Photo of Wesley and his son Wesley Jnr

We just had a phone call from an extremely appreciative gentleman. He was ringing to say that we have some pretty “Damn” good workers.

Around 11.20am on Sunday morning, his daughter was coming out of Lynmore Primary School after a church service.

Our Crest cleaner Wesley Larey had just arrived to clean the school.

She asked Wesley to help her down the stairs, which he did. She then collapsed at the bottom of the stairs having an Epileptic seizure.

Wesley stayed with her, covered her and called the ambulance. He waited until other people came to help, then went out on the street to show the Ambulance where to go.

Well done Wesley, you’ve made everyone at CrestClean proud.

There are many ridiculous measures of economic cycles, but the Playboy index is surely the silliest.

American economists tracked booms and busts and matched the data with the bust-waist-hip ratio of Playboy models. They concluded that the vital statistics of a recession were 36-25-36 – a plus size in Playboy terms – while boomtime playmates were relative stick insects.

In New Zealand we must rely on more prosaic measures of growth and decline. But economists looking for a novelty indicator could do worse than consider what could be called the toilet brush index.

Grant McLauchlan is managing director of Crest Clean, a rapidly expanding commercial cleaning company that services medium to large-sized enterprises. He believes Crest is in a unique position to gauge the upswings and downturns in business activity.

To be fair, McLauchlan doesn’t use the term “toilet brush index”, but he does say Clean Crest’s fortunes are a good match for regional unemployment numbers.

“We saw a big clean-out in South Auckland and it was hell there for our local guy and us, as a result.

I do believe the recession hit hardest in South Auckland and [pre-quake] Christchurch – and I don’t consider the other regions fared too badly,” he says. “Four years is a long time [but] we’re starting to see genuine economic growth.

“We see it in the regions from Tauranga, Rotorua, Christchurch, Invercargill, Kapiti Coast, Hamilton – [in South Auckland] out by the airport, a lot of those freight forwarders closed up but they’re now filling back up again and we’re seeing good growth.”

McLauchlan says another indicator is the length of contracts; Crest regularly signs two-year and “sometimes five-to-ten year contracts – there’s no question we’re seeing increased [growth].”

The past year has been particularly brisk: “Through the recession we’ve doubled the size of our business. We increased the [value] of contracts under management by 22.8 per cent between 1 April, 2011 and 31 March, 2012.”

McLauchlan expects operating revenue of $25 million to increase 30 per cent this year.

Crest Clean is an interesting firm because it’s a services company that exports to Asia. It has established a franchise in New Delhi, has spent considerable time looking at southeast Asian markets and is close to committing to Singapore and perhaps Vietnam.

They’re exporting a business model and cleaning system, based on British Institute of Cleaning Science standards, in an industry that McLauchlan says is “shocking – staff turnover is between 60 per cent and 100 per cent per annum.” At Crest, the average tenure is over five years “and that’s weighted down by the 60 people who joined us this year”.

“We turned what was a boring low-paid industry into a career path for these people,” he says. Investment in technology and education is the key. “Through to 2004 and about $4 million revenue, we were probably like the rest of the industry saying, ‘Here’s your gear, here’s your client, see you later’.”

Instead, the company changed into a hybrid cleaner-educator, offering skills and services to its employees and its clients. Regulatory compliance is cleverly exploited in the Crest Clean offering. “We invested a lot of money in our people, our IT systems and our brand.”

At its most basic, Crest takes 15 per cent of franchise revenue in return for its colour-coded cleaning system (“blue for loo, for instance”) and handles all the branding, advertising, tax and GST returns.

But there’s clearly a strong dynamic between franchise owners and head office that drives growth. The Indian venture came about because of the strength of old-fashioned business friendship.

A young, well-to-do Indian couple, Ajit and Shikha Jain, came to NZ and set up a Waikato franchise, then quickly upgraded to a South Auckland regional franchise. They became friends and the McLauchlans went to Delhi to meet the folks. Then came the call for the Jains to return home.

It was only natural that the Crest brand would be “Indianised”. Clients include Indian government agencies, schools and medical services. Revenue is NZ$1.5 million now, but McLauchlan describes the operation as “on the cusp”.

“The world is looking at India and if we get a brand going there then it’s going to make further international expansion easier.”

Singapore is imminent. “We want to make Singapore our hub for southeast Asia and NZ Trade & Enterprise have lined up a series of meetings with existing service providers. We see our business model as a good bolt-on for an existing company.”

Give Singapore six months, a year, then the same company can take Malaysia. “And then there’s the Middle East”.

A survey of 68 Christchurch, Dunedin and Invercargill primary school found some without soap, hot water or disposable towels or hand dryers.

One school had no soap, five had no toilet paper in any toilets, six had no way to dry hands – and 49 had “deficient hygiene facilities”.

