Cleaner Times — June 2024

Editor’s Note

Cleaning Coast to Coast: Pressure Washing in Texas, The “Lone Star” State—Where Even Business Opportunities Are Bigger!

Solar Panel Safety and Cleaning

The Growing Pressure Washing Industry: Key Statistics for a Prosperous Future

Idrobase Group—Producing Solutions Since 1986

Employee Training and Retention

Unlocking Opportunities: Chemical Sales in the Concrete and Asphalt Industry

A Superb Convenience—Mobile Washing Services

Oil vs. Renewables

Financial: Compensating the Boss Too Much or Too Little

Use Precious Time Wisely

Successful Contractors Keep Learning and Learn from Their Mistakes

Industry News

Product News

Service Center Directory

Products & Services Directory Advertiser’s Index/Subscription Form

Did you know that the slogan “Don’t Mess with Texas!” came from a 1985 statewide campaign in Texas to encourage Texas residents to clean up highway litter? That’s one of the nuggets found on page six of Terri Perrin’s article “Cleaning Coast to Coast: Pressure Washing in Texas.”

Some of the advantages of pressure washing in the majority of the state is that you can pressure wash almost every day of the year if you want, and you don’t have to have seasonal shutdowns. According to Perrin Texas is “a business-friendly state.” She reports, “Relaxed construction regulations, lower labor costs, and lower property taxes all contribute to making housing and the overall cost of living more affordable….”

In terms of environmental challenges in the Lone Star state, drought is common, so water usage is a challenge and has led to an increase in steam cleaning. Water reclamation is growing and has led to increased need to educate customers on proper wastewater capture. All in all there are a variety of opportunities for selling pressure washing equipment and services in Texas.

On page 26 Joseph Daniel with ITD Chemical shares about opportunities for chemical sales in concrete and asphalt plants. Daniel shares, “The simplest way to think about what chemical products are used is either for (i) removing material or (ii) preventing material from sticking in the first place.” He provides recommendations for concrete removers and concrete releases to be used at concrete plants as well as asphalt removers and asphalt releases to be used at asphalt plants.

Other articles in this issue deal with safely cleaning solar panels, training and retaining quality employees, and determining what the wisest manner of compensation is for the company’s boss, using time well, and developing successful traits as a contractor.

Stay hydrated and work safe in the hot, summer sun!

Michael Hamline mhamline@cleanertimes.com 800-525-7038

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COAST

By Terri Perrin

TEXAS BY THE NUMBERS

Most people have heard the saying: Don’t mess with Texas! It’s been the unofficial slogan of “The Lone Star State” for decades. While most people might think it’s a warning to watch your back, Texans know the saying was part of a statewide campaign in 1985 to clean up litter on the highways. While the state may have cleaned up their litter over the past 35-plus years, things still get dirty. For the pressure washing industry, this means the range of business opportunities is as vast as the state.

Texas has a total area of 268,820 square miles (696,241 km²), ranking just behind Alaska in terms of geographical size. However, with over 30 million residents, it has over 60 times the population of Alaska. Texas is the second largest state in population after California and offers lifestyle, recreational, and business opportunities relating to both big cities and rural areas, as well as proximity to the ocean, the mountains, and the desert.

Much of the population is concentrated in the major cities of Austin (the capital), Houston (the most populated), Dallas–Fort Worth, San Antonio, McAllen, El Paso, and their corresponding metro areas. The “Texas Triangle” megaregion geographically encompasses four major metropolitan areas: Austin, Dallas-Fort Worth, Houston, and San Antonio. The Texas Triangle is connected by Interstates 45, 10, and 35.

In addition to its large cities and diverse landscapes, Texas is famous for its legendary cowboy culture, southern hospitality, and delicious Tex-Mex cuisine. From a quality-of-life perspective, football, rodeos, music, and a multitude of great universities make it special.

WHATEVER THE WEATHER

“Our climate is as good as you can find in the United States,” declares Loren Hodges. “We can generally work every day of the year and have no need for seasonal shutdowns. Sure, there can be lots of wind and dust in the spring, but we’re fortunate that in our area we don’t have to contend with floods, mudslides, or forest fires.”

That said, the daily temperatures can vary significantly. Some mornings it can be a chilly 30°, and it heats up to 80° by the end of the day. If you sell equipment, you could be selling heaters and cooling fans on the same day. And speaking of HVAC systems, it goes without saying that air conditioning is a “must have” in most of Texas. Opportunities abound for selling and serving systems like Optima Steamers for coil cleaning on A/C units, as well as mobile cleaning contracts.

Being such a large state, Texas has weather patterns that vary dramatically. This presents different challenges in different areas for pressure washers. Overall, Texas is humid and hot. Summers provide long stretches of clear skies with temperatures that can soar above 90° for days on end. Extreme heat makes for heavy

Contributors: Joey Hilliard, HydroClean Services; LB Schultz, Hotsy Carlson Equipment Company; Loren Hodges, Longhorn Distributing; Rick Babin, TriCoastal Industrial Wash Systems

Photo courtesy of HydroClean Services

staff fatigue and the risk of flash drying, so a lot of cleaning is done in the early morning or overnight. For stationary equipment (not mobile), most companies have walled wash bays that provide shade, so they can work all day.

With the exception of the subtropical humid climate of the eastern quarter of the state, in most regions evaporation exceeds precipitation, yielding a semi-arid or steppe climate that becomes arid in far west Texas. This high evaporation rate can make pressure washing a challenge, and service providers have to schedule their work accordingly.

The big call for residential pressure washing typically starts just before Easter when locals plan traditional “crawfish boils,” so the focus for spring cleaning is on wood decks, pool decks, sidewalks, and driveways, etc.

Extreme heat and blazing sun can be a challenge for cleaning homes, which are largely stucco-clad, which tends to fade or oxidize. Roofs are typically asphalt shingles with some clay tile. Improper cleaning can leave wand marks on the stucco and break off the bottom of the stucco. In wetter/ coastal regions, algae and mold can be encountered.

The rainy season is mainly March through May and sometimes September and October. Showers are generally

short and intense, but rainy periods can last a couple of days. Intense hail, hurricanes, and tornadoes may also be experienced.

The winters are fairly mild, and most regions would never get snow; however, according to the National Weather Service, Amarillo and parts of the Panhandle average up to 20 inches annually.

DOING BUSINESS IN TEXAS

Texas largely uses local property taxes instead of state income taxes to fund their governments. Since employees’ salaries are only subject to federal taxes—and no cities impose a local income tax—bookkeeping can be a little easier. That said, if you do business in the bordering states of New Mexico, Oklahoma, Arkansas, or Louisiana, or neighboring Mexico, you’ll need to collect and redeem the appropriate taxes, and that complicates finances. Customers from Mexico must also bring the appropriate purchasing documents that you will need to complete for them.

Texas also can boast that, in addition to the favorable tax structure, it’s a business-friendly state. Relaxed construction regulations, lower labor costs, and lower property taxes all contribute to making housing and the overall cost of living more affordable as compared to other highly populated states. With its proximity to Mexico, it also helps to have bilingual (Spanish-speaking) staff.

The state is attracting large, high-tech manufacturing operations and is becoming known as the “manufacturing capital of the nation,” producing computers and electronic goods, motor vehicles and parts, food and beverages, and more. That, combined with long-standing industries like information technology, oil and natural gas, aerospace, defense, biomedical research, fuel processing, electric power, and agriculture, presents a myriad of possibilities for those who sell pressure washing equipment or are contract service providers.

Trucking is also a big business, and as a result car washes and fleet cleaning provide great opportunities. A lot of these trucking companies have their own wash bays, so the opportunity is there to sell and service equipment and stationary wash systems. The challenge, because Texas is so large, is the distance going from place to place for sales and service work.

“Our business has been increasing over the past 10 years,” adds Hodges. “The last two years are the best we’ve ever had. A lot of big companies are moving here because of the climate and the price of housing. With the booming population, construction is booming, too.”

ENVIRONMENTAL AND OTHER CHALLENGES

In some parts of the state, especially West Texas, there can be challenges with minerals or sediment in the water. In El Paso, for example, city water is pulled from the Rio Grande or an aquifer, and the water is good. But as you travel from the major centers, they may be pulling from well water, so you can encounter problems. This may require more frequent servicing and cleaning of filters.

“We set up our customers with preventive maintenance (PM) agreements on their equipment,” explains Rick Babin. “For many, the stationary wash bays aren’t just a means to clean equipment. They are often the starting point for new employees to learn about the company culture and then advance from the wash bay into other areas of the company, such as the teardown section or the repair side of the tools.”

“Water usage is a big challenge because droughts are common,” explains LB Schultz. “Being water conscious is a big deal here. In extreme cases cities will crack down on car washes and regulate water use. Sometimes they are even

shut down. There are a lot of rules pertaining to wastefulness, and car washing at home is a big one. As a result, a lot of mobile auto detailers now utilize steam cleaning instead of pressure washing, and Steamericas’s products are becoming increasingly popular.”

Water reclamation is huge, and a big part of securing contracts is educating customers with regard to discharge— not allowing wastewater, which may contain chemicals, mold, etc. down the storm drains or onto substrate.

“Things have changed in the last 25 years,” adds Rick Babin. “In the past, we would rarely sell a wash water recycle system; it was all ‘wash to the ground.’ Today all departments in all major cities in Texas, even the police departments, have an environmental section. No more washing to the ground and, obviously, not to a storm drain. Water reclamation systems that allow proper discharge to a sanitary sewer, or recapture to transport off site, are now a big part of our business. In most regions contract cleaners must have wastewater recovery systems on their trailers.

Permits issued by the county identify the specific approved dump sites to take it to, and activity logs must be kept. Fines are hefty for noncompliance.”

Water use and reclamation aside, “oversaturation” also comes in the form of competition. “When we started over 30 years ago, building a pressure washing business was about putting in your time and learning by attending trade shows and conventions like PWNA and CETA,” recalls Joey Hilliard. “Today some entrepreneurs are starting companies and using social media, not proven skill and service, to build their businesses. I’ve seen prices lowered because of the oversaturation of cleaning companies. We carry $5 million general liability, $2 million per truck, and we have to bid against companies that don’t have insurance or workers’ compensation benefits (WCB). You have to price yourself accordingly. We fight that on a constant basis. Eventually, they work themselves out of business because it’s too expensive for them to do it right. From a customer

perspective, they get what they pay for. They eventually come back to us. But the simple fact remains that competition from ‘weekend warriors’ represents lost revenue.

“That said, one area where you can get a leg up over the smaller contractors is spin-off companies that service or work for the refineries,” adds Hilliard. “While many petrochemical companies and various plants have their own in-house pressure washing systems, you might get called to clean roofs, parking areas, building exteriors, pipes, vessels, storage containers, or other facilities with pressure washing, soft washing, or hydro blasting. These types of contracts typically require that you have a company safety manual, handbooks, and all the protocols for refinery safety training. It’s expensive to work in the refineries, but it’s worthwhile.”

And as in other states, staffing remains a challenge as does the ever-increasing costs of parts and equipment, operating expenses, and insurance. All of these expenses have to be passed down to your customers.

Overall, the future for the pressure washing industry in Texas looks as bright as that lone star proudly displayed on the state flag.

