Whether cleaning is provided by a contract service provider or an in-house team, the goals are the same: protect workers, deliver consistent results, meet performance expectations, stay within budget, and manage risk. Purchasers must choose from among thousands of cleaning products all claiming to be safer or more effective. Product efficacy assurances from independent, third-party standards and certifications cut through this complexity. This guidance also plays a growing role in sales and customer conversations. Buyers are asking better questions, and certifications provide credible answers. Most people responsible for buying cleaning products are not chemists or toxicologists. Their expertise is in managing budgets, negotiating pricing, ensuring supply, and purchasing everything from office supplies and paper goods to cleaning chemicals. Buyers must move quickly, control costs, and ensure products are safe and effective. Third-party certifications provide independent, expert review so purchasers can make informed decisions without technical expertise. Certified products build confidence Certifications differ from claims. Manufacturers make marketing claims; certifications are earned through independent review. When a product is certified, it has been evaluated against a published standard by a third party—not the company selling it. This matters because manufacturers often use terms like “green” or “nontoxic” without clear definitions. Certifications replace opinion with evidence, helping organizations reduce risk, improve consistency, and justify purchasing decisions. Third-party certifications also help reduce greenwashing, the practice of promoting products as environmentally friendly without credible proof or highlighting one positive feature to distract from other impacts, such as highlighting recycled packaging while ignoring hazardous ingredients or performance limitations. Not all certifications are equal Hundreds of manufacturers offer thousands of certified products. Stronger standards, better testing, and competition have driven innovation, resulting in certified products with performance and pricing comparable to conventional options. Every certification is based on a standard, and not all standards are equal. Some are single-attribute, focusing on one issue, such as recycled content. Others are multi-attribute, addressing ingredients, human health impacts, environmental effects, and performance. Overall, multi-attribute standards are essential for cleaning products used by front-line workers. Policies in education, healthcare, government, and corporate facilities often require the use of certified cleaning products. Their use is also required for obtaining facility certifications, such as the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) certification and ISSA’s Cleaning Industry Management Standard (CIMS) Green Building/Sustainability certification. Heed the call to action Independent, third-party standards and certifications help purchasers choose the best cleaning products for their facilities. Heed this call to action: Understand the standards behind the product certifications, use them intentionally in sales conversations, and treat them as practical tools for managing risk, controlling costs, and delivering consistent cleaning results
In commercial cleaning and custodial operations, consistent results are rarely achieved by effort alone. Quality outcomes depend on clear processes, effective training, and ongoing reinforcement. When those elements are missing or unevenly applied, even experienced teams can struggle to meet expectations. Training and process gaps are among the most common and most costly challenges facing cleaning contractors and in-house custodians. These gaps affect daily cleaning quality, increase safety risks, and undermine long-term client retention. Understanding where these gaps occur and how to address them can help organizations strengthen performance across all levels of operation. Pinpointing the source of gaps Many cleaning programs rely heavily on informal or abbreviated onboarding. New team members may receive high-level instructions or brief shadowing, but little structured guidance. Without clear standards, workers are left to interpret expectations on their own, often developing habits that lead to inconsistent results. Another common source of process gaps is the lack of ongoing training. Procedures evolve, facilities change, and staff turnover introduces variability. Without regular reinforcement, even well-trained employees may drift away from established methods. According to the Occupational Safety and Health Administration (OSHA), effective training is not a one-time event, but an ongoing component of programs designed to prevent hazards and reduce incidents. Language barriers, varying experience levels, and limited access to training materials can further widen gaps. When training is not accessible or reinforced, misunderstandings are more likely to occur. However, training alone cannot compensate for unclear or poorly defined processes. Even knowledgeable teams struggle when procedures are inconsistent or undocumented. Supervisors must provide written procedures and checklists. Processes that exist only through verbal instruction are difficult to replicate, audit, or improve. Documented procedures provide a shared reference point for training, quality control, and accountability. Cleaning and maintenance procedures must be consistent across the board. Breakdowns frequently occur when procedures vary by shift, site, or supervisor. When different teams clean the same space using different methods, quality becomes unpredictable. This issue is especially common in multi-site operations or facilities with rotating personnel. Unclear role definitions also contribute to process gaps. When supervisors do not clearly assign tasks, inspections, and follow-up actions, their team members often overlook important details. Analyzing the impact of gaps Training and process gaps show up quickly in cleaning outcomes. Missed steps, inconsistent techniques, and improper sequencing can result in areas being overlooked or cleaned incorrectly. Over time, these issues accumulate and become visible to building occupants and clients. Inconsistent quality erodes confidence. Clients may initially tolerate minor issues, but