HB platform · ISSA Show North America 2026 · Booth 2417
The video plays on a loop at booth 2417. In about seven minutes, narrated, it follows Ridgeway Facility Services, a fictional cleaning contractor, and its client, the property manager of a 30-story office tower, through one Tuesday. It starts two weeks earlier, when the workload is built on ISSA cleaning times, and ends with the proof the client reads at the end of the day.
What the video shows
Two weeks before the first shift, Dana, the operations manager, gives each space type its tasks from the ISSA library. Square footage becomes minutes, minutes become routes, and routes become staffing: 412,000 sq ft, 196 spaces, 61.5 hours a day, 8 cleaners.
At 3:10 p.m., Dana compares the two on the 18th floor. The east open office takes 71 minutes against 48 planned because it has more desks than the plan assumed. She corrects the area, and the route is rebalanced.
The email becomes a ticket, Rosa resets the boardroom and attaches a photo, and Dana closes the ticket from her office. Tyler gets a follow-up email before his meeting.
The time clock says who was on shift. The scan says when the kitchenette was cleaned and how long it took. The inspection says how well, and the tickets say what was fixed.
About ValkarTech
We are based in the Montreal area, in Canada. For twelve years we have written cleaning specifications for property owners and institutions, audited the work of their contractors and trained their teams. The HB platform grew out of that field work: each module answers a question we kept hearing on site, from who is on shift to how long a space really takes.
The HB platform is offered to ISSA North America members through the association. Ask at the booth, or write to Abderrazak, for the terms that apply to your company.
HB platform: HBpunch, HBscan and its team chat, HBconnect, HBticket, HBcontrol and Time & Motion
The day, step by step
Each step matches a scene in the video, with the time, the person and the module in use. Ridgeway Facility Services, Beacon Point Tower and the people are fictional. At the booth, Abderrazak shows the same steps in the platform itself.
Every space type gets its tasks from the ISSA cleaning times library, each with a productivity rate in square feet per hour. The platform turns the tower’s 412,000 square feet into minutes, the minutes into routes and the routes into staffing: 196 spaces, 61.5 hours a day, 8 cleaners. One day runs over the eight-hour window, so Dana moves a space to the other route. The proposal Ridgeway sends the client rests on these numbers.
On P1, Rosa taps her name on the HBpunch tablet and enters her PIN. Luis, her site supervisor, and Dana know right away that she is on site, and nobody collects a paper timesheet at the end of the week.
She holds her phone to the tag by the elevators, and the four lobby tasks appear. She checks them off as she goes. The platform compares her time with the twelve minutes planned for this space from the ISSA cleaning times.
From her office, Dana checks the morning shift at her eleven sites. Sixty-one of 62 cleaners have punched in. At Northgate Logistics Center, one route has not started because Chris Bauer is absent. Dana hands the route to Sam Ortiz, the float cleaner, who gets it on his phone. It takes her about a minute.
Rosa cleans the restrooms from the 15th floor to the 26th. Each time she scans a tag, the restroom turns green on the plan, with the time she spent against the time planned. Dana knows where Rosa is without calling her, and she would see a missed restroom right away.
Back in the lobby, she notices a coffee stain on the carpet. She puts down a cone, takes a photo and sends it to Luis in the HBscan chat. Two minutes later he replies that the evening crew will run the extractor, and he adds the task to the evening route. Nobody had to share a personal cell number.
As Rosa leaves the women’s restroom on the 18th floor, her phone writes the new time to the HBconnect screen on the door over Bluetooth. Occupants see that it was last cleaned at 9:21 and before that at 7:11, and a QR code lets them report a problem. The screen is electronic ink on a battery, with no wiring.
Tyler writes that the Harbor Room, a boardroom on the 18th floor, was left dirty and that a client arrives at eleven. HBticket creates a ticket from his email and sends him an acknowledgement, so his message does not sit in the inbox of someone who is off that day.
Filed under housekeeping, the ticket is assigned to Rosa, and a notification goes to her phone. A building issue would have gone to Omar Haddad, the property’s technician, instead.
