, both in terms of whether they deliver the required performance and reduce their environmental impact.

Other impacts the pandemic is having on corporate social responsibility (CSR) is the need for smarter and more transparent supply chains, while others believe it has also highlighted the need for human and labour rights to be maintained and addressed.

Many are also questioning the long-term effects from the overconsumption of products, such as single-use cleaning items, to prevent the spread of virus, and the subsequent increased volumes of waste, particularly for items such as masks and glove.

In our feature story this issue, we look at the CSR during COVID-19 and its role in the post-pandemic era.

Also in the issue, we look at some strategies to help cleaning companies engage their workforce during times of continuous change; examine how building service contractors cam achieve sustainable revenue growth in a post-COVID-19 world and how the distribution industry can navigate this new economic landscape.

As the sector’s trade magazine, we are focused on keeping the industry connected. In the November/December edition, we will be focusing on how the industry – from contract cleaners to manufacturers, wholesalers, distributors and more – supports the community and the sector itself. If you have a positive news story to share about how your business has adapted over the past few months, get in touch at info@incleanmag.com.au.

Happy reading,

Claire Hibbit Managing Editor

FOR MORE INDUSTRY NEWS FOLLOW US ON

CHECK OUT WWW.INCLEANMAG.COM.AU

The Intermedia Group takes its corporate and social responsibilities seriously and is committed to reducing its impact on the environment. We continuously strive to improve our environmental performance and to initiate additional CSR based projects and activities.

As part of our company policy we ensure that the products and services used in the manufacture of this magazine are sourced from environmentally responsible suppliers.

This magazine has been printed on paper produced from sustainably sourced wood and pulp fibre and is accredited under PEFC chain of custody.

PEFC certified wood and paper products come from environmentally appropriate, socially beneficial and economically viable management of forests.

The wrapping used in the delivery process of this magazine is 100 per cent biodegradable.

4 INCLEAN September / October 2020

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

41 Bridge Road, Glebe NSW 2037 Australia MANAGING DIRECTOR: Simon Grover PUBLISHER: Simon Cooper MANAGING EDITOR Claire Hibbit Email: chibbit@intermedia.com.au Phone: 02 8586 6140 NATIONAL ADVERTISING MANAGER: Samantha Ewart Email: sewart@intermedia.com.au Phone: 02 8586 6106 PRODUCTION MANAGER: Jacqui Cooper PRODUCTION ASSISTANT: Natasha Jara GRAPHIC DESIGNER: Alyssa Coundouris Print Post Approved Publication No. PP: 255003/09765 AUSTRALIAN SUBSCRIPTION RATE 12 months (6 issues) - $66 (inc. GST) To subscribe call 1800 651 422 subscriptions@intermedia.com.au

INCLEAN is owned by ISSA ABN: 44 617 407 020 P: +61 2 9890 4951 A: Suite 1, Level 1, 52 O’Connell Street, Parramatta, NSW, 2150 W: www.issa.com DISCLAIMER: This publication is published by The Intermedia Group Pty Ltd (the Publisher). Materials in this publication have been created by a variety of different entities and, to the extent permitted by law, the Publisher accepts no liability for materials created by others. All materials should be considered protected by Australian and international intellectual property laws. Unless you are authorised by law or the copyright owner to do so, you may not copy any of the materials. The mention of a product or service, person or company in this publication does not indicate the Publisherís endorsement. The views expressed in this publication do not necessarily represent the opinion of the Publisher, its agents, company officers or employees.

Any use of the information contained in this publication is at the sole risk of the person using that information. The user should make independent enquiries as to the accuracy of the information before relying on that information.

All express or implied terms, conditions, warranties, statements, assurances and representations in relation to the Publisher, its publications and its services are expressly excluded save for those conditions and warranties which must be implied under the laws of any State of Australia or the provisions of Division 2 of Part V of the Trade Practices Act 1974 and any statutory modification or re-enactment thereof. To the extent permitted by law, the Publisher will not be liable for any damages including special, exemplary, punitive or consequential damages (including but not limited to economic loss or loss of profit or revenue or loss of opportunity) or indirect loss or damage of any kind arising in contract, tort or otherwise, even if advised of the possibility of such loss of profits or damages. While we use our best endeavours to ensure accuracy of the materials we create, to the extent permitted by law, the Publisher excludes all liability for loss resulting from any inaccuracies or false or misleading statements that may appear in this publication.

Copyright © 2020 - The Intermedia Group Pty Ltd.

When life gives you messiness

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What’s on 2020 Forum Pulire 2020

13-14 October and 20-21 October The fifth edition of Forum Pulire will be hosted in digital format. www.issapulirenetwork.com

Thank Your Cleaner Day 21 October 2020

A New Zealand-based social initiative recognising the role of cleaners. www.thankyourcleanerday.com

Interclean Amsterdam 3-6 November 2020

Interclean Amsterdam will include a combination of online and offline events. www.intercleanshow.com

ISSA North America

16-19 November 2020 ISSA North America will move to a fully virtual event.

2021

23-24 MARCH 2021 SYDNEY

MOST CLICKED www.incleanmag.com.au

Distributor fined for alleged advertising breaches

Victoria hotel quarantine inquiry begins

Melbourne-based company fined almost $40,000 for alleged advertising breaches for disinfectant products in relation to COVID-19.

Inquiry into Victoria’s coronavirus hotel quarantine program holds first public hearing.

ISSA Cleaning & Hygiene Expo

Victoria launches permit system for essential workers

Academy Services expands team with key senior appointments

The premier trade event for Australia’s cleaning and hygiene industry will take place at ICC Sydney. www.issacleaninghygieneexpo.com

Victoria announces permit system for those allowed to work during stage 4 lockdown.

Appointments follow a major operational review of the company’s national footprint.

Diversey names ongoing CEO

Safety in Action Conference

Diversey appoints Philip R. Wieland as ongoing CEO.

3D-visualisation gamifies the power of hygiene

23-24 March 2021

23-24 March 2021

The leading safety event will be co-located with the ISSA Cleaning & Hygiene Expo. www.safetyinaction.net.au

A 3D-simulation from UNSW prompts us to lather up.

ON THE COVER

Wed 15 - Thu 16 September 2021

Newmarket Room, Clean NZEllerslie Racecourse, Auckland, New Zealand

15 -16 September 2021

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

6 INCLEAN September / October 2020

Hako’s new Scrubmaster B260 R is designed with much attention to ensure a safer future for operators. The scrubber is suited for shopping centres, logistics halls, or production facilities.

Available with working widths of 108cm and 123cm and equipped with either 2 or 3-disc brushers or cylindrical brush unit as well as a 260-litre tank, the Scrubmaster B260 R is your perfect choice when long operating times on large areas are required.

IN THIS ISSUE SEPTEMBER / OCTOBER 2020

ISSUE #5 VOLUME 33

Regulars

10

04 Editor’s letter 14 Industry news 16 Cover story 32 Contracting 48 Distribution 54 Opinion 62 Products

26 Features

22 Making the invisible visible Considerations for a safe facility 24 Cleaning vs. Sanitising vs. Disinfecting Best practice cleaning methods 26 Rebuilding responsibly The role of sustainability 32 How to achieve growth post-COVID Tips for short- and long-term improvements 36 Keeping your workforce engaged Strategies for BSCs during times of change 44 Biofilms and surfaces Rethinking cleaning methods in the battle against microbes 52 VOCs and indoor air quality Lessening the impact of air contamination sources

32

72

66

52 www.incleanmag.com.au 7

AUSSIE STYLE

®

PLEASE STAND BEHIND LINE

INDUSTRY // SPONSORED

Staying ahead of the curve How Bunzl Australia continues to thrive through disruption.

“F “

From the beginning of COVID-19 the Bunzl leadership team was determined not to become a victim of the environment we were in. We made the purposeful decision to thrive in disorder.

”

10 INCLEAN September / October 2020

rom the beginning of COVID-19 the Bunzl leadership team was determined not to become a victim of the environment we were in,” explains Lance Ward, Managing Director of Bunzl Australia and New Zealand.

“We decided to think differently, act differently and behave differently. We made the purposeful decision to thrive in disorder.”

It’s this agility and adaptability that has led Bunzl Australia and New Zealand to continue to deliver innovation, efficiency and supply chain continuity across its key sectors – healthcare, cleaning and facility management, hospitality, retail, and food processing and industry – and to its customers.

“The work the industry is doing in the fight against COVID-19 is no mean feat. For us at Bunzl, our role has been to assist customers with our expertise and experience to help create clean and safe outcomes for their clients.

Together, that is helping reduce the burden on the healthcare system, flatten the curve, and mitigate the spread of the virus,” says Ward.

Key to Bunzl’s success has been the organisation’s focus on specialisation. At the beginning of the year staff across Australia and New Zealand completed the ISSA Accredited Auditing Professional course. More recently team members from Bunzl’s dedicated cleaning and hygiene team – renamed the Clean Recovery Team (CRT) – completed the GBAC Fundamentals course.

The ISSA Accredited Auditing Professional course is designed for those looking to enhance their knowledge and skills around quality assurance and building audits.

“At the onset of COVID, our priority was to keep our people healthy and our facilities safe,” explains Greg Crisp, Sector Manager Facility Management at Bunzl.

“The ISSA Accredited Auditing Professional course enabled our team to gain a greater understanding into our clients’ operational realities and be able to make tailored recommendations to suit their needs.

“In addition, we were also able to use the auditing knowledge from the course to examine our own existing operations and facilities to ensure the health and safety of staff.”

Among the recommendations Bunzl implemented a divided workforce model, segregating warehouse, and office staff to minimise any risk of potential cross-infection if an outbreak occurred plus introduced new cleaning and high-level disinfection standards based on global best practice processes on-site.

Bunzl also diverted its resources from its hospitality sector and deployed them into product management, as well as its retail, cleaning and hygiene and healthcare sectors, to retain as many staff as possible during the crisis.

CLEAN RECOVERY TEAM (CRT) Bunzl’s CRT is a specialist team trained in prevention, response, infection control and contamination control measure.

INDUSTRY // SPONSORED The team completed GBAC Fundamentals course from the Global Biorisk Advisory Council (GBAC), a division of ISSA, which teaches cleaning professionals to prepare for, respond to, and recover from biohazards in the workplace.

Participants learn infection and contamination control measures for infectious disease outbreak situations such as the novel coronavirus (SARS-CoV-2). Bunzl has since almost doubled the size of the CRT, including in New Zealand, since its relaunch earlier this year, taking the total number of team members to 16.

“With our [ISSA] qualifications, team experience, and manufacturer support, our CRT team has been able to work with our clients on a consultative basis to help with what they require for their operations in this COVID environment,” explains Crisp.

“Our team has worked on providing products and systems that customers have an immediate need for, and it has helped to be able to promote products that become part of our clients’ COVID-safe plan such as hand sanitising and high level disinfecting through to cleaning tools and equipment and training and support.”

The trans-Tasman team hosts weekly Zoom meetings, where key manufacturers are also invited to join to discuss their products in more technical detail, which Crisp says ensures, from a supply viability position, team members are up to date with the latest product information and availability.

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INDUSTRY // SPONSORED to use it as a platform for product innovations and developments,” explains Crisp.

One such product is Total 360 by The Clorox Company, first introduced to the team by Bunzl Canada, it became one of the first to be registered with the Therapeutic Goods Administration (TGA) in Australia for its claims against COVID-19.

“The right information and qualified support have become more important than ever and COVID has proven that there is a real appetite for innovative products.”

Lance Ward, Managing Director of Bunzl Australia & New Zealand

SUPPLY CHAIN CAPABILITY

“

Our role has been to assist customers with our expertise and experience to help create clean and safe outcomes for their clients.

”

12 INCLEAN September / October 2020

“We have 150 account managers, so the design of CRT is for those team members to go back into the Bunzl branches and their teams, as well as customers, and provide correct, compliant information.

“The consultancy aspect of the CRT means that we are re-directing back to regulatory authorities, working with key manufacturers, and making sure product claims are verified and fit for purpose for customers.”

The newly expanded specialist team has also recently launched a new internal program, ‘The New Way of Working’ focused on engaging with customers in remote locations and high-risk environments, such as those in isolation such as hospitals and aged care. In addition, the CRT has also developed a product-based training program, ‘Work Well, Work Safe’, dedicated to COVID-19 specific product and service solutions.

Bunzl has also continued to leverage its global footprint. The company operates in 29 countries across four continents. Bunzl Australia and New Zealand is the largest division with a national network of more than 50 warehouse and office facilities around Australia and two in New Zealand.

The Bunzl Global Cleaning and Hygiene Collaboration Group was established more than five years ago, with Crisp the Oceania representative.

“The global group has been really important throughout COVID-19 because we have been able

“At Bunzl, we say we are in the ‘change business’ and we’re always adapting and modifying our company,” explains Ward. “I’m proud, but not surprised, at how our people have performed throughout the crisis. “‘Pivot’ has been a buzz word in recent months, but we really did, and still do that. Once we had a strategy in place to ensure the health and safety of our people, we quickly switched our attention to supply chain continuity and offering innovation to our customers.

A week following the outbreak of panic buying toilet paper that saw supermarket shelves emptied across the country Bunzl was inundated with enquiries.

“Our supply chain team engaged with our strategic partners daily and started producing daily forecasts in addition to increasing stock holdings. Our sales team also wanted to ensure our customers were serviced because that would create a strategic advantage for our commercial cleaning companies and our facilities management. We turned down new business to make sure we serviced our customers first, and it was clear to us not everyone was doing that.

“The customer feedback our team received has been outstanding and for us it has resulted in the expansion of our relationships and the signing of new contracts ahead of contract renewals. From these events, our customers understand the value of our supply chain capability, but most of all our integrity.”

Faced with a similar challenge of global personal protective equipment (PPE) shortages, Bunzl once again provided tailored solutions for its customers.

“We quickly consulted with our customers and asked them what they needed. We then secured additional supply and sources, and invested in product design, innovation and accreditation.”

“For a multi-million dollar order we were able to source the raw material, check the technical specs in our own labs, put it into the manufacturer and have our QA team factory checking and then loaded it on the aircraft making us able to deliver into NSW and Victoria within three weeks.

INDUSTRY // SPONSORED “That helped us understand that our end-to-end supply chain is why our customers value what we can do. At a time when there was a global shortage of critical PPE, cleaning and hygiene products it was imperative we made decisions quickly with our partners, suppliers and customers to ensure stocks were secured.”