CONTRIBUTOR BIOS

Joey Hilliard, CEO, HydroClean Services Inc., Beaumont, TX

HydroClean was established in 1991 and is a full-service pressure washing company that specializes in pressure washing and soft washing services. They offer exterior cleaning for residential, commercial, and industrial properties, as well as exhaust systems in restaurants, maintenance for grocery store chains, and bakery/deli equipment, etc.

LB Schultz, inside sales and special projects, Hotsy Carlson Equipment Company

LB’s father started in 1975 as “Carlson Cleaners,” taking on the Hotsy brand in the 1990s. The company now has locations in Austin, Bryan, and Killeen, TX, primarily serving contract cleaners. They’re now owned by Texas Enterprise Corporations and work collaboratively with their sister companies in oil and gas, car dealerships, small engine shops, and more.

Loren Hodges is president and owner of Longhorn Distributing in El Paso, TX

This Hotsy dealer has been in business for 30 years. In addition to servicing and selling Hotsy pressure washing and car wash equipment, they specialize in blending auto detailing and other chemicals and sell to the local state governments, the army base, small stores, and public service contractors in West Texas, the southern part of New Mexico, and Mexico.

Rick Babin (VP of operations) and his wife, Tina Babin (president), co-own Tri-Coastal Industrial Wash Systems

They’re based in Houston and cover the entire state. They represent Mi-T-M, Pressure-Pro, and Hydro Tek, to name a few. This is one of a few woman-owned companies in the pressure washing industry CT

SOLAR PANEL SAFET Y

AND

CLEANING

by Diane M. Calabrese

What’s the watchword for solar panels?

Don’t get carried away.

Just because the panels get a proverbial “seal of approval” from advocates for green technology, it does not mean they are easier and safer to maintain. Cleaning solar panels requires the same due diligence as cleaning other surfaces.

Maybe more. And the U.S. Occupational Safety and Health Administration (OSHA.gov) has taken notice. Fall prevention, lockout/tagout procedures, and arc flash hazards are all on the list of solar-panel safety issues OSHA monitors.

“The top issue for solar cleaners is electrocution,” says Michael Draper, director of compliance and safety for Power Washers of North America (PWNA). “Most contractors don’t realize the risk when cleaning a solar panel that isn’t isolated.

“Many things can cause electrocution, including damaged panels, bad connectors, etc.,” continues Draper. “A thorough hazard analysis needs to be conducted before cleaning a solar array.”

Background for the hazard analysis includes both an understanding of the different types of photovoltaic (PV) surfaces and the expectations of OSHA. There’s no need to go it alone, thanks to groups that have stepped forward with educational material. PWNA is one of the groups.

“The PWNA has recognized that mobile contractors are adding solar panel cleaning to their offerings,” says Draper. “In response to this, the PWNA has produced Solar Cleaning Safe Practices as well as an online training course to educate contractors on the hazards associated with solar panel cleaning.”

One need not spend more than a few seconds in the online world to find alarming photos of individuals engaged in cleaning solar panels. Let’s put it this way: It is every bit as dangerous to lie/sit on a roof with a panel-cleaning brush in hand as it is to lie/sit on a roof with a wand in hand— perhaps more dangerous.

There’s a big difference between a solar panel and a roof shingle. Acknowledge it. What’s the most challenging aspect of cleaning solar panels? “Recognizing that it’s more than just another surface,” says Draper. “Solar panels—and on a larger scale solar farms—are actually PV power generators. And while solar cleaners and mobile contractors share some cleaning methods, the approach to cleaning is different.”

It’s true that choruses of praise and financial support (grants, subsidies, etc.) for solar panels seem to come from

groups of all sorts (regulators, environmentalists, manufacturers, etc.). Yet a serious look at solar panels is just beginning.

Cleaning methods for solar panels are likely to become more clearly defined and regulated. “While unregulated today, it is highly likely that it will become more regulated through education and safety,” says Draper.

And although it’s not of immediate concern to solar cleaners, disposal of solar panels at the end of their lifespan (generously estimated at 25 years) concerns regulators. EPA estimates that by the end of 2030, the United States will have one million tons of solar panel waste.

Metals, such as lead and cadmium, used in some solar panels are deemed hazardous wastes. The current EPA position (December 2023) is that some solar panels fit into the hazardous waste category and others do not.

Methods for cleaning solar panels will continue to change as the types of PV surfaces change. Ongoing research and development aim to identify ways to prevent dirt accumulation on the panels, for instance.

The two common types of solar panels in use in the United States are silicon solar (at 95 percent) and thin-film solar. Silicon-solar panels have a crystalline silicon structure with metals embedded. Thin-film solar has a base (supporting) layer of glass, plastic, or metal that is overlaid with thin layers of semiconductor material (e.g., cadmium telluride).

Best practices in cleaning solar panels will emerge that are specific to the panel type and adhere to all safety protocols. Cleaning must be done. The idea held by some early advocates for solar panels regarding the way rainfall would keep panels clean has been demonstrated to be wishful thinking.

Studies by the U.S. Department of Energy’s National Renewable Energy Laboratory (NREL) illustrate that rainfall alone cannot wash away soiling. Pollen coatings are especially vexing. Those who live in high-pollen areas know that pollen can make a car windshield opaque on some spring mornings. Pollen that coats solar panels reduces their performance.

NREL studies report performance of solar panels decreased by as much as 15 percent during peak pollen periods. Studies on pollen and dirt lead to one conclusion: To maintain optimal performance, panels must be clean.

SAFETY

Water, a soft and non-abrasive sponge, and a modest amount of liquid detergent (of the dish-washing intensity sort) are used to clean solar panels. Drying can be done with a chamois or squeegee, but to dry or not to dry is not a clear-cut best practice.

In residential areas, rooftops are where most solar panels are found. Thus, as noted in the first section, all OSHA regulations for working up high apply.

Here’s where it gets tricky. Some homeowners lease their solar panels. And some who lease sell excess power back to the grid owner.

On their solar farms and when working with individuals who lease solar panels, solar energy employers that connect to the grid must follow OSHA Standard 1919.269 (Electric Power Generation, Transmission and Distribution). Specific OSHA rules for panels not connected to the grid do not exist (yet), but workers are expected to be trained in hazards that they confront.

Some of the OSHA standards that apply to solar cleaners are those on falls, logout/tagout, crane and hoist safety, electrical, heat/cold stress, and personal protective equipment. One of the challenges for the contract cleaning industry is to determine which standards apply to cleaning solar panels.

For instance, installation of solar panels requires adherence to OSHA rules for the construction industry, while the applicable standard for cleaning solar panels is under maintenance in the general industry category. As such, installation (and removal) of solar panels requires guardrail

and safety net systems as well as personal fall arrest systems.

Solar cleaners, however, are subjected to rules for general maintenance in general industry. If there is a fall hazard of more than four feet, a standard railing must be in place, or a personal fall arrest system or safety net must be used.

Solar panels are electricity generators. When they are connected to circuits or the grid, there is the potential to mix water and electricity. Power should not be flowing when washing is underway. Shut down solar panels before cleaning. Make certain they are shut down with logout/tagout. It is the first rule of working safely as a solar cleaner.

Arc flash, also known as arc fault, is a danger with solar panels that does not seem to get the attention it deserves. If a live solar panel system experiences any sort of breach, an electric current may jump from one conductive entity to another, leaping with a (fiery) flash and high heat. Serious injury to workers and damage to structures may result.

(Photos of panels and rooftops that have caught fire because of arc flash are easy to find. Look at them to get a reminder of just how potent a flash is and how much damage it can do.)

Top-notch solar panel systems have arc-flash detectors to alert owners of systems to breaches before they cause problems. But here’s the worrisome part: In some parts of the country, people install their own rooftop solar panels. Although some of the DIY installers may be experts, others are not. Contract cleaners should try to assess the integrity of a solar roof system before approaching it. Ask about the installer.

Solar panels can be as hot as 150°F in direct sunlight. Keep that in mind when doing a preliminary assessment prior to cleaning.

High surface temperature diminishes the performance of solar panels (up to 25 percent)—so much so that it serves as another reminder of how integrating power generated by solar energy into economic activity ought to invite a lot more debate about efficiency, waste, space limitations, safety, etc.

For now, however, the effort to increase the use of solar energy takes precedence over debate. For contract cleaners that means that there are going to be more and more panels requiring cleaning. How many more?

The Department of Energy (Energy.gov) has within it many entities focused on renewables. NREL was cited in the last section. There is also the Office of Efficiency and Renewable Energy (EERE), which in turn has a Solar Energy Technologies Office. (Take away from the many entities the fundamental piece of information that the push for solar is enormous.)

EERE is all about finding ways to deploy more solar panels safely and effectively. It works with innovators (through a project incubator system) seeking the optimal way to position panels—orientation, number, etc. The goal throughout is more panels.

An additional 3.3 million homes each year may get solar roof installations, according to NREL. Panels that will have to be cleaned.

Carry on, then, with care (and enthusiasm) CT

THE GROWING PRESSURE WASHING INDUSTRY KEYSTATISTICSFORA PROSPEROUSFUTURE

by Leaett Lipker

The pressure washing industry has emerged as a powerful force in the American economy, experiencing steady growth year after year. As a non-profit organization dedicated to supporting the pressure washing industry, Power Washers of North America (PWNA) understands the importance of providing essential statistics and insights to help both established operators and newcomers set their companies up for sustained growth.* In this article we present a comprehensive overview of key pressure washing industry statistics, shedding light on the industry’s current state and future prospects.

THE PRESSURE WASHING MARKET SIZE

In 2023 the pressure washing industry’s total revenue is estimated to be a staggering $1.2 billion. This substantial figure reflects the ever-increasing demand for professional pressure washing services across the United States.

IMPRESSIVE GROWTH RATES

From 2018 to 2023, the pressure washing industry has displayed remarkable resilience and growth, boasting an impressive annual average growth rate of 2.7 percent. This steady upward trajectory clearly illustrates the industry’s ability to weather economic challenges and consistently outperform overall economic trends.

OUTPERFORMING IN THE ECONOMY

One of the most remarkable aspects of the pressure washing industry is its ability to outperform the broader economy. Even during periods of economic uncertainty, the industry has proven its capacity to thrive and expand, providing stability for businesses within it.

NUMBER OF PRESSURE WASHING BUSINESSES

As of the latest data available, there are 22,186 pressure washing businesses operating in the United States. This robust presence highlights the vast opportunities for both entrepreneurs looking to start their own

ventures and existing businesses seeking to expand their reach.

EMPLOYMENT FIGURES

The pressure washing industry currently employs 32,193 individuals across various roles, from technicians to business owners and support staff. This level of employment underscores the industry’s importance in creating job opportunities and supporting livelihoods.

TECHNICIAN EARNINGS

On average, a pressure washing technician in the United States earns a respectable hourly wage of $22. This competitive compensation attracts individuals to join the industry and contributes to its continued growth.

AGE DEMOGRAPHICS

The average age of a pressure washer is 38 years old, showcasing that this profession appeals to a wide range of individuals. This age diversity

in the workforce ensures a steady influx of new talent into the industry.

