Employee Spotlight:
Beth Mahon
By Susan Minichiello
In less than a year on the job, Executive Assistant Beth Mahon has already made a big impact, not only within the Milford office but on the company's overall operations.
Affineco CEO Paul Senecal says, "From the moment Beth joined our family of companies she was productive. Her get-it-done attitude and desire to find the synergies between all of our operations are extremely valuable assets."
Beth came to Affineco in May 2009 with a strong administrative background, having served as the administrative assistant at Woodbridge Country Club and, prior to that, at Fairview Country Club in Greenwich, Connecticut. She immediately put her skills and experience to use as she tackled morning reports, internal communications, proposals and more.
"I really enjoy what I do for a living," says Beth. "With the spectrum of tasks on my plate, it's challenging but in a good way. It keeps me on my toes and I learn something new all the time."
On a daily basis, Beth receives reports from area managers about work accomplished and any issues or concerns. She edits and organizes this information before sending it to the appropriate property managers and to Affineco President Michael Diamond. She sets up phone and E-mail communications for building supervisors and makes sure that new clients have the communications tools they need. When it comes to bids for new clients, Beth assists with the background work including editing and organizing proposals when necessary.
While she has always played a role in the company newsletter--helping connect contributors with those they need to interview and executing distribution--she recently took on the layout as well (in fact, this edition marks her debut in this role). Beth is also coordinating aspects of Affineco's pursuit of the ISSA Cleaning and Industry Management Standard (CIMS), which will help to standardize all of the company's field operations and processes and distinguish Affineco as a cut above the competition. She further contributes to everyday operations by ensuring client concerns and company IT problems are addressed and by handling Michael's schedule, travel, meetings and other executive tasks.
"Since Beth joined the company she has raised the level of professionalism and brought more technical skills and energy to our office and organization," says Michael. "She truly has become an integral part of our team."
"At first, I had the impression that this was a very small company, but to my surprise, it's much larger than I thought," Beth says. "However, it's not so big that you get lost in a sea of cubicles. On the administrative side, there are several people who've been here for more than 20 years, so it's a close-knit group. Everyone cares about each other."
When asked how she feels about the company's commitment to green cleaning, Beth was quick to note, "It's not just in the field. We try to practice what we preach in the office, too. We emphasize recycling and are in the process of making the switch to paperless proposals. I'm a big believer in all things green, and it's great to work for a like-minded company."
Beth lives in Beacon Falls, Connecticut, with her seven-year-old daughter and three-year-old son.
|
|
It's Easy Being Green
Photo courtesy of pdphoto.org
More than 13 inkjet and toner cartridges are discarded in the U.S. every second. That's hundreds of millions of cartridges that end up in landfills every year, made with plastics that can take at least 1,000 years to decompose.
It's actually easy to reduce this waste. Some inkjet cartridges can be used more than once by buying a refill kit. If this seems too messy, take your empties to the nearest drop off center to be reused or recycled by others. (Plug your zip code into Earth911.org for nearby collection places.) Many companies, such as Hewlett-Packard, take them back for free. They provide mailers or labels for you to ship them back to be recycled or refurbished. Also, some office supply companies, like Office Depot, take used cartridges for recycling and give you a store credit.
Source/Learn more at: TheDailyGreen.com
|
BOMA Southern CT Events
April 30
Sustainability
Challenge
11:45 a.m. to 1:30 p.m.
Giovanni's II
2748 Boston Post Road
Darien, CT
May 13
Green Expo
4:00 to 8:00 p.m.
High Ridge Park
High Ridge Road
Stamford, CT
June 8
Golf Outing at the Country Club of Woodbridge
(Woodbridge, CT)
Details TBA
www.soctboma.org
BOMA Greater Hartford Events
April 20
9th Annual Wine Dinner
Presented by the Institute of
Real Estate Management (IREM) and BOMA Greater Hartford
6:00 to 10:00 p.m.
The Society Room of Hartford
31 Pratt Street
Hartford, CT
$85 per person
Please RSVP by Wednesday, April 14 to Ashley Lodovice of IREM Chapter 51
at 860-961-1905.
April 29
Ethics Is Good Business® ShortCourse™
8:00 a.m. to 3:00 p.m.