patterns of inconsistency signal deeper operational problems. Once trust is damaged, even small lapses can take on greater significance. For in-house custodial teams, inconsistent quality often leads to complaints, rework, and strained relationships with building management. For contractors, it can jeopardize contract renewals and referrals. Predicting safety implications Safety risks are a serious consequence of training and process gaps. Workers who are not properly trained may misuse tools, overlook hazards, or fail to follow established safety practices. OSHA emphasizes that clear procedures and effective training are essential components of programs designed to reduce workplace incidents and near misses. When processes are unclear or inconsistently applied, hazards are more likely to go unnoticed. From an occupant perspective, inconsistent cleaning can leave behind moisture, residue, or debris that contributes to slip-and-fall risk. These hazards are often the result of incomplete procedures or improper technique rather than lack of effort. Data from the U.S. Bureau of Labor Statistics consistently shows that preventable workplace injuries are a leading cause of lost workdays across industries. Cleaning and maintenance environments are no exception. Clear training and standardized processes help reduce exposure to these risks. Protecting client retention Client retention is closely tied to consistency. Clients expect predictable service levels, clear communication, and reliable results. When training and process gaps lead to variability, retention suffers. Research in workforce management and organizational performance has consistently shown that organizations that invest in training and clear processes experience higher retention and more stable performance outcomes. Persistent quality issues often stem from systemic gaps rather than isolated mistakes. For cleaning contractors, losing a client due to avoidable inconsistencies can be far more costly than investing in training and process improvement. Addressing these gaps proactively protects long-term relationships and your company’s reputation. Setting strategies for closing the gaps Closing training and process gaps does not require complex systems or large budgets. But it does require intentional planning and follow-through, which supervisors can provide through the following six steps: Standardize core procedures. Identify the most critical tasks and define clear, repeatable steps. Standardization creates a foundation for training, quality control, and performance measurement. Document expectations clearly. Written procedures, checklists, and visual guides help reinforce training and reduce reliance on memory or assumptions. Documentation also supports consistency across shifts and locations. Reinforce training regularly. Short refresher sessions, toolbox talks, or periodic reviews help keep standards top of mind. According to OSHA, ongoing training and communication are key elements of effective safety and operations programs. Train for understanding, not memorization. When workers understand why a process matters, they are more likely to follow it consistently and recognize when conditions change. Research from the National Institute for Occupational Safety and Health (NIOSH) has shown that training tied to hazard awareness improves compliance and safety outcomes. Assign accountability. Clearly define who is responsible for specific tasks, inspections, and follow-up. Accountability helps ensure that gaps are identified and addressed before they escalate. Gather feedback from frontline staff. Frontline workers often identify process issues before management does. Industry organizations such as ISSA have emphasized the importance of engaging workers in training and process improvement efforts to strengthen consistency and outcomes. Building a culture of consistency Training and process improvements are most effective when they are part of a broader culture. Organizations that prioritize clarity, consistency, and continuous improvement are better positioned to deliver reliable results. Addressing training and process gaps is not about working harder. It is about working smarter, with systems that support both people and performance. By treating training as an
The Center for Green Schools at the U.S. Green Building Council (USGBC) and the Green Schools National Network (GSNN) named the recipients of the 2026 Best of Green Schools Awards. The awards recognized 10 U.S. schools, districts, organizations, and individuals for advancing environmental stewardship, creating healthy learning environments, and promoting education for a sustainable future. This year’s winners represent diverse groups and individuals from across the U.S., including Bellingham Public Schools in Washington, Colorado’s Seal of Climate Literacy program, and former New Jersey First Lady Tammy Murphy. Each recipient is celebrated for their hard work to advance the green schools movement in their communities. “The 2026 Best of Green Schools recipients have dedicated their time and energy to creating healthy environments for students and educators,” said Anisa Heming, USGBC director, Center for Green Schools. “America’s students deserve healthy, efficient, and inspiring schools that help them imagine a bright future for their communities. Each of the honorees’ work is a testament to the reach of the Green Schools movement and the measurable impact that dedicated individuals can have.” With more than one-sixth of Americans in pre-K–12 public schools each weekday, green schools deliver a wide array of community benefits. According to the U.S. Environmental Protection Agency's ENERGY STAR program, K–12 districts spend over $8 billion on energy annually, with more than 30% wasted. Energy-efficient schools cut that waste, lower utility bills, and save taxpayers money. They also create healthier learning environments that reduce student and staff absenteeism. Sustainably designed schools can raise nearby property values, attract business investment, and anchor vibrant neighborhoods. “The 2026 Best of Green Schools honorees remind us that sustainability in education is not just a goal, it’s a long-term commitment grounded in people, leadership, and strategic thinking,” Ileana Albareda, Green Schools National Network executive director, said. “Their work is