GENDER DISTRIBUTION

While the industry has traditionally been male dominated, with 93.9 percent of pressure washers being men, there is a growing presence of women, accounting for 6.1 percent of the workforce.

SECTOR OF EMPLOYMENT

Pressure washers are 80 percent more likely to work for private companies compared to public organizations. This preference for private sector employment suggests that pressure washing services are in high demand among businesses and homeowners alike.

In conclusion, the pressure washing industry in the United States is experiencing substantial growth, with a market size of $1.2 billion in 2023 and an average annual growth rate of 2.7 percent from 2018 to 2023. This industry has proven its resilience, consis-

tently outperforming the broader economy and providing job opportunities to over 32,000 individuals.

As a non-profit organization PWNA is committed to supporting the pressure washing industry, and we believe that these statistics provide valuable insights for both current industry professionals and those considering entering this thriving field. With its promising outlook, competitive wages, and diverse workforce, the pressure washing industry is poised for continued success in the years to come. We encourage entrepreneurs and existing businesses to seize the opportunities presented by this dynamic sector and contribute to its ongoing growth.

For more information about PWNA, visit www.pwna.org

*Statistics cited from IBISWorld.com (https://www.ibisworld.com/industrystatistics/market-size/pressure-washingservices-united-states/) and zippia.com ( https:// www.zippia.com/pressurewasher-jobs/demographics). CT

S IDROBASE GROUP PRODUCING SOLUTIONS SINCE 1986

ince 1986 Idrobase Group has been producing solutions for indoor and outdoor air purification and surface decontamination, through which it is possible to purify any environment and breathe clean air.

With a keen focus on health and environmental issues, partners Bruno Ferrarese and Bruno Gazzignato have placed the importance of creating and maintaining a healthy environment for both people and the ecosystem at the core of the company’s philosophy.

and energy efficiency, which are ensured by preventive maintenance. This transformation is facilitated by an ecosystem of solutions including products, accessories, spare parts, and services.

Idrobase Group is number one in the world in the production of high-pressure pump spare parts and a pioneer in ensuring efficiency through preventive maintenance. A cornerstone of the company’s mindset is shifting away from the expensive approach of repairing as needed and instead choosing continuous production

Since 1986 Idrobase Group’s headquarters has been located in Padua, Italy, where it has continued to expand into a company that embraces a project of constant growth, which over time has seen the establishment of Idrobase Ningbo, China, as well as a broad network of collaborations and partnerships worldwide.

The company has been ISO 9001 certified since 1998 and produces high-quality Made in Italy solutions.

For more information about Idrobase Group located at via dell’Industria 25, 35010 Borgoricco (PD), Italy, call +39 049 933 5903, visit www.idrobasegroup.com , or email marco.f@ idrobasegroup.com CT

EMPLOYEE TRAINING AND RE TENTION

Photo by

by Diane M. Calabrese

Retaining walls work well until they don’t. Built for the norm, the exceptional 100- or 500-year rush of water may give a wall enough of a push to cause a breach. Periodically checked and fortified, even the best barriers fail.

Should you make the wall more rigid or relax the force of the wall by adding more drain holes? It’s an interesting structural problem, but not nearly as complicated to solve as employee retention.

In 2024 the prevailing notion that more is better comes directly from the federal government. Advice from entities such as the U.S. Small Business Administration (SBA.gov) is to add as many employee incentive programs as possible.

Stock options, flex time, wellness programs, corporate memberships, and company events are among incentives recommended by SBA. Will they help to retain employees?

Or will they diminish the core purpose of the business?

We will get back to the two questions and the huge amount of theory that substitutes for direct answers in the next section. In that section, we also consider how important employee training is to retention.

First, however, we turn to a member of our industry who explains how employee retention can be realized. The achievement begins with “getting team members to buy into the company’s vision,” says Maxwell Baldwin, owner/director of operations at Whisper Wash in St. Petersburg, FL.

“When employees and employers are engaged and there is buy-in on both sides, retention really isn’t as big of an issue,” says Baldwin. That buy-in “boils down to care, commitment, and connection.”

Baldwin emphasizes the reciprocity required in understanding. It’s not easy to sort through everyone’s level of candor and intent, but it’s possible and necessary.

“It is imperative to get to the nuts and bolts of what each person needs,” says Baldwin. “When I think about retention in our team, I ask myself questions like, are there issues within our policy or our environment, is there a lack of connection between leadership and the warehouse, do they have the tools [and] resources they need to be successful, and am I supporting them in the right way? Is my asking these questions the best way to resolve issues?”

Being proactive is the way to bolster retention, says Baldwin. That means being “diligently engaged” and assessing team members individually instead of in a one-size-fits-all approach. An employer must realize the uniqueness of each individual on the team.

Employee training supports retention. And make that thoughtful and well-planned employee training, explains Baldwin.

“It’s easy to throw a video or manual at a new team member, but in my

FROM PROFIT-SHARING TO SOCIAL GATHERINGS,

THE LAY OF THE LAND IN 2024 IS THIS: EMPLOYERS USE EVERY IMAGINABLE WAY TO RETAIN EMPLOYEES. AMONG THE APPROACHES ARE EXTENDED OPTIONS TO WORK FROM HOME, IN-HOUSE CHILDCARE, AND LIBERAL LEAVE POLICIES. AN EMPLOYER WITH ENOUGH PROFIT TO SUPPORT EVER-MORE BENEFITS AND INCENTIVES MAY SEE MERIT IN FLEXIBILITY.

experience, training like that yields poor results,” says Baldwin. “It definitely generates more turnover.”

By putting effort into training, employers demonstrate their level of commitment to the business and the team. “Staying engaged and shoulderto-shoulder training are key elements to getting people to care and show them that you care,” explains Baldwin. “This leads to better commitment to the cause and retention.”

There’s a reason we describe the employees and employer in each workplace as a team—many people with different functions but all working toward the same goal. That’s definitely a team.

No baseball coach would add a new team member and send the person on the field without training. A player must know how he fits in. So must an employee.

“The due diligence aspect of hiring and retention is keeping engaged with them from day one,” says Baldwin. “Make sure you as leadership are doing what you can to keep them safe, happy, and paid.”

The process is active and ongoing, says Baldwin. It includes meaningful training that has clear expectations.

Baldwin’s company uses many different tools for training. And his

leadership team seeks out the best in leadership techniques. He and the president of the company have taken Disney training courses focused on creating a team environment.

At weekly leadership meetings, Baldwin reviews books on techniques and information relevant to building a strong team. “I am currently working with our team through Jocko Willink’s Leadership Strategy and Tactics book,” he explains.

It only begins with tapping into the expertise of others. Baldwin’s company also constructs its own leadership training based on the continuous learning leadership undertakes.

SKILLED BUILDERS

Employers who successfully retain workers are skilled builders. They don’t skip over getting the foundation down correctly.

Mandatory training made so by federal, state, or local regulators is foundational to employment-specific training. (It’s the carefully carved out soil and leveled sand on which a retaining wall will be built.)

The U.S. Occupational Safety and Health Administration (OSHA.gov) requires that employees who may encounter any hazards on the job receive training. At minimum, most

new hires in our industry (even administrative staff) should take the 10-hour training program that enables employees to recognize, avoid, control, and prevent hazardous situations on the job.

Neither the 10-hour OSHA program nor the more extensive 30-hour program deals with specific OSHA standards (e.g., ladders, lifts). Both courses are available online.

The Department of Homeland Security (DHS) also recommends that new hires be given employee training that will equip them to respond to an emergency. (See Ready.gov.)

Although local regulators prescribe training for evacuation and fire, federal training modules remind companies that employees ought to have training in activities such as how to communicate in a crisis. Suppose there were not a way to text or call to relay vital information. Then what?

DHS recommends team leaders have additional training in first aid and incident response, for example. For companies required to meet specific OSHA standards, additional training (e.g., responding to hazardous spills) will be specified.

Providing OSHA and basic training in emergencies to new hires may seem unnecessary when a hire has deep roots in the workforce, but the training serves two purposes. One, it demonstrates the thoroughness of the business owner. Two, it keeps everyone alert; and the training, especially for emergencies, may serve the employee (and community) outside the business setting. With the foundation set, training in job responsibilities follows. Don’t neglect a general orientation.

It takes time to introduce a new hire to other team members, especially those working in different areas. But it’s the sort of immersion that provides context to the new hire (“so this is how it all fits together”) and signals a sincere “welcome to the team.” It’s a big booster of retention.

Job-specific training should be done by someone who has done or is doing the same job. And regardless of how well a trainer/mentor knows the job, there should be a detailed or structured list of topics to cover.

Businesses can make their own selfcheck lists for new hires and other trainees, but be certain the verification is done.

New hires with deep industry experience may grumble about repeating/ reviewing things they know. But the commitment the employer demonstrates to training parallels the commitment the employer has to employees, and the new hires do realize that. Hence, retention benefits. (The same applies to ongoing employee training, which is also a must.)

Just as too much training and review can supplant the purpose of a business, so might too much focus on incentives obscure the benefits employees already receive. Balance must be maintained. Clarity makes it possible.

The first employee benefit is a paycheck. That seems obvious, but with

discussions about work-life balance so prevalent, life activities outside of work sometimes seem to take precedence over work.

All employees should be reminded, especially when hired, about the benefits they receive as part of the team. The reminder is more powerful if put in writing as a list.

The share of Social Security taxes paid by the employer and the workers’ compensation premiums paid by the employer are benefits to the employee.

In California, Hawaii, New Jersey, Rhode Island, and Puerto Rico, employers also pay premiums for disability insurance. The federal Family Medical Leave Act (FMLA) applies to all employers of a certain size.

Which benefits or incentives should an employer offer beyond those that are mandated? Only the employer can decide. Some employees would prefer more dollars in their pay. Others might want a group health plan or a retirement plan.

An employer has to balance the cost of incentives with the ability to provide raises. It’s entirely possible that a decision in favor of one subgroup of employees (e.g., paid maternity leave) will disgruntle another subgroup of employees (e.g., those who must pick up extra work during maternity leaves). Some employers finesse this by offering paid medical leave (for births or other reasons). It can become expensive.

From profit-sharing to social gatherings, the lay of the land in 2024 is this: Employers use every imaginable way to retain employees. Among the approaches are extended options to work from home, in-house childcare, and liberal leave policies.

An employer with enough profit to support ever-more benefits and incentives may see merit in flexibility. Still, new hires attracted by extensive ancillaries instead of their interest in the work may create so many drain holes the retaining wall is useless. CT

UNLOCKING OPPORTUNITIES CHEMICALSALESINTHE CONCRETEANDASPHALT INDUSTRIES

by Joseph Daniel

Concrete and asphalt plants are an attractive segment for chemical sales. For one, these are national industries with locations in nearly every county. Further, it is a

bulk chemical business whereby totes and drums are the norm, and the volume can be large. This article is a brief overview of the key chemical products and methods of application that you need to pursue this attractive segment.

In both concrete and asphalt, the simplest way to think about what chemical products are used is either for (i) removing material or (ii) preventing material from sticking in the first place. The chemistries involved in each

industry are distinct from each other, but they accomplish the same thing.

CONCRETE PLANTS

Concrete Removers—Quite simply, these products are used to remove

concrete splatter that builds up on trucks and equipment during the day.