20 Church Street
7th Floor Conference Room
Hartford, CT
Members $325
Non-Members $425
For more information contact Maryann Dupuis at 860-243-9691
or info@bomahartford.org
July 12
Golf Outing at the Country Club of Avon
Details TBA
www.bomahartford.org
For
more information about all of the above events, contact
Sharon Moran at smoran@ssmgt.com
or 860-243-3977.
IFMA-Hudson Valley Events
April 11 - 17
IFMA Instructor-led Courses
Earn CEUs and CFM® maintenance points through IFMA courses offered in conjunction with the IFMA Facility Fusion Conference (see below).
See more information online.
Contact Christian Miller at 212-630-9644 or Patty Oliveria at 914-241-4362 with any questions.
April 13 - 15
IFMA Facility Fusion Conference
Philadelphia Marriott Downtown
1201 Market Street
Philadelphia, PA
Get details and register at the IFMA Facility Fusion Web site.
April 21
An Evening at Clancy Moving Systems, Inc.
A light dinner and presentation will be followed by a tour of the facility with an overview of its operations.
4:30 p.m. Registration & Networking
5:30 p.m. Light dinner & presentation
Clancy Moving Systems, Inc.
2963 Route 22
Patterson, NY
(just off I-684 and Route 22)
Get Directions
Members $25
Non-Members $50
Please RSVP by April 19 via email to Janet Estevez-Filardi.
For more information on IFMA-Hudson Valley events, please visit the online calendar.
|
|
Dear ,
Paul and I are very pleased with the journey both PMI and
USA have enjoyed. Evolution is a wonderful thing. From Darwinian discoveries to
growing businesses it is exciting to experience.
Throughout our company history, we have evolved in so many
ways. We have cultivated a green culture, fine tuned our quality, sharpened our
costs and grown an extensive team. Over the past eight years so much of what
PMI and USA do has blended. We feel we have reached a stage where creating an
easier to use brand name, or family of companies is needed. Hence the name
Affineco!
All of the strengths of each company remain the same:
People! Process! System! We have kept all ownership intact and made no changes.
Moving ahead, United Services, Premier Maintenance and Melillo Maintenance will
continue on the same. With a goal of simplifying our identity we will use a tag
line of "a division of Affineco, our newly formed holding company."
We look forward to continued success for our client and team
members. Please do not hesitate to contact Paul or me with any input about this
new naming.
Thank You!
Michael Diamond, CBSE
President
Premier Maintenance, Inc.
|
|
|
Introducing Affineco
By Matt Ellis
Over the years Premier, United and Melillo have developed reputations as effective, value added providers of commercial building maintenance services.
Michael Diamond, Aramis Cordal and Paul Senecal
 |
So when Premier president Michael Diamond and his partners, Paul Senecal and Aramis Cordal, discussed creating an umbrella company for the three entities, they agreed the most important issue was assuring the customers of all three companies that the evolution would be seamless.
"We were at a point, since the three companies operate comparably, where we should have a name so the market sees us as one company. The most important thing we want customers to know is that the services they receive will not change. The same people and managers will still show up at your building to do the work you expect," said Diamond.
Affineco is the name of the new organization. Premier, United and Melillo will each be identified as "a division of Affineco". The combined strength of Affineco as a force in the Connecticut, New York, New Jersey market is tremendous. Here are just a few numbers:
- 1,200 employees (all classified as W-2)
- 250 supervisors
- 30 managers
- One master insurance policy
- 35 million square feet cleaned nightly
 Paul Senecal, president of United Services and a partner of Michael's since 2002, says creating Affineco is a smart strategic step not just for the companies, but also for the customers. "By bringing all the divisions under one roof we can be more efficient with our operations and back office functions. That will allow us to focus even more on client services," said Senecal. And those services, according to Senecal, are performed with an eye on protecting the environment. Premier, United Services and Melillo all emphasize green cleaning. They were at the forefront of what has become a major growth sector of the commercial cleaning and maintenance industry. The companies of Affineco have established procedures and procured equipment and materials designed to offer clients green cleaning solutions at little or no additional cost. That initiative has led to steady growth and real customer appreciation. "The driving force of Affineco is the combined resources of our different companies plus our commitment to green cleaning," said Aramis Cordal. "That and the reputation we have all worked hard to earn over the years." |
United and Premier Pursue Industry Hallmark of Excellence
By Susan Minichiello
In an effort to further distinguish themselves in the marketplace and advance their commitment to quality, client satisfaction and green cleaning, United Services and Premier Maintenance--divisions of Affineco--have set their sights on the ISSA Cleaning Industry Management Standard (CIMS) and the new Green Building (GB) designation. Taking the steps to achieve this prestigious certification will also help United and Premier improve operations overall and save money as divisions of Affineco.