She gets the alert with the location and Tyler’s message, takes the ticket, clears the cups, wipes the table and straightens the chairs. She attaches a photo of the room and reports a light flickering over the table.
She sees Rosa’s photo and closes the ticket. Tyler gets a follow-up email well before his meeting. For the light, Dana opens a linked ticket under building, which goes to Omar.
In HBcontrol, he records what he sees: a sticky counter, residue in the sink and a full compost bin, each with a photo. The score of 89% is above the 85% target set in the contract.
Each deficiency becomes a corrective action for Rosa, with Luis’s photo. She wipes the counter, cleans the sink and empties the bin, then closes each action with a new photo. From her desk, Dana sees the inspection closed out in under thirty minutes.
On the plan, in the Expected vs recorded view for the last two weeks, most spaces are on target. The east open office shows 71 minutes recorded against 48 expected: it has more desks than the plan assumed. Dana corrects the area, the ISSA time follows, and the route is rebalanced. For the month, the tower received 97% of the planned hours, 1,188 of 1,230, and that report goes to the client.
Her dashboard shows 46 of 48 restrooms done, 6 of 7 tickets closed in 24 minutes on average, a quality score of 89%, all 30 HBconnect screens up to date and 1,188 of the 1,230 planned hours delivered this month. She has her numbers without asking Ridgeway for a report.
Attendance, routes, complaints, inspection scores and corrective actions still open appear site by site. Riverbend Corporate Campus turns amber, with three late tickets and two open corrective actions. Dana opens it and messages Jordan Lee, its supervisor, before the client calls.
Luis had added the stain to the evening route. Jamal takes a before photo, runs the extractor, then takes an after photo. The task goes to Luis for review, and he approves it. Every periodic task this month has the same proof, which makes billing the client simpler.
He works alone on the floor. If his phone stops moving, it rings first, and if he does not answer, his supervisor is alerted. By eleven, the floors are ready, and every visit feeds the monthly report.
HBpunch says Rosa was on shift from 6:00 a.m. to 2:30 p.m. HBscan says the kitchenette was cleaned from 8:02 to 8:14, 12 minutes against 11 planned. HBcontrol says it was inspected at 1:30 and scored 89%, with three deficiencies. HBticket says the three corrective actions were closed at 2:12. Time & Motion counts 22 visits this month, 12 minutes on average against 11 planned, and that recorded time refines next month’s workload.
At the booth, Abderrazak opens the platform with the floor plan of a sample building. Send him the room list of one of yours, and he will show the day with your spaces.
The modules
What someone does in one app shows up right away in the others, in the contractor’s portal and, if the contractor chooses, in the client’s portal. Here is what each module does, who uses it on the floor, what it proves to the client and where it appears in the video.
Punching in and out
Cleaners at the tablet; supervisors and managers in the portal
What it does
A tablet in the janitor’s room at each site. Cleaners punch in, take their breaks and punch out with a personal PIN, with a photo at punch-in and punch-out if the contract calls for it. The list of who is on shift is always current, and an absence shows from the start of the shift. Timesheets come from the punches, with an export for payroll.
What it proves to the client
Who was on site and for how long, by shift and by site, from the punch itself rather than from a sheet filled in afterwards.
Routes and tasks, space by space
Cleaners and supervisors on their phones; managers on the floor plans
What it does
A discreet tag by the door of each space, with no text or symbol on it. When the cleaner holds the phone to the tag, the space’s tasks appear with the planned time. Periodic work is recorded with photos and goes to the supervisor for review. The app keeps the scans on the phone when there is no signal and sends them as soon as it reconnects, with the time of the visit. An SOS button emails the cleaner’s manager with the last space scanned. The app is in English, Spanish and French.
What it proves to the client
When each space was cleaned, by whom and how long it took, shown on the floor plan and in the monthly report.
The chat inside HBscan, between co-workers and with the supervisor
Cleaners and supervisors, on their phones
What it does
A conversation with each member of the team, with the manager at the top of the list. Text and photos, up to five per message, taken on the spot or picked from the gallery. Messages arrive in real time, in the same app as the routes, so nothing else is installed and nobody shares a personal cell number.