REIMAGING THE NEW NORMAL “There is a lot of research that examines how customers are likely to engage over the next five years, says Ward, “and the view is that communication will be accelerated because of the environment we’re currently in.

“The research suggests this acceleration is also being driven by a new generation of buyers entering the market. Many of which will research products, not in the traditional way of calling an account manager, but instead will go online and be much more informed by the time they engage with the vendor.

“This new generation of buyers are going to want a partner that can add value to the information they have already gathered.

For example, the challenge cleaners have is the cost of labour, not the cost of materials.

If materials or equipment can help them reduce the cost of labour, then it is our role is to bring those solutions to them.”

Ward say as a collective, the cleaning industry needs to start “reimaging the new normal.”

“In an environment where remote working is going to become more prevalent, and where workplaces or where people congregate such as healthcare, aged care, or sporting venues, we as an industry need to be able to create a safe environment where workers and guests feel confident.”

According to Ward, COVID-19 has highlighted the need for security in the supply chain. “Facility managers and commercial cleaning are going to expect their supply chain partners to focus on several things: getting better at predicting and responding to changing demand; partnering with them to protect and defend existing clients whilst being involved in helping them grow their business as well; and being consistent and agile at the same time.

“Our job is to help reduce labour costs while getting improved outcomes. Contract cleaning isn’t about managing suppliers, it is about leading and developing people on the ground and ensuring the best and safest outcomes for clients. Their momentum is built by focusing on the front end, not the back end.

“Cleaners that we work with, and who we have been working with during COVID, that are growing, are showing these traits. They are client and front end focused and they’re coming to us and asking us for innovation, simplification, and focusing on what their ‘to be’ list is rather than their ‘to do’ list is.”

Ward also anticipates a “momentous shift” from customers going forward in the increased awareness of social responsibility, modern slavery, and sustainability.

“This is an opportunity for the cleaning industry to reposition itself. We at Bunzl want to act responsibly by considering our social and environmental impact. This is an area we can also help our customers in the cleaning and hygiene sector help their clients.” ■

Looking for a new approach to how your business handles Safety and Hygiene? Call upon Bunzl’s Clean Recovery Team, bringing their specialist knowledge into your work space. This expert team is trained in prevention, response, infection control and contamination control measures. Call on them to assist with recommendations on how you can prevent known or potential infectious disease outbreak situations.

With Global Biorisk Advisory Council GBAC certification, the CRT can advise on: • The correct use of personal protective equipment (PPE), tools and equipment • Cleaners and disinfectants based on the EPA’s Emerging Viral Pathogens Guidance (US) • Related information on government regulatory Covid safe work principles - Australia & New Zealand • Hand washing and consumable requirements specific to your business • Disinfection and sanitising systems relevant to the size of your business • Specialised cleaning equipment

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Contact Greg.Crisp@bunzl.com.au for more details, or contact your Bunzl representative.

www.incleanmag.com.au 13

INDUSTRY NEWS

SEKO’s DispenserONE® delivers a game-changing solution to hand hygiene

Conquest launches New Zero Downtime Program Conquest has announced the launch of its new Zero Downtime Program (ZDP).

“In recognition that downtime is a major source of frustration in the industry, Conquest ZDP has been designed to ensure customers minimise lost productivity and WHS risk,” the company said of the new program.

Available as part of Conquest’s Premium, Platinum and Fully Maintained Rental maintenance packages ZDP includes industry leading offers.

Supporting the Zero Downtime crew is national service team leader, Tim Wakefield, who recently joined Conquest to oversee the service division.

A key feature is same day response to urgent repairs called in prior to 12pm weekdays. If

for any reason the equipment cannot be repaired same day, the customer will be offered a loan machine delivered to site the next working day.

According to Conquest, ZDP customers can rest assured their four-year parts and labour extended warranty is protected.

Plus, they are provided with ongoing training to minimise the risk of operator misuse or error.

Conquest’s Zero Downtime crew are easily recognisable in their racing shirts. Highlighting Conquest’s commitment to service, Conquest has also expanded its crew of factory trained technicians by 20 per cent. “More boots on the ground along the East Coast paired with fully equipped service vans means even faster response times.”

SEKO has announced the release of DispenserONE, its latest innovation that solves the issues associated with traditional hand sanitiser dispensers while adding a multitude of features to benefit users and operators alike.

DispenserONE leaves behind the fragile, spring-loaded dispensing of conventional systems for a revolutionary new design that achieves the most consistent, reliable dosing ever conceived.

With a capacity of 25 litres providing an average of 25,000 doses of sanitizer between refills, DispenserONE offers up to 50 times the capacity of a conventional dispenser to ensure users always have access to a plentiful supply of product while vastly reducing recharge frequency for the cleaning services provider.

With remote access possible via an in-built Wi-Fi hotspot, operators can view live statistics on sanitiser level and usage data on multiple units across different sites through their personal dashboard.

DispenserONE’s customisation options allow the unit to be branded with bespoke colour and logo, while an optional 17” video screen can be used to sell advertising space, run promotions or display visitor information in supermarkets, airports, shopping malls, and other commercial spaces.

Whiteley Corporation appoints industrial sales manager Whiteley Corporation has appointed Rok Hojnik as industrial sales manager (QLD/WA). Based in Brisbane Hojnik will be responsible for all industrial customers in Queensland and Western Australia.

Hojnik has a wealth of industrial market knowledge, having worked in the industry for more than 17 years, across a variety of roles both in Australia and in Europe.

“I have known Whiteley Corporation since my arrival in Australia in 2007, and have long admired their innovative approach, safe and effective products and their great company

14 INCLEAN September / October 2020

culture. Whiteley’s care for customers, environment and their own people are just a few reasons why I am extremely happy to be joining the company with such a reputable name in the wider cleaning industry.”

“I’m looking forward to working with a great group of people and the most innovative and progressive company in this space, using the skills I’ve developed over the last 17 years in the cleaning industry. I’m delighted about joining the Whiteley Corporation team and being part of its exciting future.”

Kathryn Bran, Asia Pacific sales manager of Whiteley Corporation said, “We are pleased to welcome Rok into the Whiteley family. His experience and industry knowledge adds depth to our already successful Industrial team. We look forward to seeing Rok adding further value to our customer base.”

INDUSTRY NEWS

Tennant Company’s celebration of 150 years One hundred and fifty years ago, Tennant Company founder George Tennant started his business on the banks of the Mississippi River in Minneapolis, Minnesota. Like many others, he chose the location to power his sawmill, milling and planning timber to help build the young and growing city.

Over the years, Tennant’s business grew and changed as company leaders made investments in innovation and focused on solving problems for customers.

Innovation is at the core of Tennant’s success, from the early days when the company recognised the potential of mechanising the laborious task of maintaining its wooden floors.

The company moved from making floors to providing floor care solutions—introducing ground-breaking products to improve cleaning processes, provide safer and more comfortable equipment for operators, and make cleaning more sustainable.

The latest advancement in this proud tradition is the first-to-perform robotic floor scrubber. Tennant’s entry into the world of robotics shows that the 150-year-old company is still very much focused on the future—and looking forward to another 150 years of industry firsts.

The Tennant brand is known globally for quality, reliability and service. The flagship mark leads other respected brands owned by the company: Nobles, Alfa, VLX and recent acquisitions IPC and Gaomei.

With manufacturing facilities in Europe, Asia, and North and South America, direct sales operations in 15 countries and a

network of distributors spanning more than 100 countries, Tennant Company cleans around the world to fulfill its mission: Making the world a cleaner, safer, healthier place.

Built into that mission is a focus on community and stewardship that has become a core part of Tennant’s culture. In addition to sustainable technologies and cradle-to-cradle manufacturing processes, the company contributes to its communities by maintaining environmentally focused practices in Tennant facilities, as well as engaging in community clean-up and improvement activities.

Volunteering and community involvement take many forms at Tennant. In fact, the cornerstone of the company’s celebration of this year’s milestone anniversary is its “$150K for 150 Years” challenge, inviting Tennant employees throughout the world to raise the equivalent of $150,000 for charities they choose through donations of cash, goods, and work in their neighborhoods.

A century and a half of innovation. Of involvement in communities. Of partnership with customers. This year, as Tennant Company celebrates one hundred and fifty years, a new global headquarters campus is opening in Eden Prairie, Minnesota. The property is less than 20 miles from the Mississippi River where George Tennant started his business – as is fitting for a company that is grounded in deep traditions, inventing its future, and making its mark as an industry leader.

CELEBRATING 150 YEARS IN BUSINESS GLOBALLY

COVER STORY

16 INCLEAN September / October 2020

COVER STORY

www.incleanmag.com.au 17

INDUSTRY NEWS

RapidClean builds key account program with appointment of new manager RapidClean’s key account program took another step forward, with Donna Willmette taking on the newly created role of national key account manager.

According to the Rapid Group, the program has grown by more than 60 per cent per cent in the past 12 months and that has encouraged the group to invest again in additional resource to ensure their growing portfolio is managed effectively.

Willmette has been with the group for more than nine years and has held roles that cover all facets of the Rapid Group’s operations including office management, accounts, procurement, human resources, quality assurance and event management.

The company said Willmette has been “integral in the group’s growth over many years to become the market leading co-operative in the cleaning supply space”.

“I am extremely excited by the addition of Donna to the key account team. Her knowledge of our suppliers, members, and customer base is something that simply can’t be bought,” Lucas Paris, general manager of sales, said.

“With numerous key accounts added to our portfolio in recent times in conjunction with the massive increase in revenue back to the group, the Rapid Group board identified very quickly this investment had to be made.

“With Donna’s appointment, we get someone who knows the in’s and outs of the industry and will be able to make an immediate positive impact to the program,” said Paris.

Willmette will be based at the new head office premises in western Sydney.

From left: Bruce Lees and Donna Willmette

In addition to Willmette’s appointment in the key account role, RapidClean will also recruit a dedicated procurement lead.

The new team member will be responsible for all touch points of the procurement supply chain – purchasing, supplier agreements, product offering, and demand planning.

RapidClean has recently launched a new website and upgraded its bespoke online ordering portal “RapidNet” to give better report management and KPI metrics.

The group has also introduced a new RapidClean branded Floorcare solutions range as well as a library of targeted industry specific marketing material.

Are you gambling with hygiene?

The COVID-19 pandemic has become an unprecedented global event that will impact and shape hygiene behaviour forever. As businesses re-open and people return to work, the role of facility managers, building services managers and cleaners will take on a greater level of importance to ensure the highest standards of health and safety for their employees and visitors.

A global survey* revealed 43 per cent of people felt unsafe entering a washroom with air dryers and 72 per cent of people wished more facilities offered paper hand towels over air dryers.

This consumer sentiment is supported by numerous infection control guidelines, including the World Health Organisation who recommend that once hands are cleaned, they should be dried thoroughly using paper towels. This may prompt a rethink in many building facilities where hand dryers have been installed.

As we move forward, protecting workplaces will require a heightened focus on effective hand hygiene protocols from routine cleaning and disinfecting procedures to optimising hand dispenser placement throughout the workplace, along with good hygiene practice signage.

Providing clean, well-stocked hand washing stations with hand sanitisers in high traffic areas such as receptions, kitchens, and meeting rooms promotes a safer environment and helps to reduce the spread of infection. Removing risk is going to play a critical role to ensure employees feel protected and supported in their day to day environment.

As global experts in professional hygiene, Tork is here to support you with the right tools for maintaining the highest hygiene practices within the workplace. We have been delivering professional hygiene solutions for over 50 years and understand each industry has varying hygiene requirements and needs.

Visit tork.com.au/newnormal to book a free hygiene audit and download our Tork Hygiene Toolkits tailored to different industry sectors to assist you in creating a safer working environment.

Source: United Minds End-User Survey “Paper hand towel preference across 7 countries” 8th-13th April 2020. *

18 INCLEAN September / October 2020

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INDUSTRY NEWS

Safe pressure cleaning operator training The new Australian Safety standards for the use of high-pressure water blasters is forcing change in the cleaning industry.

The Standards Association divides equipment into two categories, Class A and Class B. This is based on the machine’s output capability, calculated by multiplying the pump’s rated pressure (in bar) by flow (in litres per minute).

Class A machines operate between 800 bar/litres per minute to 5,600 bar/ litres per minutes. Thus, a pressure cleaner with a flow of 20 litres per minute and 4,000 psi is rated as a Class A machine. Anything higher than 5,600 bar/litres per minute, is a Class B. Class B machines have different operator training requirements under the standards. There is a potential for

work insurance to be made invalid and even injury compensation claims denied if these criteria are not met.

Contractors may also be denied access to commercial or industrial work sites, if unable to prove verification of operator competency.

In response Australian Pump Industries, which brands its product by classification under these standards, has produced an abbreviated “High Pressure Water Jetting Safety Standards Made Simple” document. It is a brief outline that shows the difference between the requirements for both Class A and B machines.

The company converted a number of Class B machines over to Class A units by changing the size of the pump fitted to the machine to an alternative configuration.

“As a designer of equipment, we work with operators in all spheres daily. We know there are hundreds, if not thousands of operators and employers using both Class A and B machines without any formal training or certification for either category,” the company said.

Aussie’s “High Pressure Water Jetting Made Simple” is available from aussiepumps.com.au or authorised specialist cleaning supplier outlets of Australian Pump Industries Products.

Viridis Australasia launches Comprehensive Surface Tape Lift Analysis Viridis Australasia has launched new Comprehensive Surface Tape Lift Analysis.

Built upon its previous surface testing method, which strictly followed ASTM standards, this new adaptation compliments their comprehensive air analysis by providing the same level of detail for surface samples.

It is distinguished by two cornerstone features that are essential in analysis for the mould industry: IICRC condition, which describes severity of contamination, and comprehensive mould enumeration.

Located in Brisbane and accepting samples Australia-wide, Viridis Laboratory offers mould testing services that have been long sought after by both remediator and indoor environmental professionals alike.

“Remediators and IEP’s were asking for a more detailed breakdown of surface mould contamination. We were excited to develop a product alongside our clients to best meet their needs,” said Shelby Berg, Viridis’ lab manager.

Amongst the comprehensive information supplied are the identification of 25 mould genera and four additional fungal categories with commentary on growth characteristics to assist with interpretation of results.

