How much does it cost? This is often the first question organizations ask when evaluating floor care equipment. In an environment where facility budgets are tighter than ever, machines with a lower upfront cost can appear to offer immediate savings. However, the well-known phrase, “You get what you pay for,” also applies to floor care machines. For facility managers, choosing equipment based primarily on initial cost can ultimately lead to higher long-term expenses, operational disruptions, inconsistent cleaning results and increased labor demands. In many cases, the least expensive machine becomes the costliest decision over the life of the equipment. Hidden high costs A lower price tag is always appealing, but the true cost of a floor care machine extends far beyond the purchase price. A low upfront cost often reflects compromises in machine durability, engineering quality, serviceability or operational efficiency. While those tradeoffs may not be immediately visible during procurement, they quickly become apparent in day-to-day operations. Floor care machines operate in healthcare facilities, schools, retail stores, warehouses and other demanding environments where equipment reliability directly impacts productivity and cleanliness standards. Low-cost machines that are not engineered for sustained commercial use often experience: More frequent breakdowns Reduced battery performance Inconsistent water or chemical usage Shorter component lifespan Increased maintenance requirements Over time, these issues compound operational costs and place additional strain on already stretched maintenance teams. Operational costs of downtime One of the most overlooked aspects of purchasing floor care equipment is higher maintenance and repair costs, paired with minimal post-sale support. Cheaper machines are often constructed with lower-grade components that wear out faster or require more frequent repairs. In some cases, replacement parts may be difficult to source quickly, further extending downtime. What initially appeared to be a cost-saving purchase can quickly result in emergency repair expenses, increased labor hours, rental equipment costs and delayed cleaning schedules. When a floor care machine is out of service, it disrupts cleaning schedules and reduces labor efficiency, which can cause the facility’s appearance to suffer. For facilities operating across multiple shifts, even minor disruptions can create significant ripple effects. In critical environments, such as healthcare and airports, delays in floor maintenance can also pose safety and compliance risks. Quality commercial floor care machines are built with durability and serviceability in mind. Machines manufactured with higher-grade components are less likely to experience frequent equipment failures. When service is needed, reputable manufacturers provide responsive support, readily available parts, and trained technicians who can minimize downtime. First-class manufacturers also offer Internet of Things (IoT) fleet management technology that enables real-time machine monitoring; tracks critical battery status, usage hours, and location; and delivers proactive uptime management with predictive maintenance. When issues arise, remote diagnostic capabilities can resolve over 50% of technical breakdowns without needing to pay for a costly in-person visit. Investing in quality equipment from a manufacturer with a strong service network can significantly extend equipment lifespan and reduce operational risk. Labor efficiency Labor remains one of the largest operational expenses for facility teams. According to the U.S. Bureau of Labor Statistics (BLS), labor accounts for approximately 70% of a business’s overall operating costs. Equipment that slows operators down, requires repeated passes, or needs constant adjustment ultimately increases labor costs over time. Higher-quality floor care machines are engineered for productivity. Wider cleaning paths, faster operating speeds and longer run times allow operators to cover more ground in less time, directly reducing the labor hours required per shift. Advanced features like precise water recovery, automated chemical dosing and intuitive controls minimize operator error and reduce the time spent on recleaning, refilling and troubleshooting. Advanced options like autonomous floor care machines deliver even greater measurable productivity gains. Depending on the model and its features, autonomous floor cleaning machines typically clean between 4,300 and 28,000 square feet per hour. This is substantially higher than the average manual cleaning rate of 2,000 to 2,700 square feet per hour, as estimated by The Official ISSA Cleaning Times. For multi-site operations, the cumulative labor savings across a fleet of time-saving machines represents a significant and recurring cost advantage that compounds year over year. Resource consumption costs Lower-cost machines without precision water and chemical dosing systems are more likely to consume excessive water, chemicals and energy due to less efficient system design. While these operational inefficiencies may seem minor, individually, they drive up supply costs, especially for facilities with daily cleaning requirements. The sustainability liabilities that cheaper machines bring are increasingly relevant to environment, social and governance (ESG) reporting. As ESG reporting becomes standard practice for mid-size and large organizations, excessive water consumption and chemical overuse create sustainability liabilities that can disqualify a facility from green building certifications, like the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED), which carry financial and reputational value. Advanced floor care systems increasingly integrate technologies that optimize water flow, chemical dosing, battery management and energy consumption to help facility managers meet environmental goals while maintaining high cleaning standards. Total cost of ownership The most effective purchasing decisions are based on total cost of ownership (TCO), not upfront price alone. TCO accounts for the full operational picture, including: Equipment lifespan Maintenance costs Downtime impact Labor efficiency Resource consumption Service and support Replacement frequency In many cases, a higher-quality machine with a slightly higher upfront investment delivers significantly lower operational costs over its lifetime, making it the smarter financial decision in the long run. Long-term performance Industrial floor care equipment is not simply a procurement decision. What you purchase today determines what you pay for—in labor, downtime, repairs and replacements—for years to come. Your choice in floor care equipment directly affects labor productivity, facility appearance, safety and long-term costs. While cheaper machines may reduce short-term spending, they often introduce hidden inefficiencies that cost organizations more over time. Facilities that prioritize durability, productivity, support and operational efficiency are better positioned to reduce risk, maximize uptime and achieve more consistent cleaning outcomes.