What it proves to the client
That a problem spotted on the floor, a stain or a leak, reached the supervisor at a known time, with the photo.
Screens at the restroom door
Occupants and visitors read them; the cleaning team updates them
What it does
An electronic-ink screen on a battery, with no wiring and no network at the wall. The cleaner’s phone writes to it over Bluetooth at each visit. It shows the last cleaning times and a QR code to report a problem, which opens a form with nothing to install. The layout uses the building’s colors.
What it proves to the client
The cleaning times at the door, visible to anyone, written by the visit itself rather than by a sheet filled in afterwards.
Requests, complaints and their follow-up
Property managers and occupants send them; cleaners, supervisors and technicians handle them
What it does
A ticket is created from the portal, from an email to the building’s request address, from the QR code on an HBconnect screen, from a technical inspection form or with one button from a quality inspection. Each ticket has a category, a due date, photos, notes and a history. Statuses are Open, Pending, In progress, Escalated and Closed. The person who asked gets an acknowledgement and a follow-up email, and the cleaner assigned gets a notification on the phone during the shift.
What it proves to the client
Who asked for what, who did it, how long it took and the photo of the finished work.
Quality inspections
Supervisors and inspectors on a phone or tablet; the client in the portal if the contractor chooses
What it does
An inspection space by space, on the contractor’s grid or the client’s. The inspector records each deficiency with a photo, and the score is calculated on the spot and compared with the contract target. Inspections work without a signal and sync afterwards. From the inspection page, a button creates the corrective tickets with the photos attached. Scores build up month after month, so trends show by building.
What it proves to the client
A quality score per building and per month, with the photos behind it and the corrective actions that followed.
Workload, routes, and planned time against recorded time
Operations managers and estimators, in the portal
What it does
A library of tasks with ISSA productivity rates, and a custom library for the contractor’s own tasks. A profile per space type turns the area into minutes. Routes order the spaces of a contract and assign the employees, and the per-day workload is compared with the daily window. Once the work starts, the time recorded by the scans is compared with the time expected, space by space, and the time study report sums it up for the month.
What it proves to the client
The hours planned, the hours delivered and the gap, space by space, in a report the client can read.
At the booth, Abderrazak opens the platform with the floor plan of a sample building. Send him the room list of one of yours, and he will show the day with your spaces.
Workloading with ISSA times
The module uses the productivity rates of The Official ISSA Cleaning Times, the reference the industry already quotes from, and the contractor’s own rates for anything the library does not cover. Here is the path from a space type to a staffed route, then back from the recorded time to the next workload.
Task Management holds the ISSA Library, with the tasks of The Official ISSA Cleaning Times and their productivity in square feet per hour, and a Custom library for the contractor’s own tasks and rates. Each task carries an ISSA or CUSTOM badge, so an estimate shows where each number comes from.
A space of 4,480 sq ft vacuumed at 10,290 sq ft/hr takes 26.1 minutes. The module adds up the tasks of the space and shows its Estimated time and its Combined Productivity.
Regular Tasks run on the days of the week the contract says. Scheduled Tasks are the periodic work, carpet extraction or floor refinishing, with their own frequency. Both count in the workload on the days they fall.
Open office, restroom, lobby, kitchenette, boardroom: each type gets its tasks once, and every space of that type inherits them with its own area. A change in the profile updates every space that uses it.
Work Routes list the spaces of a contract in the order they are cleaned and assign the employees. The Per-day workload is compared with the route’s daily window, and a day that runs over is flagged: “Day exceeds the route’s daily window.” The manager moves a space to another route or adds a cleaner.
Once the work starts, the scans give the time spent in each space and the punches give the time on site. Their ratio is the productivity of a shift, a route or a site.
Each space shows its Expected time, the time Recorded and the Gap, with a status: Insufficient time, Correct time or Excess time. A space in excess for two weeks usually means the plan was wrong about it, more desks or a harder floor, and the manager corrects the area or the tasks.