By supplying this level of detail, it gives the individual a deeper understanding to aid in determining the severity and source of mould contamination. Most importantly, it allows them to compare between individual contamination sites.

20 INCLEAN September / October 2020

NSW government funding for COVID-19 accredited cleaning course In May, the Federal Department of Education, Skills, and Employment released a new competency unit in response to the COVID-19 pandemic.

The competency unit (HLTINFCOV001) is to be delivered in an industry specific context for the cleaning/retail, food handling, transport, and logistics industries.

Daniels Associates training organisation has released a fully online course specifically designed for the cleaning industry. The online course is self-paced and available Australia wide.

“This course can be delivered fully online, in a classroom setting or combination of both. We have designed the course with maximum flexibility,” said Bruce Whiteley, operations director, Daniels Associates.

Daniels’ accredited course is an extension of the Clinical Cleaning course released through the Building Service Contractors Association of Australia (BSCAA) website in March; developed in response to the COVID-19 pandemic.

“This is a great outcome for the BSCAA and Daniels Associates. The new accredited unit represents best practice and is being promoted by the Federal Department of Education, Skills and Employment as the gold standard in cleaning hygiene skills and knowledge,” said Whiteley.

“Everyone in the cleaning industry should recognise the significance of upskilling their supervisors and managers Australia-wide.

It is a great point of difference to be on the front foot with clients.”

NSW funding is available through Training Services NSW Smart & Skilled funding.

Funding is available for anyone working in NSW, provided they are an Australian (or New Zealand) citizen or resident.

There is no course fee for Smart & Skilled funded positions. Whist funding cannot be 100 per cent guaranteed, Training Services NSW will consider all reasonable applications.

“There is currently a large purse of money available for this course. For anyone interested, they should apply sooner rather than later to ensure their funding entitlement.”

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Making the invisible visible

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s COVID-19 quarantine requirements are eased, the BSC industry faces the prospect of reopening to a radical new normal. Keeping the general public visually unaware and physically apart from day-to-day cleaning operations has always been a key element of the BSC industry.

It is a source of professional pride and part of the magic required in presenting a seamless facility experience to customers.

In this current pandemic world, that prevailing logic has been turned on its head.

It will no longer be enough to simply clean correctly; you must make processes that were previously invisible, visible. Cleaning procedures which would have been hidden away, for fear of infringing on the general public and putting brand reputation at risk must now be front and centre.

CONSIDERATIONS FOR A SAFE FACILITY Whether your facility has seen a significant decline in occupancy during lockdown or not, you want to be sure it is safe upon returning to business as usual.

You must conduct a deep cleaning of the property from top to bottom, including every surface and object - with special emphasis on high-touch surfaces. However, 22 INCLEAN September / October 2020

first you need the right cleaning and hygiene products in place.

There are several things to consider when selecting these solutions, including: • Efficacy and contact time: For extra reassurance, use hospital grade disinfectants that are specifically approved by the Therapeutic Goods Administration (TGA) for use against SARS-CoV-2, the virus that causes COVID-19. Products with a shorter contact time - one minute or less – are ideal. Technologies like Accelerated Hydrogen Peroxide (AHP), are markedly safer and more efficient than the existing slower Quat based (quaternary ammonium compounds) products, or those formulated on Hypochlorite or Peracetic acid.

• Impact on surfaces and staff: Make sure products not only kill viruses, bacteria and fungi, but are gentle on surfaces and safe for your staff and the general public. AHP achieves the balance of maximising potency while minimising toxicity, breaking down into water and oxygen just minutes after use.

• Alcohol content: There are several points to consider when buying hand sanitiser. Look for formulation details.

Not all hand sanitisers are the same.

The effectiveness of an alcohol-based

hand sanitiser depends on the amount of alcohol in the formulation. Look for a formulation of at least 60% alcohol in these products. If you are buying a product that states it is using the World Health Organization (WHO) formula, it should have 80% ethanol or 75% isopropyl alcohol.

• Your provider: It is important to only use registered products from an experienced supplier. In addition to suggesting the appropriate products, a trusted hygiene provider can offer advice and direction for your hygiene program.

Don’t buy ineffective, unproven products from an unfamiliar source.

A DEEP DIVE INTO ENVIRONMENTAL HYGIENE BEST PRACTICES Once you are confident you have the right solutions on hand, involve all staff in the deep cleaning process.

First, train them on enhanced cleaning and hygiene guidelines to ensure they are consistent in following protocols.

As part of this training, you should also educate staff regarding protocols if a case of COVID-19 arises.

Take the opportunity to map out best practices for each area of the facility. For example, ensure disinfection of hard floors, walls, ceilings and deep clean carpet.

SPONSORED Food courts or kitchens will involve specific deep cleaning procedures. Clean all food and non-food contact surfaces, including areas frequently touched by hands to reduce risks.

Then, check that dishwashing equipment maintains proper operating temperatures and use the correct dosage of chemicals.

corrective measures in place that protect their health. Enable them in their day-to-day tasks by providing enhanced operating procedures and wallcharts, online training courses, hand hygiene guidelines and the right PPE. With careful consideration about the types of products your property uses to maintain cleanliness and hand hygiene, staff-wide understanding of procedures and a deliberate commitment to enhanced and visible safety standards, your facility(s) has the best chance of future success.

No matter how rigorous your previous hygiene regimen, you will now need to conduct regular and thorough cleaning and disinfection throughout the day to satisfy heightened expectations of cleanliness. Your new approach will need to be carried out clearly to reassure everyone that you are doing all you can to maintain a safe and hygienic environment.

MAINTAINING A SAFE AND WELCOMING ENVIRONMENT The world has radically changed. Implementing a rigorous environmental hygiene program, driven by clear and inclusive communication - with the right products and ongoing support from your supplier is necessary to meet the new standard of clean.

To drive continuous improvement, your facility should regularly audit and monitor compliance with key protocols, preferably with a system that’s scalable and enables comparative reporting on performance related to customer satisfaction, quality and safety. This will help optimise your cleaning and hygiene practices and reduce the risks of cross contamination.

Additionally, it is important to show your staff you care about employee morale. Inform employees of all the risk assessment and

If you have questions about any aspect of Diversey Australia’s hygiene programs, services, products or infection prevention visit our website at diverseyvericlean.com or call 1800 647 779 to speak to our friendly Customer Service team and find out more. ■

“

It will no longer be enough to simply clean correctly; you must make processes that were previously invisible, visible.

Cleaning procedures which would have been hidden away, for fear of infringing on the general public and putting brand reputation at risk must now be front and centre.

”

Diversey Australia Kills

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www.incleanmag.com.au 23

SPONSORED

Cleaning vs.

Sanitising vs.

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T

he COVID-19 pandemic has brought about a new standard for facility hygiene. As the world recovers, businesses need to protect staff and customers during and after reopening.

Building service contractors (BSCs) and facility managers should review current practices, products, and tools. Before implementing new processes, review your hygiene standards with industry experts who can help ensure the appropriate level of surface hygiene - cleaning, sanitising, and disinfecting – is identified for each surface.

CLEANING VS. SANITISING VS. DISINFECTING Though these words are often used interchangeably, there are important differences between cleaning, sanitising, and disinfecting.: • Cleaning removes soil from a surface but makes no specific claims about killing diseasecausing organisms. Cleaning assumes that the process will remove many of the organisms 24 INCLEAN September / October 2020

on the surface but assumes small numbers of organisms after cleaning would be acceptable.

• Sanitising kills surface bacteria to help ensure that there are very low levels of disease-causing bacteria left on surfaces but makes no claims about fungi or viruses.

• Disinfecting has the power to kill bacteria and fungi and inactivates viruses and at a much higher level than sanitising. Sanitising provides a 3-log reduction to bacteria and disinfecting provides a 6-log reduction, with each log being a factor of 10.

Anytime there is visible or “gross soil” on a surface, employees must first clean before disinfecting or sanitising. When disinfecting a surface, you can use a disinfectant to clean, but must apply it twice, first to clean and then to disinfect.

Using a disinfectant that has been through a standardised test method allows you to clean and disinfect in one step when there is no visible soil on the surface and when allowed by the product label. Check the product label to confirm it is a one-step process. The same considerations also apply to sanitising non-food contact surfaces.

SPONSORED Concentrates or ready to use disinfectants and sanitisers require a minimum concentration and contact time in order to be effective against the targeted microorganisms; check your product label use directions for this information.

Knowing the nuances of how a certain product should be used to achieve a desired outcome is key to optimising the performance of sanitisers and disinfectants.

• Look for a product range that offers solutions in wipe, concentrate and ready-to-use formats to meet a variety of needs. Not all product forms are appropriate for all situations.

Having flexibility in how the product is applied is important.

• The best products are gentle on skin and surfaces while tough on pathogens. Look for products with accelerated hydrogen peroxide that offer high efficacy and low toxicity.

DIVERSEY BEST PRACTICES FOR BSC’S AND FACILITY MANAGERS

CLEANING IN A NEW WORLD

When choosing a disinfectant, there are a number of features to consider: • Check that the product is approved for the pathogens of concern. For COVID-19, look for disinfectants that can be used against COVID-19 listed in the Australian Register of Therapeutic Goods (ARTG) for legal supply.

• Purchase a one-step disinfectant with a shorter contact time – preferably five minutes or less. Cleaning and disinfecting in one step will accomplish your goal without sacrificing performance and a short contact time helps ensure the product is used in compliance.

Employees need to know how to properly clean, sanitise and disinfect surfaces, especially during and after the pandemic.

When in the market for disinfectants, building service contractors and facility managers should pick a product that is fast-acting, effective, and less likely to cause irritation and surface damage.

“

Employees need to know how to properly clean, sanitise and disinfect surfaces, especially during and after the pandemic.

”

If you have questions about any aspect of Diversey’s hygiene programs, services, products or infection prevention visit our website at diverseyvericlean.com or call 1800 647 779 to speak to our friendly Customer Service team and find out more. ■

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DISCLAIMER: Please check local regulations and guidelines for any references provided. 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. ® Diversey 2020 All rights reserved. AHP® and Design and Oxivir® are trademarks of Diversey, Inc.

www.incleanmag.com.au 25

SUSTAINABILITY

Rebuilding responsibly

T

he COVID-19 pandemic has disrupted businesses around the globe and forced organisations to rethink their current operating models. As this new reality unfolds and companies navigate the normal, what impact will this accelerated change have on the role of corporate social responsibility?

GREEN PRODUCTS According to Steve Agar, co-managing director of Agar Cleaning Solutions, the clear shift in recent months has been to greater purchases of disinfectant and sanitisers, with the preference for hospital-grade disinfectants and especially for products which carry a claim to be effective on COVID-19.

There is also demand for disinfectants suitable for fogging, which some are seeing as a more thorough and productive way of treating interior surfaces. Sales of hand sanitiser have stabilised now that the shortage of supply has been met by a multitude of new manufacturers.

To counter that, sales of general janitorial and hospitality products have declined where economic activity has been suppressed by lockdowns and other government restrictions.

26 INCLEAN September / October 2020

Agar believes COVID-19 will have a negative impact only to the extent that in certain circumstances, the need for a particular disinfectant will take priority over and supplant the use of a product with leading green credentials.

“Before the COVID-19 outbreak, citing safety and sustainability, some suppliers to the industry have advocated chemical-free cleaning and demonised chemicals in the process. Then, once the threat from COVID-19 had been realised, what did everyone turn to for the eradication of the virus from surfaces?

Disinfection chemicals.”

More generally though, he says the pandemic has demonstrated the need for regular and thorough cleaning to maintain hygienic facilities for building occupants.

“Facility managers and cleaning managers are increasingly aware of the environmental impact of their cleaning operations, and more regular cleaning activity will increase the potential impact on the environment.

“Choosing more sustainable products and processes will help to mitigate against that greater impact. So, in that way, the pandemic is likely to contribute to expanded use of ‘green’ cleaning process and products, and further reduction of their environmental impact.

SUSTAINABILITY

“

The COVID-19 outbreak has turned the spotlight towards the quality of cleaning, right down to the removal of soil. As a result, there will be more scrutiny of the claims made by manufacturers of ‘green’ products.

”

Introducing DispenserONE® The indispensable hand sanitizer system SEKO proudly presents DispenserONE®, a groundbreaking hand sanitizer dispenser that combines huge capacity, automatic touch-free dosing and IoTenabled remote access for the ultimate COVID-secure solution.

Features n Holds 25,000 doses of sanitizer – 50 times the size of a conventional unit n Ensure users always have access to sanitizer n Dramatically reduce refill frequency n Monitor and manage product level 24/7 via smartphone n 17” screen option – sell advertising space and run promotions n Customizable with colours and logo of your choice DispenserONE® will change the way buildings deliver hand hygiene. Can you afford to ignore it? Find out more – visit the dedicated DispenserONE® website today: www.dispenserone.com

www.incleanmag.com.au 27

SUSTAINABILITY

“

Since COVID we have seen people’s understanding of sustainability expand from saving energy and water – to making sure buildings are safe and healthy.

”

28 INCLEAN September / October 2020

“The COVID-19 outbreak has turned the spotlight towards the quality of cleaning, right down to the removal of soil. As a result, there will be more scrutiny of the claims made by manufacturers of ‘green’ products, both in terms of whether they deliver the required performance and reduce their environmental impact as promised.”

HEALTHY BUILDINGS Jonathan Dalton, managing director of Viridis, says the sustainability and environmental consultancy firm has witnessed significant uptake of various indoor environment ratings and third-party validation over the last two years, noting this uptake has increased over the last three months as organisations aim to demonstrate their site is ‘COVID-safe’.

“Awareness of indoor environmental quality has been slowly growing in Australia, but there has been a significant attitude shift in recent years,” he explains. “Once seen as a ‘nice to have’ in the top tier market, indoor environmental quality is now an essential component across all building types.”

According to Dalton, the industry is entering the next stage of this evolution – a greater focus on indoor air quality and the ability to demonstrate not just a building’s environmental rating, but instead how ‘healthy’ a building is for its occupants.

“Since COVID we have seen people’s understanding of sustainability expand from saving energy and water – to making sure buildings are safe and healthy.”

A significant change in the post pandemic era will be how buildings are used. “As working from home, or working less traditional hours, becomes more commonly accepted, facilities may introduce a staggered workforce model to reduce the amount of people on site.