“Good hand hygiene is one of the most effective ways of preventing infectious diseases,” Southern District Health Board medical officer Dr Marion Poore said. “But it’s hard to expect people to wash their hands if the facilities aren’t clean and tidy. In the southern climate, having only cold water can be a turn-off to hand washing.”

The Otago University and health board research assessed availability, functionality and provision of hand basins, soap and hand dryers. The results were published in Oxford University’s Journal of Public Health this month.

The Ministry of Education recommends schools provide warm water, liquid soap at every basin, and hand dryers, but researchers found significant discrepancies between school and workplace requirements.

Department of Labour guidelines recommended the provision of toilet paper and handwashing and drying facilities, and stipulated toilets be private, clean, ventilated and well-lit. Ministry of Education guidelines have no requirements for toilet paper or upgrading facilities.

“Children should have the same quality of facilities as adults,” Poore said.

Last year a strategy was introduced that requires schools to upgrade toilets every 25 years, but almost 70 per cent of New Zealand schools are between 30 and 100 years old.

The study followed the rapid spread of the 2009 influenza pandemic between countries.

“We need to realise there has been little research in this area, so it is possible schools may not have been aware of potential problems,” Poore said.

The survey found rich and poor schools were equally bad, and findings mirror anecdotal evidence from North Island schools. A south Auckland primary teacher told the Sunday Star-Times her school’s facilities were “disgusting”.

“Parents and kids complain. The soap dispensers are always empty, and the toilets regularly have no paper. They never have hand towels, the floor is always wet, and it doubles as a changing room,” she said.

A New Plymouth secondary school student said he never used the school’s facilities because they were so dirty. While some toilets had liquid soap, others had old and cracked soap bars, the water was always cold and there were no hand dryers.

One teacher said most schools in his north Auckland district provided cold water, liquid soap, sanitiser and hand dryers, but a Tauranga teacher said children often wasted supplies.

“There are always kids who think its funny to throw wet toilet paper on the roof or steal the soap and flush it down the loo. Not only does it make the toilets yucky, but it is also costs the school lots of money.”

Ministry of Education policy manager Jerome Sheppard said the health and safety of students and staff was a priority, with boards responsible for ensuring schools were safe and hygienic.

“But we are aware some schools don’t have adequate washing facilities and we have been working with the Ministry of Health to identify those,” he said, to prioritise funding.

Article source Stuff.co.nz

Oxfam Trailwalker is the most life changing, team building, foot slogging, friendship forming, group hugging experience…ever!

CrestClean sponsored the Auckland KPMG team which did the 100km event in 23hrs 54 minutes, well under the 36 hour limit.

Well done team!

For more information, and to support the Oxfam fundraising effort, go to:

http://www.oxfam.org.nz/oxfam_trailwalker/

The event was an Auckland Chamber of Commerce luncheon, where the Crest’s Auckland Managers took a table and invited some of their key clients.

CrestClean has produced a set of four ‘Look After Your School’ posters which are distributed to our school customers.

We wanted to promote positive messages aimed at kids. The posters add a splash of colour… and a serious message to areas like school notice boards, toilet areas and close to handbasins. They are A3 size, printed in full colour on card, then laminated for protection.

CrestClean liaised with school principals to ensure the messages were on target and that the images would appeal to students. The feedback from schools receiving the posters has been overwhelmingly positive and appreciative.

We have had many additional orders from our school customers and we intend to continue to have these posters available on request for any of our school customers as they need them. Anyone who would like a set for display can order one by contacting service@crestclean.co.nz

Click here for more information about New Zealand’s best educated School Cleaners

Crestclean has sponsored the “News” section, which is one of the most  viewed parts of the website: see www.nzpf.ac.nz

As a company we are very happy to support the Principals’ Federation, says Crest’s managing director Grant McLauchlan. We think the Federation does a great job of supporting NZ principals, particularly in the tough political and economical climate we have had in recent years.

The Federation, which represents more than 2,300 principals from the education sector, was first established in 1982. It provides support and a professional voice for members throughout New Zealand, also information and professional resources, legal support and advice as well as a number of publications and a helpline.

CrestClean is proud to support the Federation as a Bronze Business Partner, since 2008.

Click here for more information about New Zealand’s best educated School Cleaners

New Zealand’s $1 billion commercial cleaning industry just took another step forward with CrestClean celebrating its 15 year anniversary by announcing ambitious growth plans in both New Zealand and Asia.

“Today I am announcing that CrestClean will be creating up to 150 fulltime skilled jobs over the next 18 months to add to our already strong New Zealand commercial cleaning business”, says Grant McLauchlan, Managing Director of Crest Commercial Cleaning.

CrestClean currently employs 1400 people across its New Zealand and Indian operations.

“This announcement is built on the increased demand for the company’s services from both public and private sector organisations” said Mr McLauchlan, adding that “growth projections for CrestClean give us further confidence in making this announcement”.