shaping healthier, more resilient schools for students to learn and thrive. They are part of a growing network of changemakers, and their leadership continues to inspire others to take action and create lasting impact.” The honorees were recognized at the 2026 Green Schools Conference in San Diego, an annual event that brings together a national community of educators, school leaders, designers and advocates committed to whole-school sustainability. Across 10 categories, this year’s recipients are: School System—Bellingham Public Schools in Washington: Bellingham Public Schools in Washington exemplify how districts with limited staff capacity can still drive sustainability. The district has leveraged local experts and national networks to diligently prioritize sustainability in a systematic way that encompasses everything from building standards and procurement procedures to climate curriculum. Bellingham is one of the only school districts in the nation to monitor both indoor and outdoor air quality in preparation for wildfire smoke events. School System—The School District of Philadelphia: The School District of Philadelphia is a large urban public school district that has built a coordinated approach to sustainability through long-standing partnerships and close collaboration among operations, academics, and community organizations. Guided by GreenFutures, the district’s sustainability plan, the work supports progress in energy and resiliency planning, greenscapes and outdoor learning, waste reduction, health and indoor environmental quality, and student leadership that connects classroom learning with system-level priorities. The district shares its practices at the annual Summit for Sustainable Schools, publishing resources and collaborating with local and national partners so that other school systems can learn from what they have put into action. K-12 Educator—Laure Grove: Laure Grove is the lead environmental stewardship educator in Burke, Virginia, where innovative design and strong partnerships support hands-on environmental education. Under her leadership, Terra Centre Elementary earned consecutive Eco-Schools U.S. Green Flag Awards and launched a student-led monarch project that influenced Fairfax County to adopt the Mayor’s Monarch Pledge and implement countywide pollinator and sustainability initiatives. Through audits, advocacy, and community partnerships, Grove empowers students to build sustainability knowledge, leadership skills, and meaningful community impact. Policy Maker—Tammy Murphy, Former First Lady of New Jersey Tammy Murphy is recognized for her role in establishing the Office of Climate Change Education. Through this office, the state supports the implementation of climate change education across all K-12 learning standards, including all content areas. Because of her leadership on this first-of-its-kind initiative, New Jersey ensures that students are prepared across multiple content areas and understand how and why climate change occurs and its impacts. K-12 School—Berwyn Heights Elementary School in Maryland: Berwyn Heights Elementary School, in Prince George’s County Public Schools, Maryland, has sustainability embedded in the school's culture and curriculum. Notably, the school has received a 2025 Green Ribbon School state honor, has been awarded Sustainable Bronze Status from the Maryland Association for Environmental and Outdoor Education, and, for the 18th consecutive year, has maintained its status as a Maryland Green School. The school has a long-standing commitment to reducing its environmental footprint through energy efficiency, student-led sustainability and conservation efforts, and outdoor spaces that support health and wellness. Ambassador—Robin Sidman: Robin Sidman, the founder and executive director of Project Green Schools, has built one of the nation’s leading organizations dedicated to developing the next generation of environmental leaders, engaging over 500,000 students across more than 6,500 schools worldwide. Through innovative programs like the National Green Schools Society and the National Youth Council, she has empowered students to design and lead sustainability projects, influence policy, and deliver measurable environmental impact in their communities. By bridging grassroots student action with national and international policy engagement, Sidman has created a scalable model for youth-led climate leadership. Student Leader—Kayla Ling: Kayla Ling is a passionate environmental advocate driven by global storytelling and community-based leadership. She is a winner of the National Geographic Slingshot Challenge, co-lead of the Nueva Environmental Club, co-lead of the Citizens’ Climate Lobby San Mateo County Youth Group, and co-host of the CEC Student Film Fest. Her goal is to help lead a cultural, economic, and political shift toward environmental justice. Business Leader—MCN Build: MCN Build is an award-winning general contractor founded in Washington, D.C., delivering resilient, high-performance facilities. Distinguished by their commitment to community enhancement, MCN Build specializes in transformative projects that foster economic
The U.S. Department of Labor has ordered two Houston-based construction companies and their owners to reinstate and compensate two workers who were fired for raising asbestos concerns during repair of a hotel after Hurricane Beryl. The department’s Occupational Safety and Health Administration investigated a whistleblower complaint by the terminated employees of Rise Construction LLC, owned by Jivar Foty, and Niko Group LLC, owned by Jessica Foty. The two employees alleged they were fired after raising concerns to the owners about lack of training, asbestos certification, and personal protective equipment, along with concerns of illegal dumping of asbestos. OSHA found that the terminations were in retaliation for making protected complaints under the Clean Air Act, the Solid Waste Disposal Act, and Toxic Substances Control Act. It ordered reinstatement of the two employees and payment of more than US$200,000 in back wages and interest, as well as compensatory and punitive damages. OSHA enforces 25 whistleblower statutes that protect employees from retaliation for reporting potential violations involving safety, health, environmental protection, and other public interest concerns.