“This could lead to buildings potentially operating longer which will subsequently impact maintenance and servicing costs. For example, in the past cleaners have come in once everyone has left the building, but we will now see cleaners move around the building during regular working hours. “ According to Dalton there will also be greater focus on disaster and contingency planning.

“There has always been a bit of an attitude, whether it’s related to someone’s own health or that of a building, that ‘this won’t happen to me’ but prior to COVID the country also went through extreme conditions of bushfires and floods. The responsibility will be on building and facility managers and their emergency preparedness and health and safety protocols.

“One thing that we have observed over the last 20 years is that sustainability is a lead indicator and we can see the same happening in the cleaning industry.

“Ten years ago, low environmental impact cleaning products were a ‘nice to have’ and now they have become mainstream. If the industry wants to get ideas as to where the sector is heading, start with what some of the current sustainability tools and accreditations are calling for and prepare for it.”

SUSTAINABILITY HUMAN AND LABOUR RIGHTS One of the major impacts COVID is having on CSR is highlighting the need for human and labour rights to be maintained and addressed, according to Michelle Thomas, acting CEO of GECA. According to Australian law firm, Corrs Chambers Westgarth, “There are increasing reports reminding us that many of the victims of COVID-19 are those we can’t see – the ones who make products for Australians, and whose faceless labour is discarded as COVID-19 affects supply chains and disrupts manufacturing around the world.”

“This is particularly relevant as Australia enters its first year of reporting under the Modern Slavery legislation,” explains Thomas.

“The cleaning industry has been identified as a hotspot for modern slavery in Australia.

Ensuring supply chain transparency will play a significant role in the future of the industry.”

The Commonwealth Modern Slavery Act 2018 has established a national Modern Slavery Reporting Requirement for certain large businesses and other entities in the Australian market. GECA is encouraging organisations that do not currently meet the threshold to opt-in and voluntarily report.

The Australian Border Force (ABF) is also encouraging reporting entities to consider how the impacts of COVID-19 may increase the vulnerability of workers in their global operations and supply chains to modern slavery, including in Australia.

According to Thomas there are a variety of reasons why some workers may be more vulnerable to modern slavery. These include loss of income or fear of loss of income, low awareness of workplace rights, requirements to work excessive overtime to cover capacity gaps, increased demand due to supply chain shortages or the inability to safely return to home countries.

The ABF encourages entities to take steps to protect vulnerable workers in their global operations and supply chains from the impacts of COVID-19. Entities should also integrate consideration of modern slavery risks into their broader response to the pandemic.

“This should include providing information about modern slavery risks to the board or executives as part of COVID-19 updates and using internal sustainability, human rights or modern slavery working groups to identify opportunities for action.”

SMARTER SUPPLY CHAINS A recent study conducted by Tradeshift, a global platform for supply chain management, published in May 2020 by the World Economic Forum, highlighted the need for smarter, stronger, and more diverse global supply chains post-COVID-19. According to the World Trade 30 INCLEAN September / October 2020

Organisation, world trade is expected to fall by between 13 per cent and 32 per cent in 2020 as the COVID-19 pandemic disrupts normal economic activity and life around the world.

Thomas agrees manufacturers need more flexibility and variety in their suppliers, which means less dependence on suppliers located in one specific country or region. “The COVID crisis has revealed that many global supply chains were not as robust and future proofed as organisations believed they were.”

According to Edge Environment, most of their clients have found over 80 per cent of their impact is in their supply chain. According to the UN Environment Program, “This pandemic has shown where many of the weaknesses in our systems lie. It has proved that responsibilities to act extend from governments to private sector to civil society and individuals if we are to successfully meet environmental goals.”

“Creating a more sustainable and prosperous future requires us to invest in truly symbiotic connections throughout our supply chains. By working together, we can create significant positive change,” says Thomas.

According to Deloitte, the most important lesson that companies can learn from this crisis, “is the need for more transparency throughout the global supply chain. To achieve true resilience, enterprises will need to gain visibility into their entire supply chains, beyond the tier 1 suppliers. Most supply chains extend to tiers 2, 3, 4 and often beyond – it is critical for enterprises to understand who these suppliers are, where they are located, where they source from, their risk exposure, and so on.”

“There has been much discussion that COVID-19 has been a wakeup call for government, industry and consumers alike, that there’s much work to do when it comes to weathering other significant challenges such as climate change.”

The COVID pandemic also seems to have sparked a renewed interest in supporting local manufacturers and producers. According to a recent report by KPMG, 65 per cent of Australians indicated they are now more likely to buy local products.

Thomas believes one challenge we could end up facing is overconsumption and the tendencies to use non-eco-friendly hygiene products to prevent the spread of virus.

“Training and instruction for cleaning staff could be considered to prevent this and utilising reputably certified products or services to ensure an emphasis remains on all sustainability measures.

Another issue is managing the increase in waste, particularly for items such as masks and gloves. “It is imperative that we consider the impact and find solutions now before it is too large a problem to manage.”

“

An essential aspect of having a resilient supply chain will be the quality of your relationships with your suppliers.

”

SUSTAINABILITY INDUSTRY OUTLOOK According to Agar, post-COVID-19 the duty of care of both employers and facility managers will extend to the hygiene of the facilities provided to employees, visitors and the public, and the measures taken to prevent illness and infection.

“The cleaning industry, supported by its suppliers of products and technology, can deliver whatever is asked of them provided clients will pay the appropriate price. Of course, cleaning providers will need to be accountable and to demonstrate the quality of their service.

“On top of increased cleaning as a reaction into the pandemic, the increasing population will cause cleaning as an activity to continue to grow. So, the cleaning industry itself will need to further efforts to reduce the environmental impact of their operations with respect to reducing waste, pollution, water consumption, energy consumption and carbon emissions.

Agar advises organisations to get the facts and demand proof of claims, especially those made about products and technology.

“Credibility comes from demonstrating expertise and delivering measurable results to clients. Can facility managers rely on you to deliver the outcomes they require and that have been promised?

“The pandemic has presented the cleaning community with an opportunity to demonstrate their value and the vital role they play in modern civilization.

Civilization has been built and improved through ongoing learning and applying standards. We can’t afford to go backwards by dropping our standards.

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“Strong and persistent messaging from the cleaning community and education about the importance of regular and thorough cleaning to hygiene and human health will be needed as a reminder not to cut corners.”

GECA’s Thomas encourages businesses to be prepared to adapt to changes in what is currently an ever-changing scenario.

“Be open to learn new skills and to follow new procedures as a manufacturer, employer or individual. Employers need to design workplaces that are empathetic to the current environment and ensure they have a plan to support their employees now and into the future, which is in line with government advice.

“For your organisation to maintain its social licence to operate and even be compliant with the law, there are many more factors that you need to consider.

An essential aspect of having a resilient supply chain will be the quality of your relationships with your suppliers. This means infusing your relationships with authentic dialogue, mutual respect and a spirit of inclusion.”

“Have you communicated your organisation’s sustainability priorities?

For instance, your cleaning service might revolve around your commitment to creating healthy spaces for people and planet. Do your suppliers share your vision? Do the people within your supply chain work in healthy and safe conditions?

“This is a journey that starts by looking at your organisational structure and opening a dialogue with the people along your supply chain. Next steps include identifying your risk areas, creating policies and processes to address these risks and monitoring their success.” ■

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CONTRACTING

How BSCs can achieve sustainable revenue growth in a post-COVID-19 world Strategies for short- and long-term improvements

Words Dave Clement, Will Humsi and Dylan Vest

C Figure 1: Distribution of preand post-COVID-19 expected revenue growth rates among building service contractors

OVID-19 has brought rapid and significant changes to the building services industry, exacerbating labour shortages, forcing companies to quickly adjust offerings, and bringing uncertainty to demand forecasts.

A recent survey of building service contractors (BSCs) conducted by strategy consulting firm SimonKucher & Partners and Building Services Contractors Association International (BSCAI) indicates COVID-19 has dampened expectations for 2020 revenue growth from ~12 per cent to ~3 per cent (see Figure 1).

With this dynamic business environment and an opportunity for a commercial reset, thinking systematically about how to drive revenue growth in both the short-term and long-term is critical.

IN THE SHORT-TERM Focus on the right customers In times of uncertainty, fall back on providing great service to your best customers and spend energy on the appropriate segments.

• Focus on key accounts first – Ensure you define who these customers are, understand how their needs may have recently changed, and create long-term loyalty.

• Consider how to better serve your customers without compromising price – Offering better payment terms and 24-hour service, and freezing fees and less favourable contract terms are all options.

• Think comprehensively about the types of customers you target – Identify which segments are most attractive (e.g., industry vertical, size, competitiveness, willingness to pay) and best align with your capabilities.

Differentiate your service offering Design your service offer based on what your customers value and what they’re willing to pay.

• Refine your offer – Needs-specific packages or tiered offerings can improve the sales conversation by creating options that are tailored to specific customer types.

32 INCLEAN September / October 2020

CONTRACTING • Add a premium offer – Not all customers need a premium offering but those who do are willing to pay for it. Don’t let these profitable customers go to your competitors because you don’t have a higher-value service.

• Never reduce price without reducing service level– Remove noncore elements of your service from less expensive offerings to target customers with higher price sensitivity; don’t simply drop price.

Prioritise strategic projects Think critically about which jobs are most desirable and allocate resources accordingly.

• Define what strategic importance means to you—Identify the industries, service types, and customer types you want to prioritise.

• Not all projects warrant the same attention— Based on your available capacity, deprioritize small projects that don’t offer a clear longterm advantage.

• Match negotiating strategy to project importance—First, offer concessions that are inexpensive and not important to you. Reserve costly concessions for strategic accounts and concede on price last, if at all.

IN THE LONG-TERM Refine your value proposition and communication Understand and clearly communicate your value proposition to customers and prospects alike.

• Understand how value drivers change by segment and communicate them in a differentiated way – Define key buying criteria by segment and have a plan for articulating your performance on the most important criteria.

• Demonstrate your value – Don’t just talk about your service quality, qualified and well-trained staff, and scheduling availability. Talk about how you provide your customers with higher levels of safety, peace of mind, and reduced hassle as a result.

• Prove your claims – Leverage certifications, service trials, customer satisfaction data, company track record, warranties, or customer testimonials to build trust.

“

While there is considerable uncertainty in these turbulent times, BSCs have an opportunity to drive meaningful organisational improvement.

”

OPTIMISE YOUR PRICE MODEL Building services is a cost-intensive industry; pricing is a key lever for profitability.

• Adjust prices based on your price-value relationship – Understand the value you offer

NE

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CONTRACTING

• Manage change appropriately to succeed – Foster a digital-savvy culture among your teams and enable them to make the transition to digital.

A PATH FORWARD

Figure 2: Revenue impact and ease of implementation of several revenue growth strategies

relative to your competitors. Set prices based on the value you deliver rather than cost.

• Differentiate your pricing – Charge different prices for different job-types and service occasions where willingness to pay differs (e.g., across regions, verticals, service frequencies). Don’t forget to monetise non-core services that add significant value (e.g., disinfecting, weekend service).

Build your digital selling capability Increasingly digital-savvy customers have been shifting their buying habits for years. Your sales process should match these purchasing trends.

• Become proficient in multichannel sales – Design a seamless multichannel sales experience across both physical (sales calls/visits, mailings) and digital (social media, website, email) touchpoints.

• Support sales teams with modern methods – Increase sales efficiency by enabling data-driven sales and digitising opportunity-to-order processes to reduce cycle times for quotes.

34 INCLEAN September / October 2020

While there is considerable uncertainty in these turbulent times, BSCs have an opportunity to drive meaningful organisational improvement.

Based on feedback Simon-Kucher & Partners received from BSCs (see Figure 2), below are a few focus strategies to consider prioritising based on revenue potential and ease of implementation.

Begin with “quick wins” and “short-term refinements” by reevaluating your focus segments, prioritizing strategic jobs, and improving negotiation skills.

Follow up with the “mid-term focuses”—improve value communication and create a premium service offer. Lastly, move on to the “long-term refinements” to realize additional impact.

Combined, each opportunity is a key component of a bullet-proof strategy to grow revenue and help your business thrive during the COVID-19 rebound and beyond.

This article first appeared in CMM and has been republished with permission.

Will Humsi is a partner in Simon-Kucher & Partners’ B2B Services practice.

Dave Clement is a senior director in Simon-Kucher & Partners’ New York City office.

Dylan Vest is a manager in Simon-Kucher & Partners’ Atlanta office, specialising in business-tobusiness pricing and sales strategy. ■

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The Chemistry of Cleaning

CONTRACTING

Keeping your workforce engaged when every day is different Three strategies for building service contractors during times of change.

36 INCLEAN September / October 2020

CONTRACTING

Words Tim Poskin and Jenean Merkel Perelstein

W

e often hear ads, read articles, and receive emails from companies reminding us that “in these unprecedented times” all we need to do to stay relevant is simply remain calm and adapt to the new normal – whatever normal is for that specific day.

That’s all well and good except that no one offers any real advice for exactly how we’re supposed to adapt in a constantly changing world. Serious business owners and operators don’t have the bandwidth to sort through jargon when they’re navigating change daily.

They need tried-and-true methodologies to help them serve their customers during a pandemic. To do that, they need to ensure that their workforce is present, engaged, and attentive to detail more than ever.

Below are our top three strategies to help building service contractors (BSCs) engage their workforce during times of continuous change.

1

INTEGRATE SYSTEMS

The first strategy for ensuring an engaged workforce involves managing expectations. To do this, you need to create integrated systems.

In the pre-COVID-19 world, we saw many BSCs running solid businesses from a reactionary perspective. That is, they would address what needed to be done when an issue or problem arose. For instance, when job openings occurred, they would hire; when business got slow, they would market; when supplies ran out, they would order; and so on.

You may be thinking there’s nothing wrong with running a business like that – and in a strong economy you could make that argument. But it is important to highlight the inefficiencies in reactionary operations that slow the business down and frustrate employees.

In reactionary operations problems, rather than systems, prompt an action. Things get done only when they are urgent. The daily task list is about putting out fires instead of tending to activities anticipated as part of a system.

www.incleanmag.com.au 37

CONTRACTING

“

While there are many strategies for helping overcome overwhelm, the most valuable is knowing how to be resilient in times of change.