“The creation of 150 jobs is a significant vote of confidence in CrestClean’s service delivery and demonstrates that there are strong, successful and growing companies in New Zealand”.

“We started as a small Dunedin based company, and now 15 years later we cover New Zealand and have the support of New Zealand Trade & Enterprise in expanding our business in India and South East Asia,” said Mr McLauchlan.

CrestCleans’ success over these past 15 years comes down to the partnerships we have established; not only with our clients, but also due to the training and qualifications that CrestClean provides its personnel. Our commitment to industry leading  health and safety and  environmental protocols is proving attractive to business and government agencies in today’s competitive economic environment.

It’s hardly the favourite thing to do around the house, but outside of it, cleaning is big business. Just ask Grant McLauchlan of Dunedin business CrestClean.

McLauchlan and his business partner, Rene Mangnus, bought a small Dunedin cleaning company in 1996 with an annual turnover of $80,000. Rebranded CrestClean, it became the pilot operation in what is now an international commercial cleaning business with more than 300 franchises throughout New Zealand and India, and operating revenue of $25m.

The directors chose the commercial cleaning industry for its size and cash flow stability. At the time, the industry was also dominated by a large, foreign-owned corporate with high staff turnover, so the company saw the chance to establish a quality New Zealand brand. Successful overseas, but in its infancy here, the franchise model offered scalability without the liability of leasing business premises, says McLauchlan.

After two years in operation and the sale of five franchises, the business expanded to Christchurch and then Hamilton. In 2002, the board was expanded to include an experienced independent chairman, and capital was raised through an offer of shares under the Investment Opportunities Scheme at that time. The directors set about their vision of creating a respected New Zealand brand in the industry.

CrestClean now has 305 franchises, managed by 15 master franchisees in 17 regions. Training, health and safety, environmental compliance, security and customer care form the backbone of their business philosophy. CrestClean is the largest trainer registered with the commercial cleaning NZQA Industry Training Organisation and continuous upskilling of its personnel is crucial to success. CrestClean has also introduced its own range of environmentally responsible cleaning products.

A major component in its success has been its banking relationship with Bank of New Zealand, which began in 2002. “In the early years, the challenges were all about financing the business,” says McLauchlan. “Especially when we were growing quickly. You soon learn that finding the right banking partner and managing your balance sheet is very important.” BNZ has helped CrestClean meet various challenges by maintaining a good understanding of the business and how it operates. For the past six years, CrestClean has been working with BNZ Business Partner Alex Newdick who admires its directors’ endeavours.

“CrestClean is successful first and foremost due to the governance by its board of directors,” he says. “There’s a strong focus on quality, training and service, with great systems in place. They work hard to look after their franchisees.”

BNZ initially offered CrestClean an innovative facility called Debtor Finance. Now known as Invoice Financing, it lets customers immediately access up to 80 percent of the face value of approved invoices through Internet Banking for Business, helping businesses free up their cash flow.

CrestClean was the first of its clients to benefit from the product, and McLauchlan says BNZ’s support of CrestClean in 2002 was a major contributing factor that allowed him to continue to implement his business plan.

“We were struggling to finance growth and the other trading banks demanded bricks and mortar as security. We had a strong business and considered our cash flows sufficient collateral. BNZ’s Debtor Finance facility was exactly what we were after.

It supported our growth through to November 2005 when we transitioned to mainstream banking facilities again.”

BNZ continues to provide working capital and banking facilities to help CrestClean achieve its goals. Relationship banking is another component of its offering, with a diverse range of presenters on offer, including BNZ chief economist Tony Alexander and entrepreneur Sir Richard Branson.

A significant development for CrestClean has been recent offshore expansion. A successful master franchise owner returned home to New Delhi and asked about a country licence for India. CrestClean India has been trading for 30 months with current revenue of $NZ1.5m. Strong growth is
forecast for the operation thanks to accounts with Indian government agencies, schools and medical services.

“BNZ is an innovative bank and we are very happy customers. Picking up on our offshore expansion plans, they’ve already indicated the availability of resources to help us access Asian markets,” says McLauchlan. “Having the flexibility and support of the BNZ means we can get back to growing the business rather than worrying about the timing of our cash flows.”

Those plans for growth include a five-year goal to more than double the size of the business. “Our strategic vision is to become New Zealand’s most successful and recognised commercial cleaning company,” says McLauchlan.

“Internationally, CrestClean will expand the business model into other Indian cities, and target the sale of country licences to Singapore, Malaysia, Vietnam, Korea, Philippines and Indonesia.”

The BNZ Bank has honored Crest with an exclusive invite to the VIP banquet and cocktail function. Our Managing Director Grant McLauchlan will be seated at the head table with Sir Richard Branson himself.

Crest was chosen, along with only a select few others, for our innovation, and for sharing the same entrepreneurial spirit and determination to stand above the crowd as Sir Richard.

Read more about the event here: www.bransonauckland.co.nz