Handwashing takes about 20 seconds, but it only happens when the sink, soap and paper towels are ready to go. Established by the Global Handwashing Partnership, Global Handwashing Day on Oct. 15 raises awareness of the importance of handwashing with soap, which is one of the simplest and most effective ways to help prevent diarrheal diseases and respiratory infections. The observance’s multi-year theme, “Be a Handwashing Hero,” encourages people to champion clean hands in homes, schools, workplaces and communities. Facility staff put that theme into practice every day by keeping handwashing stations supplied, functioning and ready to use. “Handwashing is a small but important part of maintaining a healthy environment,” said Tahnie Gilliland, Sofidel marketing specialist. “Facilities can help make proper hand hygiene easier by ensuring handwashing stations are accessible, well maintained and stocked with the supplies people need to wash and dry their hands effectively, especially with cold and flu season approaching.” Empty soap or paper towel dispensers and dirty or nonworking sinks are among the leading reasons people skip washing their hands in public restrooms, according to Bradley’s 2026 Healthy Handwashing Survey™. Nearly 80% of Americans also said touchless fixtures are important in public restrooms, underscoring expectations for convenient, easy-to-use handwashing areas. “Encouraging handwashing starts with making sure people have what they need when they reach the sink,” said Jon Dommisse, vice president of business development and strategy at Bradley Company. “Facility maintenance professionals play an essential role by keeping soap available, fixtures working and handwashing areas clean throughout the day.” Sofidel and Bradley recommended five ways facility managers and maintenance professionals can champion handwashing through everyday restroom upkeep: Monitor restroom traffic. High-traffic areas may require more frequent checks and restocking. Use usage patterns to adjust cleaning and restocking schedules so supplies stay available throughout the day, including during peak periods. Match supply checks to restroom traffic. Review soap and paper towel levels before and after busy periods. Adjust replenishment schedules if supplies repeatedly run out between scheduled checks. Keep hand hygiene supplies stocked. Keeping paper towels and soap available helps ensure handwashing can be completed properly. Wet hands can transfer up to 1,000 times more bacteria than dry hands, making hand drying an important final step. Larger-capacity rolls can help extend the time between refills and reduce the risk of empty dispensers. Test fixtures during routine rounds. Check faucet activation, soap delivery and hand dryer operation. Address inconsistent performance promptly, and follow manufacturer instructions for cleaning sensors, replacing batteries and servicing components. Keep sinks functional. Inspect sinks and faucets regularly for buildup and proper operation. Clogs are a common reason handwashing stations get taken out of service, often because paper towels end up in the sink. Keep sinks and surrounding areas clean. Include basins, counters and nearby floors in regular inspections. Resolve slow drains, leaks and standing water that create additional cleanup work and affect the user experience. Make maintenance smarter and more efficient. When evaluating replacements or upgrades, look for visible supply indicators, easy-to-access service components and refill systems that simplify replenishment. Where available, connected monitoring can help staff identify service needs and prioritize attention. These features can help reduce routine maintenance time and keep handwashing areas ready to use. Install touchless dispensers. Touchless paper towel dispensers reduce high-touch surfaces, helping limit germ spread. They also help control paper waste by dispensing a measured amount, which discourages overconsumption. Reinforce the habit. Help turn handwashing awareness into consistent practice by placing clear reminders near sinks. Provide a simple way for occupants to report empty dispensers or malfunctioning fixtures so they have the supplies and equipment needed to follow through. Refresh handwashing signage. Replace worn, faded or outdated signs, and make sure each sink has a clear reminder demonstrating proper technique. Ensure the messaging highlights key handwashing moments, such as after using the restroom, before and after preparing food and after coughing, sneezing or blowing your nose. Fresh, visible cues help improve compliance across your facility. Most Americans surveyed (68%) said they are more likely to return to and spend more at businesses with clean, well-maintained restrooms. Conversely, 73% said an unclean or unpleasant restroom makes them think twice about returning to a business.