”

In today’s world, we are preoccupied with an incredible amount of uncertainty that chips away at the veneer of our confidence. Your employees are no different. When a lack of systems leads to an uncertain work environment, higher levels of absenteeism and lower productivity result.

Creating systems is the most valuable approach to increase engagement within your team.

But as you may have experienced, systems created in silos can cause resentment and a breakdown in trust. That’s why we advocate for integrated systems. We want to ensure that businesses are not undermining their efforts by failing to integrate their attempts at efficiency.

For instance, training programs that are built without knowledge of specific workloading or an understanding of the scope of work could potentially train your workforce to be inefficient.

Likewise, introducing an enhanced requirement for disinfecting touchpoints multiple times per day without a workplace culture that supports change could lead to disastrous results. That’s why creating integrated systems tops our list of strategies to help engage employees during change.

2

COMMUNICATE EFFECTIVELY

The second strategy to keep your employees engaged and productive is to clearly communicate your expectations. It is important to remember that expectations include what changes need to happen and what tasks need to stop happening.

When employees have not received clear communication, they will fill in the blanks based on their own doubts, fears, and limitations. This does not mean that your employees are bad or wrong; these attributes are part of the human condition. None of us are immune to them.

Employees need to know today’s expectations and hear them described clearly and repeatedly.

38 INCLEAN September / October 2020

Consistent outcomes depend on ensuring every employee is operating within those expectations.

Additionally, it is important to integrate your directions with your training program.

3

TAME EMPLOYEE OVERWHELM

This brings us to our third recommended strategy for ensuring an engaged workforce: helping employees tame their overwhelm. Too many unanswered questions rattle around in our brains and cause a state of overwhelm.

Psychologists today are suggesting that much of the adult population is suffering from the same kind of brain fog or “baby brain” that new mothers experience because of the high degree of uncertainty in our lives.

While there are many strategies for helping overcome such overwhelm, the most valuable is knowing how to be resilient in times of change.

Resiliency comes from taking care of yourself physically, mentally, emotionally, and spiritually.

It is important for employers to determine if their team members can meet their selfcare needs in these categories. The benefits of employee engagement far outweigh the time and energy it takes employers to listen.

While it is true that these are unprecedented times, we don’t have to crumple with a disengaged workforce. By building integrated systems, communicating our changing needs on a daily basis, and encouraging our team members to practice self-care, we can overcome overwhelm and benefit from a truly engaged team.

Tim Poskin is founder and systems integrator of ISSA’s Cleaning Change Solutions Consulting and serves as the executive director of the ISSA Workloading and Benchmarking Committee.

Jenean Merkel Perelstein is Cleaning Change Solution’s Process Owner for Leadership and Culture Change. ■

REMOVE UP TO

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SPONSORED Central Cleaning Supplies head office in West Footscray, Victoria

Changing with the times In the face of unprecedented and challenging times, Central Cleaning Supplies continues to adapt and embrace a new era.

C

“

Central Cleaning Supplies is always looking for new product ranges to meet and exceed market expectations.

”

40 INCLEAN September / October 2020

entral Cleaning Supplies (Australia) Pty. Ltd is one of the largest distributors of cleaning materials, chemicals, and equipment.

For more than 30 years, Central Cleaning Supplies has provided an extensive range of products and services catering for the professional, commercial, industrial, and domestic cleaning industry.

From humble beginnings Central Cleaning Supplies has seen a vast amount of changes in the industry. This year has presented new challenges which it has adapted to and as a result, expanded its product range enormously to meet industry needs.

“This year has certainly presented us with unprecedented and challenging times,” says Joe Camilleri, managing director of Central Cleaning Supplies.

“We are all learning and adapting with changes, we are much better prepared moving forward with the knowledge and expanded product range for the industry.”

The company currently operates eight outlets and three distribution centres, all of

which have remained opened throughout the restrictions to provide services to its customers and essential workers.

“Central Cleaning Supplies has become a lot busier in recent months,” explains Camilleri.

“We have adapted and embraced the challenges by executing and promoting new innovative products to help protect the industry.

We have been fortunate enough to have a great team that have worked collaboratively to achieve extraordinary results.

“We have experienced a vast increase in demand for COVID-19 products and have increased our supplies to meet expectations.

“Post COVID-19, people will be more conscious of hygiene, cleaning and sanitising. Here at Central Cleaning Supplies we will continue to provide goods to assist with this social awareness.”

Central Cleaning Supplies has launched products to assist with the pandemic such as its Temperature and Face Recognition Stations which are placed at the entrances to detect abnormal temperatures.

“Post COVID-19 hygiene will be paramount and product automation will be an important factor in minimising risk to people.”

SPONSORED

Central Cleaning Supplies head office in West Footscray, Victoria

Central Cleaning Supplies has expanded its product range to meet industry needs

Central Cleaning Supplies’ range of LeoBots and LeoRay Robots has also assisted the cleaning team to perform duties safely. Central Cleaning Supplies’ is the distributor of the LeoBots range

by LionsBot International in Australia.

LionsBot International develops robotic machinery including LeoRay, a robot that provides fully automated UV-C disinfection, and interactive LeoBots, a range of specialised floor cleaning robots.

Central Cleaning Supplies has received significant interest for the machine from numerous industries such as medical, industrial and retail.

Each LeoBot is designed to perform a specific function such as LeoScrub for floor scrubbing, LeoMop for mopping, LeoVac for vacuuming and LeoPull which pulls a 450kg bin, suitable for rubbish collection.

Camilleri says more facilities are seeking technology-based alternatives for eco-friendly technology.

LeoScrub and LeoMop, both use up to 70 per cent less water than other robots yet achieves the same high level of cleaning results.

“We have had a lot of enquiries and where the robots have been trialed the feedback has been extremely positive,” says Camilleri of the range. www.incleanmag.com.au 41

SPONSORED Central Cleaning Supplies store in Sydney

“

We are all learning and adapting with changes, we are much better prepared moving forward with the knowledge and expanded product range for the industry.

Central Cleaning Supplies advertising campaign in NSW, TAS and VIC (Melbourne - as shown)

”

Central Cleaning Supplies is always looking for new product ranges to meet and exceed market expectations.

“We have a range of products such as disinfecting wipes, alcohol wipes, liquid sanitisers, gel sanitisers, electric foggers, battery foggers, automatic dispensers, which can be wall mounted or free standing, thermometers, temperature and face recognition stations and a large variety of masks, face shields, gloves, coveralls, PPE and much more.”

“The cleaning industry is in a good position to use the knowledge that we have learned through this pandemic and implement this in future to maintain high cleaning standards.

“The industry is helping the sector by providing the products and work force to keep public and private spaces clean. In the short and long term, we need to continue to uphold high cleaning standards. The global industry must embrace a “greater focus on hygiene” as this may become the ‘new norm’.” ■ 42 INCLEAN September / October 2020

Central Cleaning Supplies Dandenong store

Face recognition technology at Central Cleaning Supplies

FEATURE

Biofilms and surfaces The need to rethink cleaning methods in the battle against microbes.

T

Words Dr Greg Whiteley

he term “biofilm,” with specific respect to microbiological applications, was coined by the late Professor J. William (Bill) Costerton, of the University of Montana.

Professor Costerton observed that bacteria and other cellular microorganisms often create their own living space to support their long-term survival, propagation, and spread. And with that, Bill Costerton opened a new arm of the science of microbiology.

Of course, the “biofilms” have always been present with microbes.

Bacterial species are prolific in forming biofilms across a dazzling array of natural environments.

You can find bacterial biofilms in any watercourse, but they are also forming biofilms within your body, all of the time. In fact, your own body relies upon bacterial biofilms for normal survival, human health, and even welfare.

MICROBES AND THE BODY Once a newborn baby leaves its mother’s womb, it starts to encounter common bacterial species such as E. coli, which quickly moves to colonize the young infant’s gut, thus assisting with normal digestion.

The skin of the newborn is also quickly covered with bacteria and other microbes which become established and play an important role in the maintenance of healthy skin. These bacteria and other microbes are called “microflora.” They live in a happy symbiosis with us all of our lives.

Although we have a large base population of happy bugs, not all of them are good, and sometimes even the good bugs can behave badly. When microbes behave badly, the human body repels them with what we know as an immune response. That is, our body fights back against the bad behavior to stop a minor infection into becoming a major disaster that could end in significant damage to our bodies, or even death.

44 INCLEAN September / October 2020

FEATURE MICROBES BEHAVING BADLY There are essentially two ways that these bugs turn bad. One way is that these bugs simply end up in the wrong space, and so create an infection. Peritonitis is a good example. The gut bacteria normally assist in food digestion and nutrient processing. However, if there is a penetration of the gut lining, and these bacteria travel through the tear and into the bloodstream (such as with a sudden burst appendix), then the resulting infection can kill a person.

The other way that bugs turn bad is that they can learn to be bad through evolutionary processes such as a “near-death” experience.

Another pathway that our normal microflora can turn into bad bugs is by acquiring new genes that allow the bugs to overcome human immune responses. Remember, the bugs want to stay alive and not get killed by the immune responses. This group is known as the superbugs. But let’s get back to the biofilms.

BIOFILMS ON SURFACES Most biofilms are formed within a moist or hydrated environment (i.e. in water). But more recent studies have shown that biofilms also can

be formed on dry surfaces, where they have quite different characteristics and survival performance.

Within these biofilms, the bacteria can communicate with each other both actively and passively, somewhat like an educational classroom.

Now if a superbug lands onto a surface, it can form a biofilm just like its friendly cousins. But a surface doesn’t normally fight back, so survival is a bit easier. Now if we go and clean the surface, then most of the transient bugs will be removed, but not the biofilm and not the resident bugs within the biofilm.

Through recent research developments, we have been able to find dry surface biofilms (mostly containing superbugs) on nearly 90% of all high-touch objects and surfaces within intensive care units.

This finding of the presence of dry surface biofilms has proved to be a worldwide problem.

The biofilms created by these microbes, on all sorts of surfaces, demonstrate a remarkable resistance to cleaning and disinfecting. Even more terrifying is that the bugs hidden within the biofilms demonstrate an even greater capacity to resist antimicrobial treatments. That includes antibiotics and disinfectants.

“

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www.incleanmag.com.au 45

FEATURE

“

Biofilms, particularly dry surface biofilms, are tenacious, residential, and require very specific products to both remove the biofilm and kill off the bad bugs.

”

46 INCLEAN September / October 2020

THE RESILIENT BIOFILM

RETHINK CLEANING METHODS

New microbial methods have been developed to mimic in the lab what is the live experience of these biofilm bacteria within a health care setting. From these methods, we have shown that bacteria within a biofilm are 200 times more resistant to antibiotics.

And it has been shown that bacteria in a dry surface biofilm have more than 1,000 times more resistance to chlorine disinfectants.

Work published as part of our ongoing 20-year program has shown just how resilient the biofilms are to remove. In one recent study, we demonstrated that if you dried a culture of bacteria onto a stainless-steel surface (not an overly friendly surface for bacterial survival), you could wipe away 99.9 per cent with a single swipe of a wet cloth. After 5 wipes, 99.999 per cent were removed.

However, if you took that same bacteria and grew it into a dry surface biofilm, even after 50 wipes you only removed a little over 96 per cent.

That is, the biofilm bacteria are 100 times harder to remove than the dry culture without a biofilm! And if you touch the biofilm, the bugs that jump onto your fingers or gloves, will typically stay on your fingers or gloves for up to 19 subsequent touches.

What are the implications of biofilms, particularly for cleaning and disinfecting within healthcare and senior living facilities? Probably two things stand out. First, cleaning has never been more important.

These biofilms, particularly dry surface biofilms, are tenacious, residential, and require very specific products to both remove the biofilm and kill off the bad bugs. Second, cleaning monitoring is a critical requirement to get right. We need to ensure that both qualitative and quantitative systems of monitoring are routinely employed to ensure cleaning compliance is achieved.

Remember, the bugs want to survive. They may not intend to kill the patients, but if substandard cleaning is the approach accepted, then patient morbidity and mortality may be a consequence of their survival. Perhaps we need to rethink our cleaning methods to catch up to what these bugs are doing.

Dr Greg Whiteley is the chairman of Whiteley Corporation This article first appeared in ISSA Today and has been republished with permission. ■

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DISTRIBUTION

An ever-evolving

‘new normal’ Coping with new challenges in the distribution industry.

Words Mike Sawchuk

F

or most distributors, 2020 was looking to be a good year. But then COVID-19 hit our shores, and all predictions, plans, and expectations were turned upside down. The speed, density, and complexity of the fastmoving changes created great turbulence, which we are still experiencing.

For some, this turn of events proved to be a huge benefit. But many were not prepared, and others did not act quickly enough to take advantage of the situation.

Their inventory of sanitisers, disinfectants, gloves, and masks was limited and gone in a matter of days. They then found that their manufacturer suppliers were back ordered, so they had no choice but to wait in line with everyone else. In the meantime, their customers looked for other sources.

48 INCLEAN September / October 2020

DISTRIBUTOR CHALLENGES But that was just the start of a chain of events that put even more pressure on these distributors. Several challenges soon emerged:

Cash flow For some distributors, cash flow problems very quickly became a serious concern. For example, restaurants that had recently ordered supplies from distributors but were now closed due to COVID-19 were not paying their bills. Paying distributors became a back-burner issue as the restaurants became focused on their own survival. This same scenario played out in all types of settings and situations.

Cash basis Various manufacturers insisted on being paid before shipment. There were rumblings early

DISTRIBUTION on that some distributors may be experiencing serious cash flow problems, as we just described.

Further, there were concerns that some distributors would not make it through the next six to 18 months. Manufacturers quickly switched to survival mode, requiring cash on the spot.

The profit squeeze A new challenge surfaced once the supply chain started moving again, back orders were filled, and distributors began getting the pandemic-related products their customers were clamouring for.

It all came down to Economics 101: When products are in limited supply and hard to get, prices generally go up; but when products become more plentiful, prices go down.

Many distributors ordered supplies when they were in short supply, and delivery took days to weeks. By the time the distributors received their orders, market prices had come down again. This meant that the profits they expected to make on these products were reduced accordingly.

MOVING FORWARD The situation for distributors does not look rosy. Even those distributors that had the right products on hand at the right time may find the rest of this year – and possibly next year as well – a bumpy road.