Heavy Buildup

Economy: muriatic acid-based products are the tried-and-true

method of removing stubborn, dried concrete. However, some plants have moved away from muriaticbased products due to safety and corrosivity concerns. ITD product: Super Crete-X.

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Premium: glycolic acid-based products are the safe and environmentally friendly method of removing concrete. However, they tend to be more expensive. ITD Product: Break Down.

Daily Cleaners

Light concrete dust and general maintenance cleaning is a different concept from the removal of heavy buildup. A daily cleaner is typically used alongside a heavy buildup remover. ITD Product: Phos-Clean.

Cleaning the cab of the truck requires a different product than cleaning the concrete-exposed parts of the truck. An alkaline cab wash is the final piece of the maintenance puzzle. ITD Product: T&D Dual Purpose.

DELIVERY SYSTEM

Standard 330 gallon totes are the usual field delivery method. Products are diluted prior to delivery, and foamers are used to bring the chemical to the surface.

Concrete Releases—Prevents concrete from sticking in the first place! These products are most commonly used on concrete forms and form liners but can also be used on equipment, tools, and truck surfaces. Release products create a slick surface that prevents the bonding of concrete, which reduces the need to remove hardened concrete and makes the cleanup process easier. Critically, this enables the recycling of forms. ITD Product: Easy Crete Release.

ASPHALT PLANTS

Asphalt Removers—These products are for removing hot or cooled asphalt and tar. These products are solvents (not dilutable) as waterbased chemicals do not work well in the application. If the asphalt is hot, such as in cleaning drags and other production equipment, a high flash point solvent must be used. If the application is for cooled asphalt in the field, lower flash point solvents can be used.

Economy: These are typically the result of cutting premium materials with cheaper, lower-flash solvents. ITD Product: Drag Slat Cleaner.

Premium: Citrus and soy are the common premium base materials and are most efficient at dissolving asphalt material. ITD Product: OJ and CitraTar.

High Flash: When the need is to remove hot (>250-degree F) asphalt, you must use a high flash point product. ITD Product: SM-100.

Asphalt Releases— This coating is for the bed of asphalt trucks before material is poured in. The coating discourages binding of tar to the truck bed and encourages easy removal in the field.

Traditionally solvents such as soy were used for this purpose. ITD Product: SM-100.

Water-based products are now more popular because they are dilutable and much more economical. ITD Product: Slip Soap.

DELIVERY SYSTEM

There is an equipment component that is typically

provided by the chemical provider, which is an arch system used to spray the product into the truck beds.

REGULATIONS

State-based National Transportation Product Evaluation Program (NTPEP) approval process is required for most applications of asphalt releases. Each state is different.

Joseph Daniel is the owner and CEO of ITD Chemical LLC since 2020. For more information call 1-800-472-1233, visit www.ITDinc.biz, or email customerservice2@itdinc.biz. CT

A SUPERB CONVENIENCE MOBILE WASHING SERVICES

by Diane M. Calabrese

Nature has plenty of ways to spark wildfires— lightning, volcanic emissions, and burning coal seams. It doesn’t need any help.

In fact, we should all be trying to tamp down causes of wildfires by doing the basics we learned as children. Dowse campfires and treat anything that might ignite a fire—from wet hay bales to ammunition and fireworks—with extreme care.

A stubborn kitchen match now and again is not an indicator of the difficulty in starting a fire. Combustible material, like dry undergrowth in a wooded area, does not take much encouragement to start burning.

Overheated off-road equipment laden with fuel residue can be a catalyst for a fire. In general, equipment that is poorly maintained becomes a menace. Maintenance includes properly inflated tires, a reliable exhaust system, and no dragging parts (e.g. chains), and maintenance includes cleaning.

With regulators scrutinizing water use and wastewater collection (including treatment), it might seem that mobile washing services will become less common. They might even disappear given the rules that mobile services must follow.

But mobile washing services will not disappear. They are much too necessary and contribute too much to safety. “They absolutely have a future,” says Brad Howland, president of PowerJet Pressure Cleaning Systems in Sussex Corner, NB, Canada. “Equipment needs cleaning, and that’s it,” says Howland. “If it’s not cleaned, it’s a fire hazard.”

When equipment is dirty, performance is disrupted and more. “Hot engines and hot radiators can burn,” says Howland. “You don’t want to burn the forest down.”

What becomes essential is to achieve a balance between water use on one side of the equation and clean and safe outcomes on the other. “You can’t have everything,” explains Howland.

Yes, mobile washing uses water and creates wastewater. But it improves safety.

Companies like Howland’s work year after year to improve systems for washing so that they accomplish the most with the least amount of water, and they create the smallest amount of wastewater.

Prevention is always a better option than suppression of a fire. The cleaning pressure washers and ancillaries (e.g., trailermounted tanks) that Howland’s companies manufacture (also include Easy-Kleen Pressure Systems Ltd.) boost prevention.

Although companies working and then washing equipment in off-road settings may have discretion about the setup they deploy, some states have explicit rules about exactly what’s required.

For example, the Florida Department of Agriculture and Consumer Services specifies the ground and water handling equipment that must be part of the equipment roster when companies work in fire-prone areas. Tank and pump setups, bladder trucks, and 2,500-gallon tracked tanks that can be pulled by a dozer are all in use. (The 2,500-gallon tracked tank can be used to fill/refill semi-stationary tanks.)

Equipping companies for mobile washing—and companies that work off-road in logging and construction typically do their

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own washing—is an important industry niche. The potential liability for a company found responsible for starting a wildfire can be huge. Consequently, investment in tank and wash systems is one that such companies take in stride.

State-of-the-art off-road equipment includes onboard fire suppression systems, quick power cutoffs, and, of

attributed to arson in recent years and from the assessment that improperly maintained rights-of-way under electric transmission lines may increase the fire risk. Of course, interest by CISA also derives from its concern about maintaining the integrity of critical U.S. infrastructure.

Estimates of the costs of wildfires vary. A 2023 report by a climate group in the U.S. Congress put the cost somewhere between $394 billion and $893 billion each year.

Closed-loop systems seem ideal and are probably the future of all washing, but they challenge the service provider. Closed-loop systems can be coupled with recycling options so that water can be reused after treatment. In a practical sense, they are not firmly closed because when the chemicals used to remove waste and waste accumulate (as a sludge) to a significant level, the sludge becomes a disposal issue.

COMMERCIAL AND RESIDENTIAL CUSTOMERS

VALUE MOBILE WASHING SERVICES. THEY

CAN

HAVE THEIR VEHICLE WASHED WHILE

THEY ARE AT

THEIR

WORKPLACE OR AT

HOME

ON A SATURDAY AFTERNOON. IT’S MUCH MORE CONVENIENT THAN DRIVING TO A CAR WASH FACILITY.

course, fire extinguishers. Even so, prevention that includes cleaning is the place to begin.

The Cybersecurity and Infrastructure Security Agency (CISA.gov), which is part of the Department of Homeland Security, has taken a keen interest in fires in recent years. CISA projects an increase in the number of what are classified as “very large fires” (megafires) by the middle of this century. Megafires are defined by federal entities as those that burn more than 100,000 acres or have an unusual impact on people or the environment (e.g., deaths, destruction of rare habitat).

Interest by CISA stems in part from the number of fires that have been

Manufacturers, distributors, and contractors selling cleaning and tank systems for off-road washing will encounter all the familiar regulators (e.g., EPA, OSHA). And they may also get to know representatives of CISA.

WASTEWATER

Tolerance for residue in wastewater may be greater in areas far removed from municipal water supplies or feeder streams of municipal water supplies. But the broad-mindedness constricts or disappears when mobile washing takes place in urban and suburban (and even rural) areas where criteria established by the National Pollutant Discharge Elimination System (NPDES) must be met.

States and local communities may have specific rules for mobile washing. For example, the City of Las Vegas allows mobile washing services to operate if they adhere to a truly mobile model. A client must call for the service. The mobile washer then travels to the customer’s site. What is absolutely forbidden is advertising by the mobile washer that indicates he or she will be present at a certain place and time to accept washing jobs.

Wastewater from mobile washing must be handled properly. Again, the jurisdiction where the service is provided will determine what constitutes proper handling.

The four general methods for handling wastewater are closed-loop system (no discharge) recycling, discharge to a municipal sanitary sewer, discharge to ground, and discharge to surface water (NPDES permit required).

Absent any hazardous contents, the sludge can go to a municipal sanitary sewer (almost always requiring a permit) or taken to a treatment facility. Or a contractor can skip the closed loop and discharge wastewater to a sanitary sewer (with permit) or take it to a treatment facility.

One certainty for mobile washing companies is that expectations for collection and proper disposal of wastewater will continue to multiply across communities. A containment system for wastewater will be a must. Some combination of booms and berms, containment pools, storm drain covers and mats, vacuums and pumps, or other tools will be needed.

Collection of wastewater is easier and less expensive than collection, treatment, and recycling. Thus, mobile washing is simplified for companies having the option to contract with a wastewaterconsolidator company. Individual contractors collect their wastewater and hand it off to a collection company that consolidates collections from several firms and takes care of the required treatment.

Commercial and residential customers value mobile washing services. They can have their vehicle washed while they are at their workplace or at home on a Saturday afternoon. It’s much more convenient than driving to a car wash facility.

For the convenience, customers are willing to pay a premium, and mobile washing companies should not undercharge. As with all contractor services, fair price setting is easier when all competitors have obtained the same licenses and permits.

(Just as power washing companies who clean building exteriors with

pressure washing or soft washing are being undercut by unlicensed service providers, so too are mobile washing contractors. Consistent enforcement of rules is the only equitable, free-market solution.)

Professional cleaning contractors may grumble on occasion about a permit or certification that’s needed, but such requirements genuinely fortify the profession. They also promote community health and safety.

What’s a little wastewater discharge? It can be a great deal of trouble for those downstream of it.

No one would go to the nearest surface body of fresh water and dump 190 gallons of gasoline, diesel, and motor oil into it. How about 14 pounds of dissolved copper? No. It’s the same answer to 2200 pounds of surfactants—a firm “no.”

Yet in a 2009 study in Federal Way, Washington, it was found that vehicle washing contributed that much waste (and more) to freshwater sources. The study is available from the NPDES branch of the environmental Protection Agency (EPA.gov).

In the last 15 years car wash facilities have invested large sums of money to do all the things that reduce the amount of wastewater. Treatment and recycling systems have been installed. Carriages that minimize the use of water have been adopted. And so on.

Can mobile washing services achieve the same sort of water-conserving and reuse measures as their stationary counterparts? Yes.

And as regulations become more stringent, compliance will demand more investment in upgrades and design changes. We can always be surprised by the next initiative. (The federal government is putting a new emphasis on PFAs, per- and polyfluoroalkyls, which are small and persistent residues from industrial processes of thousands of sorts.)

Necessary for maintaining safety and health, and a superb convenience, mobile washing services are here to stay and adapt as required CT

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Would a solar-powered pressure washer be useful in some settings? Possibly.

Off-grid irrigation systems can already be built with directdrive solar. Direct-drive solar pumps power many water features in residential and commercial settings.