Most of Americans (70%) are very or somewhat concerned about contracting the flu compared to 59% who felt that way just three years ago, according to the Bradley Co. 2026 Healthy Handwashing Survey™. That rising concern is translating into more diligent hand hygiene. The survey found that 81% of Americans said they wash their hands more frequently or more thoroughly during flu outbreaks and seasonal virus surges, up from 74% in 2023. Nearly all respondents (93%) believe handwashing is important to maintaining overall health, reinforcing its role as one of the most trusted and accessible ways to help reduce the spread of illness. “Handwashing, using soap and warm water, is one of the simplest and most effective ways to reduce the spread of disease, including the flu,” said Dr. Brian M. Forster, microbiologist and chemical hygiene officer at Saint Joseph’s University. “Our hands touch many surfaces during the day, including our face, and are an easy way for us to pick up something that can make us sick.” The survey found that coughing, sneezing, or being around someone who is sick are the actions most likely to prompt handwashing. When feeling ill, Americans are most likely to drink more fluids, wash their hands more frequently, and stay home when possible. The survey also revealed handwashing habits often don’t last, especially in public restrooms, highlighting a growing disconnect between awareness and daily behavior. Last year, 81% of Americans said they always washed their hands after using a public restroom. In 2026, that figure dropped to 76%. Additionally, more than three-quarters of Americans (77%) said they have seen others leave a public restroom without washing their hands, up from 68% in 2024. At the same time, one in five admit they are more likely to skip handwashing when no one else is around, underscoring the role social accountability plays in hygiene compliance. “For many people, the decision to wash their hands in a public restroom is influenced by the environment,” said Jon Dommisse, Bradley Co. vice president of business development and strategy. “If a restroom appears poorly maintained or understocked, it can discourage proper handwashing—at exactly the moment when it matters most for public health.” On average, Americans report washing their hands about eight times per day, but frequency varies widely. Women wash their hands about two times more each day than men, a long-standing pattern that continues to underscore the gap between awareness and everyday practice. While lathering up with soap and water is the best way to wash hands, 44% of Americans admit to just rinsing with water. Men are more likely to bypass soap than women (50% vs. 38%).
Human resources leaders, after experiencing a difficult 2025, are optimistic about 2026 despite bracing for challenges and more upheaval in the year ahead, according to a new Wiley Workplace Intelligence report. Most (73%) of Wiley’s survey respondents felt optimistic about their organization’s future even though many are expecting significant challenges and continuing change in 2026 after a tumultuous 2025. Culture and engagement appear to be the biggest areas of concern. Nearly a third of leaders each identify organizational culture improvement and employee engagement as top challenges for 2026. Both areas took a hit last year after workers experienced factors such as rapid change, instability, artificial intelligence (AI) adoption, and return-to-office mandates. Respondents widely expect continued workplace upheaval this year after enduring a challenging 2025. Previous Wiley Workplace Intelligence findings showed many managers and employees suffered from significant stress and burnout during the past year as they dealt with near constant change, much of which stemmed from uncertainty and apprehension surrounding AI adoption. Only a small fraction of employees truly thrived. The majority (66%) of leaders expect more change to occur in the year ahead, despite their general optimism. The research reveals that many employees lack confidence in their organization's ability to adapt to change, creating a potential disconnect between leadership outlook and workforce reality. "This optimism is real, but it's also precarious," said Wiley researcher Dr. Tracey Carney, who headed the study. "Leaders have a brief window in 2026 to convert that optimism into action by rebuilding trust, improving communication, and reinvesting in their people. Organizations that don’t seize this moment may risk letting it slip away." The findings suggest that communication will be a key element in any organization’s efforts to deal with change and improve. The majority (64%) of respondents report communication as the most important leadership skill. Human resources and learning and development leaders also understand that dealing with AI will continue to be a big factor in the workplace in 2026. More than one third (35%) of respondents reported learning technology as a top priority in the year ahead.