Certain customers have gone out of business or found another distributor; others have plenty of supplies, but their sales volume is down; several will have their budgets temporarily cut; while still others will have to have proof of the return on investment and payback period before

they make major purchases. In most cases, what will be needed is a complete refocusing and restructuring of the distributor’s business model.

Distributors must analyse their current situation and determine which strategies they should take to get them back on sound footing.

Several theories have been put forth, and two are rising to the top.

Which ‘new normal?’

A term that has quickly become overused and a cliché is referring to the future as the “new normal.” This new situation will be our way of life – at least until the pandemic is resolved, and possibly beyond that time – affecting how we live, conduct business, fly, eat, and even attend funerals.

But distributors need to know that what some are calling the new normal is always evolving.

The supposed new normal seen in April, May, or June of 2020 may not look the same by fall of 2020 or spring of next year. All companies must be fluid and flexible in their strategies, tactics, and plans. They must know which ones to implement and which ones to let go.

“

Distributors need to know that what some are calling the new normal is ever evolving.

”

E-commerce came 10 years early In 2017, Benfield Consulting predicted that “by 2025, one in four items sold will be transacted online in B2B markets, and half of all items will be sold online soon after 2030.” Like everyone else, having a worldwide pandemic was never part of their calculation. In many regions of North America, B2B customers are already purchasing half of the items they need online – if not more.

www.incleanmag.com.au 49

DISTRIBUTION

So, how can distributors address this challenge?

The first thing distributors must realise is they are not just order takers or box delivery services. Leave that to Amazon and the other much larger online retailers.

If a distributor focuses on requests for proposals or purchase orders, they are in jeopardy of being squeezed out over the next few years by Amazon and other mega-retailers on the one side and jansan distributors offering greater value and service on the other side.

But this does not mean they should not enhance their e-commerce platforms. Far too many distributors still have primitive e-commerce websites. Those must be revamped or replaced as soon as possible.

COMPETING AGAINST ONLINE MEGA-MERCHANTS Nevertheless, the most effective way distributors can compete against online mega-merchants is with proven, demonstrated value and enhanced customer experience.

Examples of this value include the following:

Focus Since there are limits on resources – people, dollars, space – businesses must choose which customers and prospects to focus on, and which to ignore. Be selective. Focus on those that are the fastest growing and most profitable.

Service Distributors will find one of the most significant values they can offer their customers is just being available. Never underestimate the power of personal, proactive, transparent communications and interaction with your customers.

Expertise Today’s successful distributor cannot simply call on their customers and take orders. Those days are gone.

Today, when a distributor calls on a customer, they are expected to share their expertise. COVID-19 has made this more necessary than ever before.

Online retailers may provide videos on how to use a product or step-by-step tutorials, but those often result in more questions than answers.

An astute distributor can clearly demonstrate their product knowledge and proven ability to help 50 INCLEAN September / October 2020

customers lower their cleaning costs while at the same time increasing their level of cleaning, disinfection, and building safety.

End-to-end customer experience Distributors need to focus on the overall, end-to-end customer experience—from the quality of the sales team, to order placement and processing, to product delivery and invoicing.

People Select, train, and retain the people you will need for the upcoming years. Pay quality wages and make sure an effective training program is in place. This builds worker loyalty.

THE “WOW” FACTOR There is one more thing distributor must offer their customers going forward and that is the “wow” factor.

Customers are looking for help in ways to more effectively and efficiently clean and disinfect. We are starting to see some amazing new products introduced into the jansan world.

And even if they are not new technologies, we are finding new ways to use them in cleaning that considerably improves worker productivity and effectiveness, ensures enhanced cleaning and disinfecting performance, and helps keep facilities safer and healthier.

Electrostatic sprayers, robotic auto-scrubbers and vacs, prescreening devices at entry points, installation of antimicrobial coatings such as those in floor finishes, and new uses for UV technology are a few of the new and innovative uses of technology we are seeing. The more “wow” distributors can offer their customers, the more likely they will stay customers in whatever new normal we experience.

Although moving forward in the new normal may be easy, jansan distributors can confront the challenges they face by using these recommendations.

Mike Sawchuk of Sawchuk Consulting. He can be contacted at Mike@SawchukConsulting.com; www. linkedin.com/in/MikeSawchuk.

This article first appeared in ISSA Today and has been republished with permission. ■

Australia and New Zealand

Professional Cleaning Equipment www.ipcworldwide.com

1800 226 843 contactANZ@ipcworldwide.com

FEATURE

VOCs and indoor air quality Lessening the impact of air contamination sources in your facility.

Words Tim Yeomans

A

commonly cited statistic states most of us spend approximately 90 per cent of our time indoors, in the contained environment of the home and workplace.

In the move toward greater environmental sustainability, buildings have become more energy efficient and more tightly sealed. While this provides a better environmental impact, it also means that the air in these buildings may not become renewed through passage of fresh air.

Volatile organic compounds (VOCs) are a significant contributor to poor indoor air quality in these sealed environments. VOCs can cause a range of symptoms including eye, nose, and throat irritation; headache; loss of coordination; nausea; and damage to the liver, kidney, and central nervous system.

For those with asthma and allergies, throat and lung irritation can prompt an asthma attack.

Unfortunately, there can be many sources of VOCs in the indoor environment, and less air exchange means that there is nowhere for these VOCs to go.

Building materials, electronic equipment, cleaning products, and even cooking processes can contribute to the VOC content of the indoor environment. How can facility and maintenance managers be proactive in dealing with these indoor air pollutants?

52 INCLEAN September / October 2020

CONTROL WHAT YOU CAN It is best to be pragmatic and deal with sources of VOCs you can control. For those you can’t control, take steps to mitigate their impact.

One of the most difficult sources to control is electronic equipment, which can emit VOCs from their plastic shells. While you may be able to select more sustainable products, this may not always be practical.

VOCs also can be emitted when the ink in photocopiers heats up during use, another source that may be impractical to avoid.

More easily controlled VOC sources include paints, some cleaning products, and building products like insulation. As paint formulations have greatly improved over the past 15-20 years, low- or no-VOC paints now rival the performance of the less safe alternatives. Most paints carry certification or test data to help you to choose an appropriate product.

Many building materials, such as insulation, require formaldehyde as a catalyst. Fortunately, formaldehydefree insulation has become more available. Similar to VOC-free paints, formaldehyde-free building products will generally be clearly labeled.

Cleaning products are a good example of a product class that can be divided between low- and high-VOC choices. Cleaning products work by dissolving dirt,

FEATURE technologies on the market – such as ozone generators, photocatalytic oxidation (PCO), and carbon filters – to remove VOCs. While ozone generators can be effective by breaking down (oxidizing) VOCs, they should be avoided as ozone can cause breathing difficulties at higher concentrations. PCO acts in a similar way to ozone in that it breaks down the VOC, however its performance can be variable.

Unless it completely degrades the VOC, this technology can end up producing smaller VOCs that are just as troublesome. If you select PCO as your VOC removal technology, ensure that adequate testing has been performed to prove its efficacy.

Carbon filters can be very successful in removing VOCs. These solid media filters are porous and have a high surface area. VOCs are drawn into the carbon filter’s pores where they become trapped, keeping them out of the air flow. To remain effective, carbon filters need to be replaced as they become full.

“

Building materials, electronic equipment, cleaning products, and even cooking processes can contribute to the VOC content of the indoor environment.

”

CHECK THE LABEL FOR ASSURANCE

allowing it to be removed. The chemical that dissolves dirt – a solvent – is often VOC. You may choose from a range of cleaning products that are more environmentally sustainable, with low VOC content, when suitable.

PRACTICE CAUTION WHEN VOCS ARE ESSENTIAL Challenging tasks, such as industrial cleaning or graffiti removal, may require cleaning products with higher levels of solvents, making the use of VOCs essential.

In these circumstances, take precautions such as wearing the appropriate personal protection equipment (PPE) and assuring your facility has proper ventilation. When selecting a cleaning product, do not prioritise low VOC levels to the detriment of functionality or choose products with other active ingredients that may have negative effects for the environment or for the user.

Where VOCs cannot be avoided, install and operate effective ventilation systems or air cleaners. Although you can use HEPA filters to remove particulate matter, they are not effective for the removal of VOCs. There is a range of

It can be difficult, sometimes, to determine the impact and efficacy of approaches such as air cleaners, and low-VOC paints and cleaning products. Certification marks can provide a good signpost when selecting these kinds of products, to make sure you choose an approach that you trust. Before selecting a product based on a certification mark, inform yourself fully on their criteria and determine if that criteria aligns with your goals.

In summary, ways that you can reduce VOCs in your buildings include: • Reduce the use of products that can contribute VOCs and select low-VOC paints, cleaning products, and building materials • Review certification standards to get ideas for suitable products • Retain an air quality company to measure VOCs on a regular basis for a means to determine the impact of the measures you are taking • Ensure adequate air circulation is in place and that the filtration system incorporates a technology to remove or degrade VOCs • Use certification marks as a signpost for suitable products.

This article first appeared in CMM and has been republished with permission Tim Yeomans is the manager for Shannon Applied Biotechnology Centre, a collaboration between two third-level colleges in Ireland. He holds a Ph.D. in microbiology and postgraduate qualifications in technology commercialisation and innovation management. Yeomans has worked in research and development for 20 years and is a science writer for Allergy Standards Ltd. ■ www.incleanmag.com.au 53

OPINION

A

Managing employee risk

ccording to data from Safe Work, the work of a cleaner can be more hazardous than construction work.

Data shows the average rate of workplace injury for building cleaning is 11.4 per cent, compared to 8.9 per cent for construction.

So, what are the major hazards in the cleaning industry?

Manual handling Work which involves lifting, carrying, pushing and pulling can lead to soft tissue injuries of the back, shoulders and upper body. These types of injuries can happen as a “one-off” but are more likely to occur over time.

Although soft-tissue injuries should resolve completely with the right treatment, they account for many workers compensation claims and are often mis-managed by medical professionals, resulting in time off work rather than recovery at work.

Referral to an occupational rehabilitation provider should be made as soon as the worker reports the injury so that the right treatment plan can be put in place.

Hazardous substances Exposure to chemicals, which are widely used in the cleaning industry can result in ill health.

The working environment Slippery floors, uneven surfaces, stairs and steps all present trip and slip hazards. Factors such as noise, lighting, temperature, ventilation, accessibility also need to be evaluated for their risk.

54 INCLEAN September / October 2020

Skin penetration injuries Cleaners can sustain injuries from broken glass, discarded sharp objects and needles.

Wounds which break the skin leave the person open to infection. As a result of a skin penetration injury, a worker could be exposed to serious infections such Hepatitis B and HIV.

Electricity Poorly maintained electrical equipment can expose workers to the risk of shock, burns, or fatal injury. It’s important to regularly maintain equipment to ensure it’s in good working order.

As in any workplace, safety is everybody’s business. Every employee has a responsibility to report hazards and they should expect their concerns to be treated seriously.

Risk management should be incorporated as an integral part of your standard operating procedures, ensuring all hazards are identified, assessed, controlled, and modified as necessary to maintain safe working activities.

A risk assessment of the workplace should be conducted to ensure that proper procedures are in place to protect the safety of employees. Here are five tips to manage employee risk.

1

IDENTIFY THE HAZARDS

Hazards are anything that can cause physical harm or illness to your employees. Identify all the hazards in the activities undertaken.

All workplace information related to these things should be reviewed: workplace reports, production design, incident reports, etc.

Common hazards include the following: • Slips trips and falls due to floor surfaces, cables, etc

OPINION • Excessive sound levels • Falls from height • Potential dangers of using equipment

2

EVALUATE THE HAZARDS AND DECIDE ON PRECAUTIONS

Identify who can be harmed and how the hazard can harm them. Determine the hazard’s risk rating by evaluating the likelihood and severity of the hazard.

• Likelihood - A high, medium, or low probability that the hazard will cause injury or illness.

• Severity - A major, moderate, or minor estimate of how serious the injury or illness could be.

As the current COVID-19 pandemic has shown us hazard likelihood and severity can change over time and hazard mitigation measures may need to be adjusted accordingly.

3

CONTROL OF HAZARDS

It is the duty of the employer to control hazards and remove them wherever possible.

If it is not possible to remove them, controls and equipment should be put in place to mitigate the risks to all parties involved.

There are three types of controls that can be implemented: • Engineering controls are physically controlled hazards such as the handling procedures, regulations, etc.

• Administrative controls are procedures, worker training, supervision and other preventative measures.

• Personal protective equipment is equipment used to prevent harm of employees such as protective eyewear, etc.

4

IMPLEMENT CONTROLS

It is the duty of the employer to ensure that administrative controls are followed, and that the proper equipment is provided and that employees are properly trained to use it.

5

REVIEW YOUR RISK ASSESSMENT AND UPDATE IF NECESSARY

When hazards are identified during the risk assessment process, a solution plan must be put in place.

You cannot afford to be slack with safety.

The cost of workplace injury is more than just the obvious cost of workers compensation.

Hidden costs include sickness absence, presenteeism, low employee morale and staff turnover.

There are some simple things you can do to mitigate risk with your workforce.

1. Educate your staff about safety and your procedures 2. Prioritise mental wellbeing of your staff 3. Operate with openness and transparency 4. Lead by example When an admired supervisor is observed to be committed to workplace safety through their own actions, employees are also likely prioritise workplace safety. Ultimately to impact the safety climate at your workplace you need to decide to walk the walk.

“

Risk management should be incorporated as an integral part of your standard operating procedures, ensuring all hazards are identified, assessed, controlled, and modified as necessary to maintain safe working activities.

”

Libby Roberts is founder and director of WRM and LeapForward. Libby is VP of the NSW Board of the Australian Rehabilitation Providers Association and on the board of the Pain Management Research Institute. ■

www.incleanmag.com.au 55

OPINION

Heinrich’s theory of accident causation

H

erbert William Heinrich is regarded by some, as the grandfather of modern occupational health and safety.

He was an employee of the engineering and inspection division of an insurance company.

Through his employer he collected data from insurance claims and compiled it to form a theory which he outlined in his book Industrial accident prevention: a scientific approach which he published in 1931.

Within this book he outlines a theory that for every incident that causes a major injury or fatality, there are 29 incidents that cause minor injuries and 300 that cause no injuries, which include property damage and near miss incidents.