Yet whether the energy source for a pump is direct solar, an electric motor, or a combustion engine, the power must be sufficient to achieve pressure and flow goals. So back to a direct-drive solar pressure washer: it’s all doable in theory.

Innovation keeps making the theoretical into the functional.

What prevents more off-grid designs for equipment beyond irrigation carriages and pipes, pond pumps, tank pumps, and the like? Cost, size, and ease of movement are significant factors when pressure washers and ancillaries are designed.

In practice the cost and especially the cumbersome nature of a solar array—carrying it from place to place, requisite size for power needs—can tamp down a lot of interest. So, too, can cloudy days, unless an off-grid effort includes battery storage, which adds more complications.

That doesn’t mean direct solar should be discounted. Put direct-drive solar pump in any search engine to churn up numerous companies perfecting solar pumps for all sectors, and especially agriculture, recreational landscapes, and off-grid communities.

The refinement of energy capture and energy to power includes getting ever-better results with PV [photovoltaic] modules that put out DC current, pass the current through an inverter, and produce threephase AC current. But getting to needed pressure and flow running on DC power alone is a goal that’s already been met by companies that tie a battery bank to the PV array.

Plenty of solar-energized pump options are already available for those in the agricultural sector who are satisfied with a flow rate of 5 to 25 gpm and pressure in the 20 to 45 psi range. It’s too low to do tough cleaning, but for routine chores—washing down concrete

staging areas—it may be more practical than running new electrical lines to distant spots on a property.

Can we imagine the day when a solar array rides along with a pressure washer and acts as its ultimate power source? In theory, yes. But feasibility must come first.

Solar energy fits into the renewable energy category. The U.S. Energy Information Administration ( EIA.gov ) offers a definition of renewable energy, which also includes biomass, hydropower, geothermal, and wind.

According to the EIA, renewable energy is “from sources that are naturally replenishing, but flow limited.” EIA notes that the sources of renewable energy are “virtually inexhaustible in duration”— a good thing. But the sources are “limited in the amount of energy available per unit of time”—a negative, to be sure.

Nothing better illustrates the semantic twists built into the lexicon than discussions of renewables. In the broadest sense, fossil fuels are renewable—it’s just that they are renewed over eons. Geothermal sources are not endless long-term because tectonic activity keeps altering them. Even biomass—corn, wood fiber, etc.— takes time and space to replenish itself.

The dichotomy between oils (fossil fuels) and renewables attracts enormous attention in 2024 for many reasons. Top among them is the quest to find ways to reduce the impact of human activity on the environment.

People see the residue from burning fossil fuels. Few see the process of cobalt mining.

On the renewable side of the EIA ledger, there are somewhat vexing biofuels. To review perspectives on biodiesel and renewable diesel, see the article that appeared in these pages in 2020, https://www. cleanertimes.com/magazine/cleaner-times-articles-2/ biodiesel-vs-renewable-diesel

RENEWABLES

Let’s sum up the reaction we have encountered to biodiesel more recently as “negative.” Servicing equipment that has been running on a biofuel can be “exasperating,” in the paraphrased wording of one industry member.

Photo by iStockphoto.com/Bilanol

by Diane M. Calabrese

The U.S. Department of Energy (Energy.gov) has a very positive outlook on renewable energy. It asserts that besides reducing carbon emissions, a transition to renewables will increase reliability and resilience and security of the power grid, create jobs, and achieve energy independence.

Still according to the Department of Energy, renewable energy now accounts for 20 percent of electric power generation, with wind responsible for more than half of that and hydropower more than one-quarter. For all the roofs covered with PV arrays that we see, solar still accounts for only 3.4 percent of U.S. electricity generation.

Storage, storage, storage. That’s the issue with relying on the vagaries of the weather—sun or clouds—to convert energy to power.

How many spaces covered with solar arrays and battery repositories do communities want? Are the PV arrays and batteries less impactful than coal that more or less gets dug as it’s

needed? Is using natural gas to generate electricity the best way to use natural gas as a power source? All are questions we ought to be trying to answer with objectiveness.

The federal government is pumping huge sums of money into research and development projects that expand the use of renewables. At the same time, nuclear energy provides 20 percent of electric power. And 79 percent of total energy consumed in the United States derives from fossil fuels (36 percent petroleum, 33 percent natural gas, and 10 percent coal).

FEASIBILITY

Incorporating specific renewable energy sources into an operation may be more practical in the near term than operating equipment with renewables. For instance, in industries like wood products it often makes sense to heat buildings with highquality wood-burning devices/boilers that use wood waste.

“We do not use any renewable energy sources at this time in our operation,” says Edgar Kron, sales manager at Bozeman Distributors and Cat Pumps, Baton Rouge, LA. There are possibilities, of course, but feasibility is essential to the industry.

“I believe the ICE [internal combustion engine] will be here for many, many years into the future, no matter what the government says or tries to push upon us,” says Kron. “Let consumer demand control this decision.”

Structural limitations cannot be ignored. “Currently the power grid cannot support everything going electric,” explains Kron. “If you were to pick any small town in America and force them to go all-electric overnight, with the flip of a switch, probably less than one percent would be able to function normally.”

And returning to batteries, so necessary for storage. “Battery power is not feasible or economical, in my opinion, to replace all gasoline-powered

engines,” says Kron. “We face many issues with battery power replacing the ICE, such as weight-to-power ratio, initial cost, recharge times, replacement cost of batteries compared to gasoline powered engines, availability of recharge stations compared to gasoline stations, etc.”

An accounting of all variables must be made to determine what works best at a given point in time. Renewables imply ever-greater use of electric power.

“The infrastructure is not big enough or strong enough to support everything going electric,” says Kron. “In my opinion, portable battery-powered power washers are not in the near future of the power wash industry.”

Yet Kron does not discount the value of solar. “Having a solar-powered backup generator is an option to traditional gasoline-powered generators. After a hurricane or other natural disaster when fuel is in short supply,

a solar generator will supplement a traditional gas-powered generator by conserving your fuel supply.”

The Honda Power Pod is a battery storage device that can be replenished with solar, for example. Kron owns two Oukitel P2000s and a 400W portable solar panel to support his Honda gasoline generator. “Solar power should be a part of everyone’s emergency backup plan, but it is not the total solution.”

Considered attention to how all the pieces fit together should be the focus in working out the relation between oil and renewables. That’s the best way to realize continuous improvement.

“From my experience, the oil industry—mainly offshore drilling, refining, and chemical plants—have been good for the power wash industry,” says Kron. “Drilling and refining are dirty jobs. Dirty jobs need to be cleaned, thus selling cleaning equipment into the industry.”

Constraints become apparent when actual jobs are to be tackled. “In many cases hot water is required or needed to make the cleaning process more efficient and cost effective,” says Kron.

“Most portable hot water units have gasoline or diesel engines with oil-fired burners,” explains Kron. “Propane and natural gas are available but are not always a good option for portability. If battery power was compared to the same process, you would have to overcome many obstacles.”

Kron enumerates the obstacles: “One, is there a battery-powered unit capable of the same flow rate and pressure needed to do the job? Not that I am aware of. Two, if there is a unit available, the initial cost to purchase and operate it needs to be considered. Three, what is the physical size and weight of the batteries and unit to match a 4 gpm at 3500 psi portable hot-water unit that can run for up to five to six hours on a few gallons of fuel? Four, what is the recharge time?”

Oil vs. renewables? For the present and foreseeable future, it’s oil and renewables and finding the optimal contribution of each CT

COMPENSATING THE BOSS

by Mark E. Battersby

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The IRS has long been on the lookout for compensation that is not “reasonable.” That means a business paying the owner a relatively small amount may be attempting to reduce the operation’s payroll tax burden. Excessively rewarding an individual could result in shifting income that will be taxed in a lower bracket.

Business owners can pay themselves through a draw, a salary, or a combination of both. A draw is a direct payment by the business. A salary is considered part of the pressure cleaning operation’s payroll and taxes are withheld. Obviously the IRS expects that compensation to be “reasonable,” neither too much nor too little.

REASONABLE COMPENSATION

To be considered reasonable by the evervigilant IRS, the amount paid for the performance of services must be equivalent to what a similar business would pay to someone performing similar services. In other words, reasonableness is determined based on all of the facts and circumstances.

The role of the individual, either the owner or employee, in the pressure washing business and those paid by similar businesses for similar services are all factored into the decision along with the character and condition of the business.

WAGES

The most glaring potential trap is largely limited to publicly traded companies that are barred from deducting any applicable employee renumeration in excess of $1 million annually. The Tax Cuts and Jobs Act (TCJA) expanded the scope of “publicly held corporations” to include all forprofit businesses required to file reports with the Securities and Exchange Commission.

An officer in an incorporated pressure cleaning business is generally an employee. Of course, an officer who performs no services or only minor services and who neither receives nor is entitled to receive any pay is not considered an employee.

Any distribution to shareholders from earnings and profits is generally labeled as a dividend. A dividend is not, however, taxable distribution if it is a return of capital to the shareholder. Most

distributions are in money, although they may also be in stock or other property.

A loan by a corporation to a corporate officer should clearly be a loan made at arm’s length. There should be a contract with a stated interest rate, a specific length of time for repayment, and a consequence for failure to repay. A below-market loan is a loan which provides no interest or an interest rate below the federal rate.

An incorporated pressure washing operation or business that issues a shareholder—or an employee—a belowmarket loan must, depending on the circumstances, treat the repayment as a gift, a dividend, distribution of capital, payment of wages, or other payment. Plus, like other payments, it must be reasonable.

With a family-operated or closely held pressure cleaning business, reasonable compensation issues arise because the owner can allocate compensation payments as one of the following:

• Compensation for services performed, tax deductible as a business expense, or

• Compensation for a return on their capital investment such as dividends and distributions, which are not a deductible business expense.

In other words, a contractor or business owner can manipulate the operation’s income by deducting a shareholder’s compensation rather than labeling it as a dividend. This is a potential issue as compensation is a deductible business expense, while dividends are not. Thus, deducting shareholder compensation allows the business owner to dictate the bottom-line income of the closely held business.

COMPENSATION DISGUISES

Generally, the owner/employee of a profitable pressure cleaning business should receive both wages and dividends. Dividends—whether cash, stock, or other assets—are not, of course, taxed if it is a return of capital. But there are those socalled “constructive” dividends.

A constructive dividend is a payment, allowance, loan, or other form of financial benefit from a business to an owner, shareholder, or key employee that may not be intended as a dividend but which may be classified by the IRS as a dividend.

The classification can happen retroactively at any time with the recipient of the constructive dividend holding an added tax bill. Even worse, constructive dividends can range from expense reimbursements to use of the pressure cleaning operation’s property such as vehicles, residences, airplanes, or boats. Forgiveness of loans from the business or the assumption of shareholder or owner debt, loans made at below-market interest rates, as well as excessive compensation and payments to an owner or shareholder’s family members can be retroactively labeled as constructive dividends.

Naturally, this classification is unfavorable for the recipient since it makes the financial benefit taxable—even if the recipient did not receive liquid financial compensation. If the owner or shareholder reimburses the pressure washing business for the fair market value of the benefit, the IRS will not count the benefit as a dividend.