 CIMS is a monumental undertaking that affects each division as a whole. It aims to standardize all operations and processes and impacts all aspects from on-site cleaning practices to the administration of documentation and files. Affineco President Michael Diamond initiated pursuit of CIMS-GB by requesting an application from the ISSA in July 2009.
"Our team has been working tirelessly to document the numerous processes utilized in our service delivery, administrative and management systems. We have taken this opportunity to re-evaluate, restructure and add new systems to our existing programs," said Diamond. "Ultimately, this will provide defined, consistent procedures for all team members to follow and increase our clients confidence because our firm operates according to a proven third-party benchmark."
CIMS is truly consensus-based because it was created with input from technical committees representing all sectors of the cleaning industry, including facility management and purchasing. With a strong focus on quality and cost, CIMS is the first comprehensive management and operations standard to establish the primary characteristics that denote a premium facility service provider. It consists of five basic elements of management best practices:
1. Quality Systems
2. Service Delivery
3. Human Resources
4. Health, Safety and Environmental Stewardship
5. Management Commitment
 Additionally, the GB criteria and designation helps organizations certify their green cleaning practices and demonstrate their ability to assist clients in achieving LEED points. It offers assurances that the organization not only adheres to green cleaning practices but also is fully equipped to partner with clients in the LEED process.
"Early on in the green movement, I attended a seminar on green cleaning where the speaker showed it was easier to run a fully green company than a traditional one. Inspired by this, we hit the ground running and converted the whole operation within the next 30 days," said Affineco CEO Paul Senecal. "With CIMS-GB we will have third-party verification of our processes and abilities and can better assist clients in achieving LEED certification."
CIMS is a non-prescriptive framework, meaning it allows organizations to choose the tools, systems, procedures and products that best suit their needs in fulfilling the provisions of the Standard. To accomplish certification, organizations must conform to all mandatory provisions and at least 60 percent, per section, of the Standard's recommended elements.
The certification process follows these steps:
1. The organization requests a CIMS application.
2. The organization conducts a comprehensive internal
review to ensure it meets CIMS certification
requirements and adjusts deficient policies and
procedures accordingly.
3. The organization undergoes a wide-ranging
assessment by an independent third-party who
determines whether or not the organization is in
compliance with the Standard.
4. The organization applies for re-certification every two
years.
United and Premier are nearing the end of the internal review phase, finalizing all of the documentation for the third-party assessor. This covers all areas related to the five elements of management best practices including subsections like training, purchasing and procedures. For example, the in-house trainer has been reviewing and revising training manuals and personally visiting all field sites to ensure they are operating on the same page, so to speak. This includes checking for standardized safety practices, such as all cleaning closets being organized the same way and dangerous chemicals being listed in a book at each site. The overall thrust of this, and all of the Standard's provisions, is consistency.
 Having made significant headway, United and Premier have scheduled visits with the third-party assessor at the Milford and Stamford offices in mid-April so he can begin reviewing the documentation. He will then visit random field sites to spot check operations.
Getting to this point in the process is no small feat. It has required extensive collaboration among a myriad of personnel as well as help from external consultant, Julie Jansen. Julie has played the essential role of overseeing the entire process: coordinating and monitoring progress to make sure the company stays on track and keeps moving forward. Senior management personnel like Frank Cepero and Carlos Cancel; administrative workers like Beth Mahon, Gina Russell and Lee Wagner; and various area managers have all contributed in vital ways.
"I have always been impressed with our staff. Whatever the challenge, they step up to meet it," said Diamond. "CIMS-GB has given us an opportunity to reflect inward, adjust and move forward with a proven plan for long-term success. Thank you to everyone who has contributed and who will help fulfill our vision."
"We are grateful for each and every person who has helped us build our service capabilities and commitment to the environment over the years," said Senecal, "but we're not resting on our laurels here. We consider our operations a work in progress and will continue to identify and pursue methods and channels for progress and growth."
|
What Do You Mean I Have to Keep Track of My Time?
By Glenn A. Duhl, Esq.
Throughout the employment relationship, from day one to the very end, the wage and hours laws create a minefield for employers.