He provided a graphical representation of his data in a pyramid that is often referred to “Heinrich’s Triangle”, “Heinrich’s Pyramid” or also “Heinrich’s Law”. The Heinrich 300-29-1 Model is illustrated below.

The Heinrich 300-29-1 Model

1 Major Injury

29 Minor Injuries

300 Near Misses

56 INCLEAN September / October 2020

Heinrich believed the wide majority of accidents were a result of unsafe acts of the worker where his research presented this was the case 88 per cent of the time.

There have been other researchers since, firmly placing this percentage as high as 75 per cent. In my own research of a large cleaning company I calculated 65.5 per cent.

Even today there is plenty of research relying on the principle that by reducing the number of near miss incidents, then the overall number of major incidents will decrease as a result. From my point of view, this principle is logical.

Christchurch in New Zealand was struck by a major earthquake in 2011. As a result, a number of reconstruction projects commenced. One research study set about re-iterating the modern relevance of the Heinrich Safety Pyramid.

Again, Heinrich believed worker fatality would not likely have occurred without a consistent foundation of less severe incidents that led up to the fatality. This study found Heinrich’s theory remained relevant to works in construction.

The ratio calculated in that study (by Seaward and Kestle) was different (higher) than the Heinrich ratio at 1-5-20, however, it was noted Heinrich’s data spanned a number of different industries, not just construction.

Further research in this study found that near miss reporting was not always consistent, which was another likely reason the ratios differed.

In interviews in the area, workers were asked if they felt the Heinrich model was a useful visual tool to which most workers and supervisors agreed it was a useful tool.

They commented the pyramid helped bring into perspective how vital it is to accurately report near miss incidents, alongside major and minor incidents.

It was noted that this approach helps provide a better picture of overall safety at a site and initiate toolbox talks on what workers can do to improve site safety.

Some researchers have criticised Heinrich’s theory because of its heavy focus upon worker error rather than the systems the workers operate within.

OPINION

They propose that accidents have multiple causes and all aspects of an incident must be fully investigated rather than focus solely upon the failure of one piece of equipment or person.

Heinrich’s theories are ingrained in safety education and it is likely that as the reader of this article, you too, have been taught Heinrich’s theory/s during any safety training or courses you have completed.

As such, for many safety professionals, dislodging Heinrich’s theories is a real challenge.

Hence it is important that Heinrich’s work should serve as a guideline for planning safety initiatives.

A focus upon the theory must not be the sole focus as this would leave out a range of hazard related issues, system design matters and the element of organisational culture.

Many safety practitioners (including myself) have long held the belief that frequency breeds severity when it comes to incidents.

This belief has morphed into many theories and ideologies in the safety profession, ultimately stemming from the work of Heinrich.

As a result, many safety professionals place major incidents at the top of their pyramid and strive to reduce the frequency of minor incidents and near misses that sit at the bottom of the pyramid.

Personally, I work by this approach in the pursuit of significantly reducing incidents hence reducing public liability and workers compensation premium costs hence making the overall business safer and more efficient.

Regardless, despite all the efforts of safety professionals and leadership models to reduce accident numbers to zero, accidents still occur.

By my calculations in the cleaning industry a high percentage of incidents can be traced back to human error (65.5 per cent).

Still, it is not as simplistic as always targeting one person’s error. Investigations need to run deeper and examine any series of failures, lapses in judgement or supervision, which may have led to failure in the process.

A good understanding of what is going on within a company at all levels is important to effective safety management and an opportunity to improve safety culture. Whilst it is important to learn from past mistakes, this approach only provides a small view of what is really needed – hence proactive and preventative safety approaches are vital.

The researcher Frank Bird took Heinrich’s model a little further presenting that a pyramid with a ratio of 1-10-30-600 was more likely to occur with 1 reported major injury for every 10 reported minor injuries, 30 incidents resulting in property damage, and 600 near miss incidents.

On a final note, it is also important to note that when there is too heavy a focus upon worker failure as a root incident cause, then management is often let off the hook as a causal factor, hence blaming the worker may sometimes be seen as a path of less resistance.

It is important that an overall approach to incident investigation is taken to provide the best opportunity for incident reduction in the workplace.

“

Many safety practitioners have long held the belief that frequency breeds severity when it comes to incidents.

”

Dr Denis Boulais is national safety manager at Broadlex Services. ■

www.incleanmag.com.au 57

OPINION

How to improve payroll processing

M

ost enquiries we receive are from cleaning companies who suffer from payroll processing pains.

Over the last five years many businesses have moved away from sub-contracting into direct labour, but in many cases their systems and processes have not been updated to handle this change.

A cleaning company’s payroll ‘pains’ also creep up as staff numbers increase. Doing payroll for 100+ staff on paper, spreadsheets, and systems not designed for the job will start to consume more administrative time, which can be costly.

Therefore, it is important for cleaning companies to realise the value of an efficient process, supported by good systems, to deliver to the business.

What causes inefficiencies in processing payroll?

Your payroll process broadly consist of the following steps: 1. Setting budgets, rosters by site, and assigning staff 2. Publishing timesheets per fortnight 3. Capturing hours, manage exceptions, and populating timesheets 4. Perform award interpretation on actual approved hours 5. Approval and finalise pay 6. Statutory pay process including tax, super, payslip, and STP This article will examine some reasons companies suffer with payroll pains and what can be done to improve the process.

58 INCLEAN September / October 2020

SEPARATE SYSTEMS The number one culprit of an inefficient process is trying to manage all the above in separate systems, not designed for your industry. Unintegrated systems means people need to move data around and massage it into the right shape. This costs money (in the form of wages) and is prone to human error.

A common example of this is where a business uses Microsoft Excel to capture timesheet information, and then a separate system to process payroll. Area managers would typically amend the spreadsheets with adjustments such as annual leave, absence without pay or extra hours worked. Excel is then used to check “hour” budgets by site before the timesheets are sent to payroll for processing.

Now it is payroll’s responsibility to “interpret” these hours into pay types (what the employees will see on their payslips), and manually key them into the system. The problems here are obvious: • Payroll staff have to manually interpret working hours into the Modern Cleaning Award. This is a big timewaster and a huge potential for errors.

• Manually re-keying 100-200 employees’ payroll information into any system will take a lot of time, and just one mistake can take hours to rectify.

Perhaps the most worrying thing about a process like this is there is no visibility of actual VS budget in dollar ($)

OPINION

terms before you are ready to pay. So you could be paying a full time employee the overtime rate (1.5) for a shift that was set at day (1.0), but still believe the site is on budget because the interpreted cash value is only visible at the end of the process.

This problem is not limited to simple systems like Excel. One of my current projects is a client who uses a large, expensive workforce management system (WMS) which is not integrated to their back-office payroll.

Although they spend nearly $60k per annum on their WMS, they still cannot see simple things such as employee leave balances and actual dollar costs on site timesheets. This is all down to the fact they rely on separate systems that do not integrate properly.

ASSIGNMENT OF RESPONSIBILITY

“

It is important for cleaning companies to realise the value of an efficient process.

”

We have a few hundred cleaning companies using our centralised payroll system, and it is easy for us to spot the differences between the efficient and inefficient ones. Businesses with the best processes are those that spread the workload across the individuals who own the source information.

Area managers/CSMs who know about staff movements oversee changing site assignments, which keeps timesheets accurate. Those that control wage budgets ensure the latest ones are set on the contract.

Supervisors who know about staff absences update timesheets day-by-day. This means information gets into the system quicker and everyone is responding to one version of the truth.

The alternative is where roles “feed” information to a central point who is then responsible for updating the system/s. This can lead to delays, misinterpretations, and errors.

A few years back one of our clients grew from 100 to 900 employees in a short period of time.

They were reluctant to get their CSMs involved in the payroll process so instead asked them to send their timesheets to one person each fortnight for processing. This was a disaster!

Sometimes this person would get more than 50 site timesheets just a few hours before the money had to hit the bank.

What’s worse, the next day he would receive hundreds of adjustments because the original timesheets were incorrect. Not to mention that after a while almost none of the timesheets contained the right staff anymore, because no adjustments were being made.

With a bit of training and assignment of responsibility to CSMs, this process is now much more efficient. What’s more, because the CSMs are much more hands on in the process they are better at keeping sites under budget.

ADDITIONAL ADMINISTRATION A number of processes that do not directly relate to getting pay out the door are sometimes forgotten, only to cause unnecessary administration down the track.

• Not managing additional hours properly If I had to guess, I would say nine out of 10 prospects I speak to do not manage “additional wage hours” properly. This is where an employee works extra hours on an ‘out of scope’ job such as an extra clean or steam clean.

Hours for these jobs tend to be lumped together with standard cleaning hours, meaning they are not reported on separately.

As a result, finance will have to spend time down the track in Excel splitting these costs out if they want accurate reporting. This also has a potential devastating effect in the form of missed income. If costs are not clearly split out the business might forget to invoice for these additional works.

Companies need to manage additional cleaning separately from contracted cleaning hours and their systems need to support this.

What’s more, an automated process of invoice generation should exist on all extra hours to ensure no income is missed.

• Forgetting about on costs On costs such as annual leave accrual, payroll tax and Workcover are cost associated with paying staff. These costs are real to the business and need to be accrued to the balance sheet if you wish to maintain an accurate set of accounts.

As a business that delivers services to sites, it is also important these costs be associated with the site that is responsible for them. Many companies do not actively accrue for these costs in real-time and leave the administration to a later date, which makes it much more time consuming. What’s more, reporting is not accurate all the time and decisions could be made on wrong information.

It is important therefore to have a clear on cost methodology and a system that accurately accrues for these costs during each pay run.

This will save wasted time on administration and provide accurate information.

There is a lot more than can be said about challenges and areas for improvement in the payroll process. The most important step is to realise that it is a massive part of any cleaning company administrative processes and therefore deserves constant attention and improvement.

Mark Fermor is director of Facility ERP. ■ www.incleanmag.com.au 59

OPINION

Reducing onsite labour costs

O “

By allowing suppliers and manufacturers to get to know your business over time and in detail, the better solutions they can present.

”

60 INCLEAN September / October 2020

nsite labour is a cleaning company’s highest cost. If you want to save money, stop focusing procurement on the cost of goods and look at how your suppliers can help reduce your onsite labour costs.

Far too many business owners hand cuff their procurement teams to hard cost savings because they can see the numbers and measure them. When I meet with procurement professionals we don’t talk about the hard cost of goods. Instead, we discuss solutions to improve the business and that can change the trajectory of the business.

In the tender process, the cost of goods is the easiest part to get right. It is simple negotiation.

You will save 10 per cent on your hard spend and everyone thinks it is a great result. But what if you could save more? All you need to do to achieve is listen. It is that simple. Salespeople and the companies they represent are not the enemy; they are your biggest asset to reduce onsite labour costs.

Add KPIs to your procurement team that involve supplier and manufacturer meetings regularly. By allowing suppliers and manufacturers to get to know your business over time and in detail, the better solutions they can present. Meet suppliers and manufacturers of all sizes and ask them about the solutions they can provide that will reduce your onsite labour costs.

You will be amazed what you find out.

Some other solutions available are: Electronic receiving of goods delivered without staff involvement – Did you know goods can be delivered to any location and received electronically using barcodes installed at the delivery location. I know of sites where it can take the cleaner 30-60 minutes to get from where they are to receive the delivery. Cleaning is their core function not receiving goods. Imagine how many deliveries your teams must receive and how much time that takes?

Goods packed into storage rooms without your staff involvement – Expanding on the above solution – you can have multiple storage locations where the supplier will deliver the goods. How much time do you staff spend putting away goods instead of cleaning?

Vendor managed solutions –A complete no touch solution where the suppliers run your storage rooms for you. Minimum and maximum stock levels are set and restocked on a weekly, fortnightly, or monthly basis. Imagine the massive savings for stock never needing to be ordered, rooms being kept tidy, so goods are easily located, and put away on shelves ready for use?

Dispenser systems that reduce product use and shorten refill time – Dispensers for chemicals, soaps, and hygiene paper have improved massively over the last few years. They control how much product is used and improve hygiene and safety.

Now imagine that your staff only need to inspect and potentially refill these dispensers 80 per cent

AUSTRALIA & NEW ZEALAND

less than they are currently. How much time does that save?

Pre-priced tender baskets of goods (good, better, best) – Imagine if your tender team had at their fingertips every product they needed for a tender prepriced and ready for them to utilise.

What if you had cleaning carts fully stocked and pre-priced with good, better, best options so you could simply select the cart that best suits the client. Your tender team no longer must compile all of that themselves, it is simply there ready for any tender that comes in.

Mobile friendly online ordering platforms that streamline the process – It is 2020 and if you are not ordering online then you need to change that immediately. The solutions available through online ordering are in some cases that good that you no longer need to use your systems. Ask for demonstrations that show you how it can massively improve your ordering process and reduce time greatly Electronic invoicing that is GL coded to your needs and simply uploaded – It is possible to have your monthly invoicing sent by email each month in a CSV file in your systems format so you can upload it into your system in minutes with every item GL coded as per your system.

Online ordering platforms that offer intimate budget controls – Through the technology available today you can set and forget your site budgets. Online ordering platforms offer amazing abilities for you to set budgets in the most in depth ways you could think of. Once you have set them the system takes care of the rest. No need to check constantly. Your staff can also see easily how much budget they have so they can pro-actively manage it onsite.

Elimination of raising and reconciling purchase orders – Businesses can either integrate with their supplier’s system if they still use purchase orders, however, if still using purchasing orders I would ask, ‘why? ‘There are many solutions to eliminate purchase order requirements for low cost goods.

Setting up new sites and leaving lost sites – The client does not pay you to set up and leave a site, so your costs are blowing out before you have even cleaned. What if 50 cleaning carts fully assembled and stocked arrive on time to start the new contract. Is there a cost involved? Of course, but it’s nowhere near as much as your staff doing it.

Kabel Vafiopulous linkedin.com/in/kabelvafiopulous ■

1800 226 843 contactanz@ipcworldwide.com

www.incleanmag.com.au 61

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These machines vary in size and scale, and they can fill many bottles and other types of packaging with liquid or gel quickly and accurately. A fully automated machine can fill as many as 100 bottles per minute. If you are looking for an affordable and high-quality filling machine to take your business to the next level, please visit our website.