OTHER TAKE-OUT STRATEGIES

Typically, the owners of closely held, incorporated pressure cleaning businesses can avoid double taxation if the business pays most of its profits in the form of a bonus or by leaving profits in the business as accumulated earnings. The IRS, obviously, has a field day re-characterizing bonuses as a nondeductible dividend.

The failure of a business to make nondeductible payments of sufficient dividends relative to profits can subject incorporated pressure washing businesses to the accumulated earnings tax, a penalty for retaining alreadytaxed profits in the business rather than distributing them as dividends.

Many owners choose to lend themselves money through their business. These so-called “shareholder loans” must have a stated interest rate, a maturity date, and covenants for non-repayment. Not too surprisingly, there is some risk, such as if the interest rate is below market, in which case it may be

treated as a gift, dividend, contribution to capital, payment of wages, or worse.

A business owner can, of course, choose an owner’s draw. Unlike W-2 wages, a draw is not taxed at the company level. A sole proprietor or partner’s income is a draw although an owner’s draw can be made from an LLC or even an S corporation.

Since draws are not taxed, largely unanswered is the question of what amount is appropriate for the owner of a pressure washing business?

DIVIDENDS VS EMPLOYEE COMPENSATION

The profits of a closely held business can be distributed as either wages or as dividends. Double taxation, once at the corporate level and once at the shareholder level, is an expensive problem for many owner/employees even with the pass-through income deduction.

Owner/employees must, of course, include some—but not all—of the amounts received from their business

in their taxable income, although the tax rate usually varies depending on the type of payment. The pressure cleaning business can generally claim a tax deduction for some but, again, not all of those amounts distributed and/or paid to owner/employees as wages or salaries. Dividends paid by the business to shareholders are not tax deductible by the business.

REASONABLE OR UNREASONABLE?

When it comes to determining the reasonableness of anyone’s salary, the IRS has failed to provide pressure cleaning contractors and business owners and shareholders/employees with specific guidance. This has left many small business owners and their tax advisors resorting to various rules of thumb instead of basing their figures on empirical data.

Not too surprisingly, the courts are often asked to determine what is “reasonable.” According to many experts, the factors the court weighs include compensation of nonowner employees, past salary history, industry formulas, and the financial condition of the business. However, even though all these factors are considered, the court’s most heavily weighted consideration appears to be summarized as the replacement cost to the company of hiring an outside party to perform the business owner’s duties.

PASS-THROUGH BUSINESS INCOME

The qualified business income deduction (QBI) is a unique tax deduction that allows eligible self-employed and small business owners to deduct up to 20 percent of their qualified business income. The owners of pass-through businesses such as S corporations, partnerships, sole proprietorships, and LLCs, where profits pass through to the owners to be taxed at their level, may be able to deduct up to 20 percent of their QBI.

Of course, how much the owner makes helps determine whether or not a full or partial deduction can be taken. In general, total taxable income in 2024 must be under $191,950 for single filers (up

from $182,100 in 2023) or $383,900 (up from $364,000) for joint filers. For those over these limits, the IRS’s complicated rules determine whether the pressure cleaning operation’s business income qualifies for a full or partial deduction. Naturally, not all income is qualified business income. Capital gains or losses, dividends, interest income, income earned outside the U.S., and certain wages and guaranteed payments made to partners and shareholders are not QBI.

In order to both profit from and avoid the potential pitfalls of reasonable compensation in the face of accumulated earnings, early planning is essential before an audit results in headaches and expensive penalties. Seeking professional guidance for reaping those tax breaks due to you, the owner/employee of your pressure cleaning business, can ensure that you don’t run afoul of the tax laws in this area CT

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Photo

Diane M. Calabrese

Time—the fourth dimension, and a dimension of interest to both philosophers and physicists. Yet in the day-to-day of life, we have a more practical view of time: How do we make the best use of it?

In business the challenge is not only to balance cost and revenue centers but also to make the optimal use of time in doing so. One non-negotiable cost center is ongoing training (and learning) for employees.

“The toughest part of keeping employees trained and learning is finding the time,” says Missy Ordiway, the business development manager at Deco Products Inc. in Denver, CO. “But even though time is tight, it’s really important for business owners to make training a priority.”

The reason for the investment is axiomatic. “When they invest time and resources into training their staff, it helps the company grow and makes employees better at their jobs,” says Ordiway. “So, while finding time for training can be tough, making it a priority is key for everyone’s success.”

Find the hours; spend them well. “Time generally is the most difficult dimension of ongoing training,” says JJ Connolly, sales support manager at Mi-T-M Corporation in Peosta, IA.

Focus bolsters outcomes. “Proper training requires scheduled time to give adequate attention to employees without interruption,” says Connolly.

In addition to carving out the hours for concentrated efforts, there must be a way to keep pace with rapid developments. Ongoing changes in the industry or within a company must be incorporated in training.

“As a trainer, you need to be on top of changes outside the company as well as inside,” explains Connolly. And on top of appropriate information. That broad perspective and awareness ensures education aligns with what is needed and what is current.

Are there any recommendations on how to proceed? “Both online courses and inside consultants have

been used for training purposes,” says Connolly. “Product training works well with online courses and with follow-up discussion sessions with questions and answers.”

Of course, training encompasses products, methods, safety, etc.—all dimensions of the business. Methods can be matched with category of instruction to a fine degree. “Industry and organizational understanding work best with inside consultants to develop a deeper understanding that can use hands-on experience to create open training sessions,” says Connolly.

Among the many challenges in planning and conducting training sessions is the starting place for each employee. “Understanding the background and learning ability of the individual is essential,” says Connolly.

Individualized sessions can be the answer. “We have found by taking time to work one-on-one with employees, you begin to understand which way to continue their training, such as hands-on, a classroom setting, or actual examples or situations, etc.,” explains Connolly.

To be sure, solicited input from employees can also be a guide on how to manage training. Connolly’s company uses surveys, reports, and open suggestions from employees to assess needs.

Details matter in training, and “sizing of groups” should be a consideration, says Connolly. “I feel when there is ongoing training, smaller groups work better to understand any changes being made or to gain a deeper understanding of an aspect they were already familiar with.”

Each company finds its own best approach to training. Determinants of what’s best include factors such as the size and type of business.

“We routinely take advantage of the online learning management systems offered by vendors, but we have yet to purchase or integrate any on our own,” says Tim Mendoza, president and CEO of H2O Power Equipment

in Commerce City, CO. “These can be helpful if they allow for tailor-made learning paths specific to the individual taking the training.”

Tailoring takes into account that irrespective of the subject matter, not every employee begins a learning

EMPLOYERS WHO OFFER THE MEANS FOR TEAM MEMBERS TO TRAIN AND LEARN DERIVE GREAT BENEFIT FROM A WORKFORCE THAT CONTINUES GROWING STRONGER. NO DOUBT EMPLOYERS WILL OCCASIONALLY LOSE EMPLOYEES WHO LEARN SO MUCH THEY WANT TO TAKE ON CHALLENGES IN A DIFFERENT SETTING. BUT THE CHURN OF WELL-

TRAINED EMPLOYEES

BENEFITS AN ENTIRE INDUSTRY AND THE WHOLE INDUSTRIAL SECTOR.

curve at the same point. It’s important not to bore employees. It’s also important not to leave anyone behind.

“You typically have several individuals with varied experience and skill sets, not to mention workloads and schedules,” explains Mendoza, “so trying to solve for this through comprehensive training that adds

value to everyone involved can be quite difficult to accomplish.”

Ongoing training and learning are given tasks for successful companies. Although not all companies accomplish the nuts and bolts of continuous education in the same way, they all get it done.

BUILT-IN COMMITMENT

Take advantage of the too-oftenoverlooked fact that employees are eager to learn. In fact, many prospective employees rate their interest in working for a company based on the opportunities for learning that it offers.

“We find that our employees embrace the idea of receiving training at all levels,” says Jeff Theis, president and CEO of ProPulse, a Schieffer Company, in Peosta, IA. “One of the company core values is ‘Growth,’ and that encompasses individual growth.”

All forms of growth require nourishment and replenishment. So it is

with growth of knowledge. “Growth cannot be accomplished without some form of education,” explains Theis. “Our employees are eager to participate in ongoing training.”

Theis’s company takes a multilayered approach to sustaining its commitment. “Online courses are part and parcel of our training product. We utilize a subscription service that allows our employees to choose from more than 5,000 courses presented online, and we encourage our employees to use as many as possible both within and outside of their particular responsibilities at work.”

What’s the best way to get from point A to point C? We all develop plans when moving from one place to another. Yes, we could take a road and see where it leads. An indirect path may result in some interesting discoveries. But in some instances, especially when efficient use of hours matters, goal setting and planning works best.

“In order to ensure training, needs are identified regarding pertinent goals,” says Theis. “Often achieving proficiency with training results in a higher level of pay. So, motivation and accurate logging of training events for individuals are very important.”

Education is its own reward. No one disagrees with that truism. But it’s also nice when goals accomplished through ongoing training tie to a tangible benefit. And at Theis’s company they do.

“Our average employee goes through 40 hours of formalized training per year,” says Theis. “Add to that some of our informal events, and the commitment to training is an investment of about four to five percent of total payroll. I view that as a prudent and necessary investment that pays back big dividends.”

And a reminder about how the hours that bring such returns may be invested: “The focused hours encompass training in the areas of safety,

technical, quality control, leadership, and other categories,” explains Theis.

The opportunities to learn continue beyond the focused hours in-house.

“In addition, our company offers financial support on an individual basis for students enrolled at vocational schools and at college or university level, including undergraduate and postgraduate courses,” says Theis.

MOTIVE, MEANS, AND OPPORTUNITY

Not a who-done-it, but a why-do-it is what interests us about ongoing training and learning. Each member of a team has a motive for partaking in more training and in learning as much as possible.

And we will not hedge reality. In certain instances, the motive may be because an employer directs the employee to do so as a condition of employment. But more often, the purpose in participating in a training session is personal.

The employee wants to improve skills or learn new things. The employee also wants to strengthen credentials to demonstrate that he or she can offer more to a company in a different role— perhaps through advancement.

There are many surveys of employee sentiment available online. All illustrate that a majority of employees want to learn and want to put their expertise to use. Next to allotting time for training, the biggest challenge for an employer may be to capitalize on the skills of all employees so that they do not feel underutilized.

Employers who offer the means for team members to train and learn derive great benefit from a workforce that continues growing stronger. No doubt employers will occasionally lose employees who learn so much they want to take on challenges in a different setting. But the churn of well-trained employees benefits an entire industry and the whole industrial sector.

Opportunity is what employees seek in a job setting. At the first level, it’s the opportunity to be compensated for their work.

Then, beyond the first level, employees want to keep growing. Such growth begins with learning.

In an ideal world, a strong team gets stronger and persists and grows together. Employers who query their team members for ideas may identify ways to expand or innovate.

It’s not easy to develop a cohesive team. (And certainly, in some sectors, such as sports, fragmentation and realignment have become the

norm.) Ongoing learning and training help keep a team together, especially when educational sessions give employees a chance to share what they have learned (e.g., training the trainers).

Motive, means, and opportunity can and should be forces for good. Employers and employees share the rewards of ongoing learning and training.