Workers at six hotels in downtown Chicago are currently on the picket line and workers at 40 more hotels have authorized a strike. The strike started on Oct. 9, before the Chicago Marathon over the weekend, as those on the picket line wanted to put additional pressure on the hotels. Hotel workers, including housekeepers, cooks, servers, front desk assistants and bellmen, are striking for what they believe is a fair contract, including higher wages, health care benefits and pensions. The union said workers deserve better pay, and that 32% of workers surveyed don’t make enough to cover their rent or pay their mortgage. Contracts expired on Aug. 31. Workers said they couldn’t reach a new agreement with the Hilton, Hyatt and Millenium Hotels and Resorts, the parent companies of the hotels. Workers at the following hotels are currently on strike: Millennium Hotel Knickerbocker Chicago, Palmer House a Hilton Hotel, Sheraton Grand Chicago Riverwalk, Waldorf Astoria Chicago, The Westin Chicago River North, and The Westin Michigan Avenue Chicago. Unite Here Local 1, the union representing thousands of hotel workers, said this could be the largest hotel strike in Chicago’s history if workers at more hotels go on strike. The group is trying to get a deal finalized for 7,000 workers at 46 hotels. The last major hotel strike was back in 2018 and lasted for about a month, according to the union.
Imagine a Day Without Water is a national day of action on Oct.15, designed to raise awareness of water's essential role in everyday life and the urgent need to invest in water infrastructure, conservation and efficiency. First launched in 2015 by the U.S. Water Alliance, the campaign brings together businesses, communities, public officials, environmental organizations and individuals to encourage action to protect this vital resource. The economic consequences of losing water, even for a day, would be enormous. According to figures cited by the U.S. Water Alliance, a day without water would cost the U.S.: More than US$120 billion in economic losses. 526,996 jobs placed at risk. $39.2 billion in lost wages. A $69 billion reduction in gross domestic product. Over a 40% daily loss in economic output for water-dependent industries. "Water is essential not only for drinking and sanitation, but for virtually all industries and every sector of the economy," said Klaus Reichardt, founder and CEO of Waterless Co. Inc., a maker of water-efficient restroom products and marketer of no-water urinals. The campaign encourages organizations to move beyond awareness and take practical steps to protect water supplies, including: Issuing official proclamations. Mayors, governors and local governments can recognize the day and encourage residents and businesses to support water efficiency. Offering staff awards. Reward staff or vendors that offer ways to reduce water consumption. Creating public awareness campaigns. Restaurants, coffee shops, schools and other organizations can use signage and social media to show how much water everyday activities require. Improving commercial restrooms. Facility managers can reduce water use by installing water-efficient fixtures, no-water urinals and smart water-management technologies. Conducting water audits. Businesses can evaluate how water is used throughout their facilities and identify ways to reduce waste. "Water audits should not be overlooked," Reichardt said. "They can identify inefficiencies and leaks and, most importantly, uncover opportunities to reduce water consumption—even eliminate water use entirely."
Six-in-ten U.S. adults describe themselves as working class, up from 54% two years ago, according to the Pew Research Center. People across income groups and education levels adopt this identity, but partisanship is an especially strong factor. Republicans are more likely than Democrats to describe themselves as working class, even after taking economics, occupation and other traits into account. Working-class identification also differs by race and ethnicity, Pew found. In particular, white adults are more likely than black adults to identify as working class. About six-in-ten white (62%) and Hispanic adults (59%) overall view themselves as working class, as do roughly half of black (54%) and Asian adults (52%). Additionally, Americans without a college degree and those who are middle income are most likely to identify as working class. But large shares of higher-income and more-educated adults also said they are part of the working class: 66% of adults without bachelor’s degrees said “working class” describes them extremely or very well, but half of those with degrees said this, too. 67% of middle-income Americans said “working class” describes them well, but so do plenty of lower- (57%) and upper-income adults (50%). Among blue-collar workers, 43% said they feel extremely or very satisfied with their jobs; by comparison, 53% of other workers express this level of satisfaction. And 15% of blue-collar workers are not too or not at all satisfied, compared with 10% of other workers. However, slightly more than half of blue-collar workers ages 50 and older (56%) said they’re extremely or very satisfied with their jobs—considerably higher than the share among younger blue-collar workers. In particular, 32% of older blue-collar workers are extremely or very satisfied with their pay, while younger blue-collar workers are less likely to feel this way.