Red Dot International (Australia) also provides capping and labelling machines for filling machines.

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62 INCLEAN September / October 2020

RISING TO THE CHALLENGE OF MAKING OUR COMMUNITIES SAFER The cleaning industry finds itself front and centre of the global response to the COVID-19 pandemic. We play a vital role in maintaining health and safety in our communities.

ISSA recognises the hard work and commitment our industry has displayed in this time of need. We understand what it’s like to work in high risk locations and face potential employment or financial hardships as well as significant health risks.

SHARE YOUR STORY IN Does your business have a pandemic related inspiring story or innovative idea to share? Have you successfully managed the risks and maintained high morale among staff members?

In the November / December edition of INCLEAN magazine we’ll focus on how the entire cleaning industry – from contract cleaners to manufacturers, wholesalers, distributors and more – supports the community and the industry itself.

Share your story (no more than 300 words) by sending an email to info@incleanmag.com.au by 5 October 2020 to be featured.

ISSA Oceania supports the industry by providing education, training and business resources to help guide you through the pandemic.

Go to the ISSA Oceania Portal at www.issa.com/oceania-portal-home for the latest COVID-19 updates, tools, factsheets and checklists to help your business during this challenging period.

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Viraclean® is conveniently packaged in 500ml squeeze and spray bottles and 5L containers. Scan the QR code to watch ‘How to clean and disinfect using Viraclean®

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64 INCLEAN September / October 2020

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www.incleanmag.com.au 65

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66 INCLEAN September / October 2020

PRODUCTS

CleanSpace Respirators offer safety, comfort, and compliance with significant cost benefits When looking to protect yourself or your staff from airborne contaminants, Powered Air Purifying Respirators (PAPRs) offer superior protection and long term cost savings when compared to N95 disposable masks. CleanSpace Respirators are free from belts, battery packs and hoses usually associated with PAPRs, making them more comfortable and easier to deploy. Even in hot and humid conditions, CleanSpace respirators provide cool, clean air to the user and eliminate fogging and moisture. CleanSpace respirators are light, easy to put on, reliably safe and are operated using a one-button smart system. CleanSpace Respirators are available in four models, CleanSpace2, CleanSpace EX, CleanSpace ULTRA & CleanSpace HALO, depending on the requirements. For the cleaning industry, CleanSpace recommends the CleanSpace ULTRA (water tolerant IP66) with a full-face mask.

CleanSpace Technology 02 8436 4000 www.cleanspacetechnology.com

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PRODUCTS

Don’t get caught up on floor cleaning Conquest’s MMG floor scrubber has been cleverly designed with a fully enclosed body. The high-density polyethylene shell encompasses the machine, including the squeegee to protect it from snagging on objects while in operation and preventing damage to the machine. This clever design feature has been attributed to saving one satisfied Conquest customer more than $1500 per year in repairs. The narrow squeegee system also prevents the spread of excess water even while turning - thanks to rubber guards guiding water straight into the path of the squeegee and vacuum system.

Conquest Equipment 1800 826 789

Siqura Flooring Disinfectant and Protectant

www.conquestequipment.com.au

Siqura Flooring Disinfectant and Protectant is a silane quaternary ammonium formulation that bonds to surfaces to create a microscopic protective layer that kills pathogenic microbes and provides continuous ongoing protection for up to 90 days on carpets. A simple addition to existing carpet cleaning practices providing lasting protection between cleans. Active ingredients are known to be effective against COVID-19 and provide the benefits of Siqura Hospital Grade Surface Disinfectant & Protectant (ARTG Number: 338686) when diluted and used in accordance with instructions. Safe for humans and pets breaking down into natural organic compounds at end of life. Part of the Siqura Disinfectant & Protectant System.

Bio Surfaces 1300 768 468 www.biosurfaces.com.au

T7AMR Robotic Floor Scrubber Designed to be intuitive and easy to operate, the T7AMR delivers a solution that addresses labour challenges, drives efficiencies, and maintains a high standard of clean every time.

• Requires no custom infrastructure setup and adopts a simple, flexible ‘Teach & Repeat’ methodology.

• State-of-the-art technology: multiple sensors and LIDARs capture real time mapping and cleaning of the space being cleaned • Custom reporting delivers proof of performance by highlighting overall consistency of clean, identifies missed areas, and length of time to clean areas.

Tennant 1800 226 843 www.au.tennantco.com

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PRODUCTS

Viridis Mould Identification Range Viridis Australasia’s mould identification services provide insight into the condition of mould contamination in any built environment. We assess air and surface samples, offering a choice between standard or comprehensive analysis. Additionally, we supply mould sampling kits and consumables, such as air cassettes and surface tapes. Consultations for general enquiries or results interpretation are complimentary to help you get the most out of our services. Reporting parameters provided in our laboratory report include: • • • • • •

Microscopic images for all samples analysed Identification of 29 fungal categories IICRC Condition (1, 2 or 3; surface analysis only) Total fungal structures (Reported in either Percentage or Concentration) Debris Loading Percentage Detailed analytical comments to assist result interpretation

Viridis Australasia Laboratory is AIHA EMPAT proficient and adheres to ASTM standards for analytical methods and reporting.

Viridis Australasia 1800 47 43 47 www.viridis.com.au

THE EXPERT FOR CARPETS

SEBO G5 PROFESSIONAL UPRIGHT Designed for:

Carpet Cleaners Contract Cleaners Domestic Services Features:

Pile lifting technology

R&J Batteries are the Australian and New Zealand distributors of:

Flat-to-floor clean

LESTER INDUSTRIAL BATTERY CHARGERS

Onboard accessories

SUMMIT SERIES II 650W and 1050W

Operator friendly

Easy trolley storage Service friendly

15” / 37cm

Enquiries Phone: +61 (0)2 9678 9577 www.sebo.com.au | info@sebo.com.au

/ R&J Batteries PTY LTD

/ www.rjbatt.com.au / 1300 769 282

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PRODUCTS

Aussie Heatwave is hot to go Australian Pumps’ portable engine drive steam cleaner provides serious high-pressure steam capability with compact design and low entry point price. The Heatwave offers 4,000 psi pressure and temperatures up to 130°C. • Honda GX390 13 hp electric start engine with 14-amp charge circuit • 12-volt diesel fired burner • Spiralast coil with lifetime warranty • Heavy duty battery, waterproof battery case and stainless-steel frame with integrated handles Ideal for mobile cleaning contractors, schools and councils cleaning and sanitising amenities and graffiti removal.

Australian Pump Industries 02 8865 3500 www.aussiepumps.com.au

CleanSpace ULTRA CleanSpace Ultra is the perfect choice for the cleaning Industry • • • • •

High protection PAPR P3/TM3 99.95 per cent Reusable and cost-effective No belts or hoses Comfortable and lightweight 500g IP rated 66, water tolerant

CleanSpace recommends the CleanSpace Ultra with a fullface mask. “The feedback we get from those that wear the CleanSpace Ultra full face, is that the mask is soft and comfortable to wear all day, and that the cool fresh air is a dramatic improvement on what they wore previously,” said CleanSpace CEO Alex Birrell. “They have also told us that they don’t get any fogging or hot moisture on their face.”

CleanSpace Technology 02 8436 4000 www.cleanspacetechnology.com www.youtube.com/watch?v=WE2_gzByi0Y

Terminator Plus The new Terminator Plus carpet extractor machines is a fully featured powerful and compact carpet extractor, ideal for small and large spaces.

• The machine is equipped with a Pumptec pump driven by a Marathon motor. With a working pressure of maximum 600 PSI, factory set to 500 PSI. Save time and resources with this machine which provides maximum productivity.

• Fiberglass body with aluminium frame for ultra-strong and light weight machine, helps in reducing the risk and damage to furniture and fittings.

• Comes with a 5 metres solution hose, 5 meters vacuum hose and a 12” 2-jet stainless steel wand. (Optional 7.5m and 10m hoses are available) • Brute power in compact sized body providing all the power and performance of larger carpet extractors with a compact body size for maximum manoeuvrability.

• Vacuum system: 2 X 1100-watt 2 stage suspension mounted bypass vacuum motors. Solution tank 50-litre and recovery tank 20-litre.

Polivac International Contact nearest distributor www.polivac.com.au 70 INCLEAN September / October 2020

PRODUCTS

Social distancing wall signs Add a splash a colour to your facility with Cleanstar’s newly launched range of creative double-sided social distancing wall signs that aim to bring a smile!

Cleanstar 03 9460 5655 sales@cleanstar.com.au

Pullman AS10 ASL10P Wet & Dry Commercial Canister This reliable commercial vacuum is designed for noise-sensitive environments. With an impressive cleaning radius over 13m, this canister vacuum features a powerful Italian-made Ametek motor emitting just 60dB for whisper-quiet performance.

Godfreys (03) 8542 2182 or email corporate@godfreys.com.au www.godfreys.com.au

QUALITY WASHROOM PAPER DISPENSERS Durolla Products NZ Ltd

FOR YOUR REQUIREMENTS CONTACT:

dispensers@durolla.com or visit www.durolla.com

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PRODUCTS

Soft Care® Des E A hand sanitising alcohol rub gel that contains 71.5 grams ethanol for every 100 grams of product (or approx. 79 per cent v/v ethanol). Ethanol is an effective sanitising agent effective against gram positive and gram-negative bacteria. Formulated with a humectant, an excellent skin care ingredient which helps to moisturise.

Diversey Australia 1800 647 779 aucustserv@diversey.com www.diverseyvericlean.com

Virex® II - Hospital Grade Disinfectant Virex II provides a cost-effective solution which kills SARS-CoV-2 (COVID-19 virus) on hard surfaces.

Virex II quaternary-based Hospital Grade Disinfectant and deodoriser is effective against a broad spectrum of pathogens including MRSA, VRE, Pseudomonas, E.coli, HBV, HIV-1, Influenza A, Avian Influenza, Human coronavirus 229E. (ARTG 153031) Code: 101103907 Pack Size: 2x5L

Diversey Australia 1800 647 779 aucustserv@diversey.com www.diverseyvericlean.com

BAC-OFF Anti-bacterial Microfibre Wet Wipes BAC-OFF is a unique ready-to-use microfibre wipe, combined with a disinfectant. Cleans and disinfects in one step. It has a revolutionary new 32 pie split microfibre. BAC-OFF kills 99.99 per cent bacteria. Hygienically cleans surfaces and leaves pleasant citrus fragrance. BAC-OFF is suitable for use in medical centres (to clean non-medical and non-porous hard surfaces), hospitality and office spaces, gyms, and sports centres, childcare and play centres and litchens (to clean non-food contact hard surfaces)

Freudenberg Home & Cleaning Solutions 1300 669 686 www.oateslaboratories.com.au

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DispenserONE® SEKO’s new IoT-ready DispenserONE® hand sanitizing system comes complete with an integrated Wi-Fi hotspot to enable remote access to any number of devices – ideal for managers juggling multiple sites at once.

Operators simply log into their personal online dashboard via PC or smartphone to access their complete installed base of DispenserONE® units worldwide. There they can view usage data on demand to facilitate control of sanitizer stock and make informed decisions on the need for additional systems.

It’s even possible to upload audio and video media such as advertising, promotions and user information to be displayed on the optional 17” screen.

SEKO www.seko.com

PRODUCTS

Vortex Vacuum Booster box Polivac’s new and improved Vortex vacuum booster box is designed with features to get job done faster with your portable carpet extraction machine. This compact booster box helps increase the vacuum air flow and is specially designed to increase suction of the portable carpet extractor machine. It helps in improving performance by reducing drying time and operators can get better access to areas while cleaning.

This power packed box emits heat which can be used as a heater during cold weathers, a blower and has opened a whole new market especially in animal grooming industry (optional hose available for drying option). This small but powerful vacuum booster box is equipped with 2 x vacuum motors: 3 stage 1100W each, this helps in achieving maximum productivity and best results in a relative short span of time.

Polivac International Contact nearest distributor www.polivac.com.au

NE

W

5 LAYERS of FILTRATION T1 Backpack Vacuum Cleaner 2 1

H14 Hospital Grade HEPA Filter

Synthetic Disposable Bag 85% Filtration

3

99.975% Filtration

Cloth Filter Bag High Filtration

5

4

Exhaust Filter

Hard Surface Sanitiser An alcohol based sanitiser which kills bacteria within 30 seconds. This product is ideal for use in homes, offices, child cares, aged cares, nursing homes, hospitality areas, outdoor areas, public places and more.

Product Code: 141230 • • • • • • •

Alcohol based Fast drying & kills bacteria No washing or rinsing required PF- Phosphate Free Biodegradable & Septic Safe Water saving Reduces infection and cross contamination

Pre-Motor Filter

CONTACT US FOR YOUR NEAREST STOCKIST (03) 9460 5655

Sani-Clean

sales@cleanstar.com.au

WWW.RAPIDCLEAN.COM.AU

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PRODUCTS

Florogen range Florogen concentrated alcohol-based air fresheners may be used as a space deodorant or as a surface deodorant for extremely long lasting 24-hour deodorisation. Florogen may be used in toilet areas, under sinks, behind desks and furniture and into waste bins after cleaning.

Available in the pleasant perfumes of original, strawberry, lavender and frangipani. Florogen has been proven to kill 99.99 per cent of bacteria. It is available in a 5-litre bottle and 500ml ready to use spray bottles.

Whiteley Corporation 1800 833 566 www.whiteley.com.au

Pullman AS5 EVO Dry Commercial Vacuum Featuring castor wheels, non-marking anti-shock bumper, triple filtration system for a healthier environment and convenient carry handle for easy transportation - this vacuum is designed for schools, offices or restaurants.

Godfreys (03) 8542 2182 or email corporate@godfreys.com.au www.godfreys.com.au

EarthSmart® The EarthSmart® range offers high performance cleaning with the added comfort of knowing you are not harming the environment. All the products in the EarthSmart® range are non-hazardous in accordance with the Globally Harmonised System of Classification and Labelling (GHS).

The EarthSmart® range is a readily biodegradable, nonhazardous and non-toxic. It is chlorine and phosphate free and is designed to be kind to the environment. To further minimise consumption and ecological footprint EarthSmart® environmental cleaning products have been designed for use in 500ml refill-reuse bottles. Available in 5-litre bottle with 500ml spray bottles.

Whiteley Corporation 1800 833 566 www.whiteley.com.au

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