Time is precious. Use it wisely CT

SUCCESSFUL CONTRACTORS KEEP LEARNING AND LEARN FROM THEIR MISTAKES

by Diane M. Calabrese

Seventeen? Five? Choose a number. Online search engines churn up lists of everything, including things that make a contractor successful. But perhaps it’s possible to settle on one trait: Determination.

Being resolute and unwavering is a must for achieving success. It’s worth considering, though, what exactly constitutes success.

“There are a lot of traits that business owners need to build a company, like determination, adaptability, and resourcefulness, but being successful really depends on the person and their vision,” says Henry Bockman, president of PowerWashCompany.com in Germantown, MD. The uniqueness of vision encompasses what a contractor wants to accomplish.

“What success is and how it is measured may vary,” explains Bockman. “A lot of contractors think success is owning a company that grosses over a million dollars a year.”

The seven-figure perspective needs to be tempered, however. “That sounds great, but if your net profit is five percent and you’re working 12 hours a day, six days a week, then you might be a lot happier getting a regular nine to five job and avoiding the risks of running a company,” says Bockman.

“There are a lot of small owneroperated companies that are more profitable than companies with five trucks and seven employees,” explains Bockman. Each contractor must establish the configuration that works best for him or her.

“What is success?” is a question that Bockman poses in a philosophical way. “I think many new companies have a dollar figure in mind, but I think that work-life balance and being happy are more important,” he says.

Everyone, even the most successful contractor, is on a learning curve. Methods and products

change. So, too, do surfaces and regulations.

Successful contractors not only keep learning but also commit themselves to learning from doing. And part of the doing is interacting with customers in a consistently positive way.

“Being personable and building relationships with clients will enable contractors to build loyal clients that are less likely to switch to another contractor with lower prices,” says Bockman. “Also, learning from mistakes and creating systems that prevent errors from happening again is extremely important.”

A never-made-an-error contractor? It doesn’t happen. Bockman explains that everyone makes mistakes. And he emphasizes that the most important thing is to be certain a particular error never happens again. Learn from each experience.

FAIR PLAY OF TURN AROUND

Contractors can get quite a good idea of what their customers want by turning the question around. From roof or HVAC replacement to bathroom or kitchen remodeling, every contractor in our industry has had experience hiring a contractor.

It doesn’t matter which project a contractor handles as the expectations of customers are the same. Customers want a good result at a price they can afford. And it’s a given they don’t want anything damaged in the process or an indefinite or endlessly extended timeline.

Competent, trustworthy, and efficient are traits of successful contractors that transcend any industry. Even if a customer knows nothing about power washing, the customer will know something is amiss if they observe any sign of cavalier activity.

A little thing like a member of the team who is not in the best mood and raises a voice can worry

a customer. Politeness must be the norm on every jobsite.

Politeness and professionalism should be one and the same. A customer who asks for too much or who has unrealistic expectations may be exasperating, but politeness must govern all interactions.

Perhaps a contractor will say to himself or herself, “I’ll never take another job for this individual.” Just don’t say the quiet part aloud. Neighbors may be watching and listening.

Word-of-mouth (and direct observation) referrals remain one of the best forms of advertising in high-density suburban areas where there is keen competition for contractors. Before spending on boosting returns in search engines, be sure to polish cordial interaction skills.

Successful contractors say a quick hello (good morning, good afternoon) to passersby. They avoid disruption of any kind to neighboring properties. In all actions, they just do the little things that get them noticed and draw positive responses.

Contractors who have no county license number on their vehicles or who have totes and equipment toppling out of a van door that opens to a jumbled mess get noticed too. A neat

and orderly vehicle signals to prospective customers that the contractor will work in a methodical way.

Focus. It’s become a wearisome word. Still, it’s an important trait for a contractor.

Perhaps a power-washing contractor is fully ambidextrous and can manage a smartphone in one hand and a wand in the other. But customers want to see a focused individual.

RULES FOLLOWED

Successful contractors know and scrupulously follow the local, state, and federal regulations that apply to them. They may also be subject to another layer of regulations from HOAs [homeowners’ associations].

Consumers get a lot of advice from various regulators. They also have a lot of recourse if they want to pursue a complaint. A complaint can hold up payment to a contractor.

Get it in writing. That’s an operative phrase for consumers and for contractors. The idea is that all things will be mutually agreed before a project begins, so what could go wrong?

As we know, things can always go wrong. Just because customers sign a contract laden with protective boilerplate language for a contractor

does not mean they have read the contract. That’s a problem.

Successful contractors try to sort out and emphasize the essential points of a contract in a space tailored to a customer. This is what will be done. This is what will not be done.

Successful contractors never overpromise. A roof will not look new after soft washing; but soft washing will remove dirt and mold, and the roof will look better.

Working with residential and small commercial clients differs from working with large commercial and industrial clients. The large commercial and industrial clients, which typically bid out work, will specify exactly what they want done and very often how they want it done (right down to specific equipment to be used).

There’s an investment of time in obtaining large contracts in the form of documentation and the uncertainty of the competitive bidding process. There’s also an investment of time in providing estimates to residential and small commercial customers, but it’s usually much, much less.

Smaller customers require a different kind of investment of time. That’s time to sort through what they want. Not all customers are as easy to read as others.

There’s an adage about public speaking: Assess the audience (“read the room”), and peg the presentation to that audience.

A successful contractor does not use a script but has the ability to tailor presentations to customers. No time will be wasted on giving customers who have a clear-cut idea what they want and will pay an agreed upon price for that service information they do not want.

On the other hand, a successful contractor is ready to use concision and persuasion to expedite interactions with the customers who are vague about what they want. Even more time-consuming are prospects who are wholly unrealistic about the results they can expect or the cost of services.

To be successful, a contractor must be prepared to say, “That can’t be done.”

Regulating authorities, which again we recall likely include layers of government levels, will define some parameters. Licensed contractors know the rules they must meet, rules that often establish limits for them.

For example, one-third of the payment may be due when a contract is signed, another one-third when a job commences, and the final one-third on completion of the job. That’s a typical local government rule.

A customer usually has a short interval of time—48 hours or so—to back out of a contract. In some localities, older people (e.g., 60 or 65-plus) get a longer interval of time (e.g., a full week) during which they can void the contract. Contractors must make sure a written agreement is in effect before starting work.

AWARENESS

Successful contractors are aware. They are situationally aware on the jobsite. They are also aware of the impact the online world has on their business.

Many businesses post comments from satisfied customers on their websites. All well and good, but who is going to post a comment from a

dissatisfied customer? Business consolidator sites also post reviews from customers, satisfied or not. Consumers know how the system works and sift through comments looking for something concrete.

Prospective clients look for details, such as how plants were protected and how the equipment looked and sounded. In states where license holders are listed online, they also check to make certain a contractor has a

license and that there have been no lapses because of problems.

Above all, successful contractors know each job involves a positive interaction between the contractor and the property owner. When the job is completed, the contractor nets an appropriate sum, and the property owner is satisfied.

Successful contractors build on those positive interactions, stacking one upon the other. Determination day in and day out CT

2024 PWNA ANNUAL CONVENTION AT POWERCLEAN ®

Networking & Innovation in Power Washing

The Power Washers of North America (PWNA) is thrilled to announce the 32nd annual convention at the 2024 PowerClean ® with CETA, the most significant event of the year for the power washing industry. Scheduled for November 1–3, 2024, in Orlando, Florida, this landmark event promises to be an unparalleled gathering of industry professionals, vendors, and innovators.

PowerClean® 2024 sets the stage for showcasing the latest technologies, services, and trends shaping the future of power washing. As one of the largest trade shows in the industry, it offers an unmatched opportunity for attendees to network with peers; meet leading manufacturers, distributors, and vendors; and discover groundbreaking products and solutions.

Highlights include training and certification classes led by industry experts, live demonstrations of the latest equipment, and exclusive insights into market trends and business strategies. PowerClean® 2024 is the ultimate destination for anyone looking to stay ahead in the dynamic world of power washing.

Don’t miss this chance to connect with the heart of the industry. For more information and to register, visit our website.

The Power Washers of North America (PWNA) is dedicated to promoting excellence and innovation in the power washing industry, offering resources, education, and support to professionals worldwide. For more information about PWNA, email info@pwna.org, visit www.pwna.org, or call 800-393-7962 CT

KIRA B 50 FROM KÄRCHER: AUTOMATIC SCRUBBER FOR ALL CLEANING TASKS

Efficient, Simple, Autonomous, and Safe to Use

Kärcher is pleased to present its newest autonomous cleaning machine—the KIRA B 50 scrubber. KIRA utilizes 3-dimensional sensing along with integrated laser scanners to ensure reliable, consistent navigation within any facility. An optional docking station and lithium-ion batteries enable KIRA B 50 to perform rapid, autonomous resource exchanges. This helps in limiting the need for human interaction, saving valuable time and money. Thanks to the unique operating system, the autonomous machine

can be configured for cleaning any environment quickly. Operators will be able to efficiently map and store routes that will allow KIRA to maximize its cleaning potential.

Efficient and Autonomous Scrubber

With a working width of 22 inches, a maximum working speed of 2.7 mph, and the powerful 160 Ah lithium-ion battery, the scrubber brings an area performance of up to 25,450 ft²/h in autonomous mode. KIRA is effective for medium- to large-sized applications and can also excel in congested cleaning environments. KIRA B 50 is an ideal addition to a wide range of applications, including logistics, transportation, retail, manufacturing, healthcare, and education.

Parameters such as solution flow, chemical dilution, and cleaning speed can be pre-set, ensuring clean solution is applied properly depending on the working speed. Proven cylindrical brush technology with presweep function and the side brush enable cleaning close

NEW EPA-REGISTERED DISINFECTANT FROM ITD

to the edge, ensuring consistently high cleaning results. Staff will have more time to take care of high-value tasks and emergencies while KIRA takes care of the day-today flooring demands.

For more information, visit kärcher.com

Sani Quat 23, ITD’s new EPA-registered disinfectant, is a concentrated, no-rinse quat sanitizer suitable for various settings including food establishments, healthcare facilities, and animal premises. With easy spray-and-wipe, mop bucket, or third sink application, no rinsing is needed.

In addition to Sani Quat 23, ITD offers a broad line of stock industrial detergents and specialized chemical products under both our own name and private label brands, along with custom formulation, blending, and packaging to fit the unique needs of individual distributors.

For more information, visit ITDinc.biz, call 1-800-472-1233, or email customerservice2@itdinc.biz. CT

ZONE 1

American Waterworks, Inc. 13250 Weidner St. Pacoima, CA 91331 818-252-0706

www.americanwaterworks.net

Custom trailer system sales & service.

Nor Cal Pressure Washer Equipment

250-G S. Maple Ave. S. San Francisco, CA 94080 (866) 554-6601

www.norcalpressurewash.com

Hydro Tek Sales & Service, Industrial/Commercial.

Pacific Bay Equipment 609 G Street Modesto, CA 95354 (209) 578-3925/fax (209) 578-3120

www.pacificbayequipment.com

SF Bay area: 28301 Industrial Blvd. Hayward, CA 94545

ZONE 4

Pressure Systems, Inc.