For a period, the report sums the expected hours, the recorded hours and the gap for a building, and the contractor can hand it to the client.
The east open office on the 18th floor, 4,480 sq ft once Dana has corrected its area (the plan assumed 3,030). Four tasks from the Open office profile, each divided by its productivity rate.
| Task | Productivity (sq ft/hr) | Minutes |
|---|---|---|
| Vacuum carpet (ISSA) | 10,290 | 26.1 |
| Clean hard-surface furniture (ISSA) | 18,000 | 14.9 |
| Disinfect touch points (ISSA) | 15,000 | 17.9 |
| Empty waste and recycling (custom task) | 22,500 | 11.9 |
| Estimated time for the space | 3,790 combined | 71 min |
The rates in this table are the ones shown in the video, chosen for the example. The platform uses the published values of The Official ISSA Cleaning Times, which this page does not reproduce.
Bring a room list with areas to the booth, or send it to Abderrazak after the show, and he will build the workload in front of you.
Better together
The modules share one record per space. The workload feeds the routes, the routes feed the time clock and the scans, the scans feed the plan, the inspections and the tickets, and the recorded time goes back into the workload. Here is the loop, then six places in the day where two modules meet.
When Luis scores a kitchenette, Dana opens the same space and sees the recorded time of the last visits and the complaints of the month. If the time was short, the route is the problem. If the time was there, the method is.
The punch that does not come in at 6:00 shows on the sites view at 6:18. Dana hands the route to the float cleaner from the same screen, and the route, with its spaces and planned times, arrives on his phone.
An occupant scans the HBconnect screen and describes the problem. The ticket carries the space, is filed under housekeeping and goes to the cleaner on shift, whose punch says she is there.
Jamal’s before and after photos, Luis’s approval and the time stamp sit in the same record. At month end, the periodic work billed to the client is the periodic work proven in the platform.
Three months of scans show how long each space type really takes in this tower. Dana adjusts the profiles, and the next proposal for a similar building starts from measured minutes.
Grace reads restrooms done, tickets closed, the quality score, the screens and the hours delivered against planned. Each number comes from a module, and none was typed in for her.
| What the client sees | Where | From which module |
|---|---|---|
| Visits and the last cleaning time of each restroom and space | the floor plans and the HBconnect screens | HBscan, HBconnect |
| Their requests, the response times and the photo of the work done | their portal | HBticket |
| The quality score and the deficiencies, with photos | the building’s dashboard | HBcontrol |
| Periodic work done, with before and after photos and the supervisor’s approval | the monthly report | HBscan |
| Hours delivered against hours planned | the time study report | Time & Motion, HBpunch |
| All of it, for their own reports | Excel, CSV or PDF exports | the portal |
At the booth, Abderrazak opens the platform with the floor plan of a sample building. Send him the room list of one of yours, and he will show the day with your spaces.
For each role
Five kinds of people appear in the video. Each one uses a different part of the platform and gets something different out of it.
What she gains: no paper route sheet, no calls to find the supervisor, and the proof that the work was done, with the time it took.
What he gains: a task spotted in the morning goes into the evening route in a minute, and an inspection is closed with its corrective actions the same afternoon.
What she gains: she quotes on measured minutes, covers an absence before the client notices and knows which site to visit before the client calls. Site visits go to coaching the team and meeting clients, not to finding out what happened.
What she gains: her numbers without asking the contractor for a report, and at renewal a discussion that rests on the year’s facts.
What he gains: his complaint reached the right person at 10:02 and was closed at 10:23, and he knows it.
At the booth, Abderrazak opens the platform with the floor plan of a sample building. Send him the room list of one of yours, and he will show the day with your spaces.
Contact
Abderrazak Mokraoui gives the demonstrations at the booth during the four days of the show. Send him the room list of one of your buildings, and he will show the same day on your own floor plans.
Abderrazak MokraouiSoftware Innovation and Business Strategy Lead, ValkarTech
ValkarTechCleaning specifications, audits and the HB platform, from the Montreal area in Canada