 From the initial hiring, the employer is required to provide the employee with a writing spelling out the terms of their engagement. The hiring letter should be clear. Thereafter, each employee must keep a record of all hours worked. This should not be a simple "7.5" for the day or "40" for the week. Rather, each time entry should be precise: If you start at 8:35 a.m., it should state this. If you take a break for lunch at 11:50 a.m., it should state this. Approximate time entries are not well received by the Department of Labor. Employers should require accurate employee time records so that employers properly pay only for hours worked and may defend future claims of nonpayment. Absent these records, the verbal representations of the employee often rule the day. Where the employer has the required records, it has cloaked itself with protection from later claims for wages, interest, double damages and attorney's fees.
An employee is defined as any individual employed or permitted to work by an employer. This reference to any individual "permitted to work" has been interpreted to mean that when an employee is on the employer's premises, the employer is obligated to pay wages. There have been numerous disputes as to when the work shift begins and ends. Should the employer require the employee to sign in upon arrival at the building, either in writing or electronically? If so, does that mean that upon entry to the site, the employee is "on the clock?" What if the sign in area at the entry of the building is far removed from the employee's workplace within the building or outside the building? These vagaries exist from the beginning of the shift through lunch, any breaks, and the end of the day.
What were intended to be simple laws concerning the recording and payment of wages have been made more complicated by our ever-changing environment. If the employer provides an hourly employee with a smart phone or cell phone, is the employee's reading an email or text message "after hours" compensable? What should be done to ensure that the employee knows what s/he is to be paid for, as well as to enable the employer to budget for expected wages to be paid?
Paying an employee a predetermined salary on a weekly basis may or may not solve the problem. There exist several tests to determine whether the employee's duties qualify the individual to be exempt from overtime laws. Moreover, once the tests have confirmed that the individual is being properly classified, revisit that test regularly as job duties have been known to change over time.
Finally, when the employee voluntarily terminates the employment relationship, the employer may provide the final paycheck in the next regular pay day. However, when the employer discharges the employee, wages are due in full not later than the next business day after the discharge.
The importance of keeping and maintaining accurate, contemporaneous time records cannot be stressed enough. Remember, as an employer, it is your responsibility to ensure that your employees are keeping accurate time records. Do not fail in this responsibility as your failure can result in substantial liability for your company.
Glenn A. Duhl is a management employment and litigation lawyer at Siegel, O'Connor, O'Donnell & Beck, P.C., (860) 280-1215, gduhl@siegeloconnor.com. He represents management in preventive employment law and litigation of all employment matters. Please visit www.siegeloconnor.com.
The information contained in this article is general in nature and offered for informational purposes only. It is not offered and should not be construed as legal advice.
Photo courtesy of stephenthronton.com
|
Lanartco Performance Tip of the Month
Have you heard that the tone of voice you use has everything to do with how much others will take your message to heart?
If you haven't, that's okay, because Lanartco has.
Too often the words we speak are not aligned with the tone of our voice--both the intonation and the emotion. Perhaps we are communicating sarcasm without knowing it. Or perhaps we are creating doubt by the rising tone in our voice when we aren't sure we've got the facts straight. The voice carries so much weight in our messages that we can't afford to stay unaware of its mechanics.
For more on this subject, visit Jill Diamond's blog post, The Little Gestures: Communicating With Your Voice, and add your comments or questions.
 Jill Diamond is a communication coach and the Founder/ President of Lanartco, Inc. Read more about Jill here.
 Lanartco is a learning and development boutique that provides communication performance skills solutions. To learn more about how you can enhance your  presentation style, your vocal presence or your communication effectiveness, visit us at www.lanartco.com or contact us at (212) 206-3900 or admin@lanartco.com.
Lanartco is happy to help you put your best self forward!
|
Thank you for taking the time to read Greenings.
We'd like to know what you think. If you have suggestions for future newsletters or comments about this issue, you can contact me directly.
Best Regards,
Matt Ellis
Publisher
matt@ellisstrategies.com
877-278-6560
|
Premier Maintenance, Inc.
360 New Haven Avenue
Milford, CT 06460
(p) 203-878-0638
(f) 203-874-6024
United Services of America
2001 West Main Street
Stamford, CT 06902
(p) 203-542-0450
(f) 203-874-5078
|
|
|
|
|
|
|