1646 E. Jefferson Street Phoenix, AZ 85034 (602) 253-9579

www.pressuresystemsinc.com Experience Makes a Difference. Working With Water & Finding Solutions Since 1965.

Superior Cleaning Equipment

4422 E. University Dr. Phoenix, AZ 85034 602-257-1357 sceclean.com

ZONE 5

American Cleaning Systems 5261 W. 42nd St. Odessa, TX 79764 (800) 205-7797

www.amcleaning.net

Pressure Washers, Soaps, Degreasers, Hot Shot

Alklean Industries, Inc. 2111 Catalina Dr. Pasadena, TX 77503 (281) 479-5966 www.alklean.com

Hotsy, Mi-T-M, Hydro Tek, Alkota, KEW, Alto, plus many more. POWERWASH.COM 2313 Cold Springs Rd. Fort Worth, TX 76106 (800) 433-2113 www.Powerwash.com

Pressure Washer Sales & Service, Parts, Chemicals. River City Pressure Cleaning Equipment 7306 NE Loop 410 San Antonio, TX 78219

(888) 889-WASH (9274) www.rcpce.com

Industrial Pressure Washer Sales, Service, Parts, Detergents, & Diesel-Powered Equip. Available.

Sellers Sales Co. Inc. Pumps & Equip 1904 So. Loop Drive Waco, Texas 76704 (254) 754-5761

info@sellerspump.com

Cat Pumps dist for 50 years. Pump Sls/Parts/Repairs/Cstm Built Pump Pkgs

ZONE 6

AaLadin Central Pressure Washers & Supplies 2339 East Front Street Kansas City, MO 64120 (816) 221-1007

www.aaladincentral.com

Aaladin Elite Dist. Sales, Service, Parts, Soap for all brands. Chappell Supply & Equipment

• CETA Certified Distributor 6509 W. Reno Ave. Oklahoma City, OK 73127 (405) 495-1722

service@chappellsupply.com 1-Stop-Shop for Industrial Cleaning Equip. Needs.

KO Pressure Supply 2950 E. Division

Springfield, MO 65803 (888) 301-3005

www.kopressuresupply.com

Quality Parts, Equipment, Chemicals, and Service.

ZONE 7

American Pressure, Inc.

• CETA Certified Distributor 3810 West Broadway Robbinsdale, MN 55422 (763) 521-4442

www.AmericanPressureInc.com

Parts/Repair/Equip-Contractor Discount-Huge Inventory

Omega Industries, Inc. 11317 W 47th St. Minnetonka, MN 55343 (952) 988-8345

http://omegaindustriesinc.com

Sayers Wash Systems 21020 Cambodia Ave. Farmington, MN 55024 (800) 456-9840

www.SayersWashSystems.com Servicing Virtually All Brands of Pressure Washers. ZONE 8

Michigan Power Cleaning 2101 Palmer Avenue, Kalamazoo, MI 49001 (269) 349-3656

MichiganPowerCleaning.com 35y+ Parts/Service Cat General Hydrotek and Other Brands. ZONE 9

Pressure Washer Supply Center 480 Hylton Rd. Suite D Richmond, VA 23238 804-708-9851

pressurewashersupplycenter.com

Commercial Pressure Washer Sales, Service, Parts, Chemicals & Repair.

Pressure Washer Supply Center 110001 Houser Dr. #13 Fredericksburg, VA 22408 (804) 708-9851

pressurewashersupplycenter.com

Commercial Pressure Washer Sales, Service, Parts, Chemicals & Repair. ZONE 10

Delco of Knoxville 6675 Clinton Hwy Knoxville, TN 37912 (865) 938-4486

Sales. Parts. Service. Rentals. Etowah Chemical Sales & Service

• CETA Certified Distributor 1706 Rossville Ave. Chattanooga, TN 37408 (423) 756-5763

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 5720 A Middlebrook Pike Knoxville, TN 37921 (865) 584-7477

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

ZONE 11

Etowah Chemical Sales & Service

• CETA Certified Distributor 878 Davis Dr. (Atlanta) Conyers, GA 30094 (770) 760-7031

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 206 5th Ave. SW Cullman, AL 35055 (256) 734-1208

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 7688 Spanish Fort Blvd. (Mobile) Spanish Fort, AL 36527 (251) 621-1901

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 3521 Richard Arrington Blvd. Birmingham, AL 35234 (205) 323-6441

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor

2618 Forrest Ave. Gadsden, AL 35904 (256) 547-7527

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

Etowah Chemical Sales & Service

• CETA Certified Distributor 1624 ½ Hamilton Road LaGrange, GA 30240 (770) 668-6319

www.etowahchemicals.com

Quality Chemical & Equipment Solutions Since 1980.

GCE, Georgia Chemical Equipment 1580 Beaver Ruin Road Norcross, GA 30093 (770) 921-0397; (800)762-7911

https://georgiachemical.com

Sales, Service, Chems, Rentals Repairs on Nat Brands. North Georgia Airless 2126 Hilton Drive Gainesville, GA 30501 (770) 532-4442

www.NorthGeorgiaAirless.com

Trusted Sales, Rental, Parts and Repair Center.

Power Cleaning Equipment, Inc. 5020 Hwy 157 Florence, AL 35633 (800) 423-8605

joe@power-cleaning.net

Full-service P.W. Dist & Chem. Mfg. (TN also)

ZONE 12

Faitella Enterprises

• CETA Certified Distributor

Ft. Pierce, FL (800) 874-0607

www.faitellaenterprises.com

Since 1976, Sales & Service at Your Location or Ours.

Florida Pressure Washing Equipment & Supplies 671 Progress Way Sanford, FL 32771 (407) 688-4532

www.floridapressurewashing equipment.com

Mi-T-M Dist. Seal´nLock, PW Sales, Service, Parts.

ZONE 13

ETS, Equipment Trade Service Co. Inc. 20 East Winona Ave. Norwood PA. 19074 (610) 583-7657

www.etscompany.com

All PW’s! Sales, Repairs, Rental, Parts, Chems, Since 1970.

Hydro-Spray

2928 Washington Avenue Clearfield, PA 16830 (800) 528-5733

www.hydrospray.com

A full-service car wash & pressure wash equip provider.

Kepner Equipment, Inc. 2365 Firehall Rd.

Canandaigua, NY 14424

888-895-2632

www.kepnerequipment.com

Helping You Clean Up Your Act Since ‘92! Sales, Service, Detergents

Portage Power Wash 814 736-6288

217 Main St. Portage, PA 15946

www.portagepowerwash.com

We are a family-owned business that has over 40 years of experience.

ZONE 15

PSC Pressure Systems Company, Inc. 3300 Steeles Ave. W Concord, ON, L4K 2Y4 www.pscclean.com (800) 246-9689

Manufacturing, Sales, Parts and Service, since 1969.

Pumps and Pressure, Inc. 7018 Johnstone Dr. Red Deer, AB T4P 3Y6 (800) 661-9274

www.pumpsandpressure.com

Serving all industries in Western Canada since 1984.

ACCESSORIES

Accessories: Schedule 80 Aluminum Wands, cut & threaded. Call for price, 800-874-0607. PA SpA: +39 0522 623 611; www.pa-etl.it.

Steel Eagle: 800-447-3924; www.steeleagle.com.

ACCESSORIES AND PARTS

Barens, Inc.: 800-676-0607; www.barens.com.

ASSOCIATIONS

CETA: 800-441-0111; www.ceta. org.

PWNA: 800-393-7962; www. pwna.org.

BURNERS

R.W. Beckett: 440-327-1064; www.beckettcorp.com.

Wayne Combustion Systems: 260425-9200; waynecombustion.com.

BUSINESS FOR SALE

CAR WASH

Kleen-Rite: 717-684-6721; kleenritecorp.com.

Veloci Performance Products: 866-686-4020; vppdealers.com.

CHEMICALS

Etowah Chemical Sales & Service: 800-848-8541.

ITD Chemical: 800-472-1233; www.itdinc.biz.

Vector Chemical: 800-331-0347; vectorchemicals.myshopify.com.

COILS

Coils-R-Us: 479-549-3880; www. coils-r-us.com.

Farley’s Inc: 800-522-COIL; www. farleysinc.com.

CONCRETE PAVER SEALING

Deco Products: 800-500-DECO (3326); www.decoproducts.com.

EQUIPMENT

Aaladin Industries: 605-356-3325; www.aaladin.com.

American Washall: 833-645-4275; AmericanWashall.com.

BE Pressure Supply, Inc.: 800663-8331; www.bepressure.com.

Cam Spray: 800-648-5011; www.camspray.com.

Epps Products: 888-826-9191; www.eppsproducts.com.

Karcher North America: 877722-6555; www.karcher.com.

Mi-T-M Corporation: 800-5539053; www.mitm.com.

PowerJet Pressure Cleaning Systems: 877-765-9211; www. powerjetpressure.com.

PSC Cleaning Systems: 905761-1733; www.pscclean.com. UDOR USA, Inc: 651-785-0666; www.udorusa.com.

EQUIPMENT— EXPLOSION-PROOF

FINANCE/LEASING

Lease Consultants Corp.: 800325-2605; www.equipmoney.com. FITTINGS

Midland Industries: 800-8215725; www.midlandmetal.com.

GRAFFITI REMOVAL

Equipment Trade Service Co.: 877-824-7763; www.taginator.com.

Graffiti Solutions: 800-891-0091; www.graffitisolutions.com. HEATERS—SPACE

JTI Trade, Inc.: 360-226-3637; www.val6.com.

HOSE REELS

BluBird Industries: 844-7694673; www.rmxind.com.

PROPULSE, A Scheffer Company: 563-583-4758; www.power

PRESSURE WASHERS

Dyne Power Packs: 772-332-1662.

Pressure Systems Innovations: 561-249-2830; https://pressure systemsinnovations.com.

PSC Cleaning Systems: 800246-9689; www.pscclean.com.

PUMPS

Cat Pumps: 763-780-5440; www.catpumps.com.

UDOR USA: 651-785-0666; udorusa.com.

Valley Industries/Comet USA: 800-864-1649; www.comet pump.com.

PUMPS AND ACCESSORIES

AR North America: 763-3982008; www.arnorthamerica.com.

UDOR USA, Inc: 651-785-0666; www.udorusa.com.

Valley Industries/Comet USA: 800-864-1649; cometpump.com.

SURFACE CLEANERS

Idrobase Group: +39 049 9335903; www.idrobasegroup.com.

Whisper Wash: 727-577-1292; www.whisper-wash.com.

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WEBSITE: www.eatoils.com

DISTRIBUTOR INQUIRIES WELCOME

TRAILERS

Universal Trailer: 818-252-0706; www.americanwaterworks.net.

TRAINING

VALVES

Midland Industries: 800-8215725; www.midlandmetal.com.

WASTEWATER CAPTURE SYSTEMS

WOOD RESTORATION

Woodrich Brand: 314-762-8865; woodrichbrand.com.

WOOD STAINING

Wood Defender: 817-658-KOTE (5683); wooddefender.com.

WATERJETTING DIRECTORY

ASSOCIATIONS

WJTA-IMCA: 314-241-1445; www. wjta.org.

WATER BLASTING