Highlights of the AHSS 2025 Conference

May 28, 2025, arriving fresh at the AHSS Conference

The Trois-Rivières Convention Center offers easy access to parking, as well as attractive, modern and pleasant premises. Exhibitors are ready. The booths are all set up and the representatives ready.

Two big screens are set up in the rather chic hall. The logos of all the exhibitors scroll across the screens. Yep, I see ValkarTech on the screen! A first for ValkarTech at this conference. We're here to present our technological solutions that facilitate sanitary maintenance management, already well established in several buildings, as well as our numerous training courses offered in a variety of formats: face-to-face, zoom and 100% online, some of which are offered by CHHA, offering variety and quality. Our challenge? To make ourselves better known!

Conferences are an opportunity to learn more about new products and technologies, and to meet people. And we're off for two consecutive days of presentations that I can't wait to attend!

Few things I learned from attending the AHSS 2025 symposium...

Obviously, I didn't attend all the conferences, but almost all of them! This is my ”feature“ summary of what I learned.

The first keynote address was given by Fanny Élément of Réseau d'Annie RH. Highly relevant for all managers, Ms. Élément, very much at ease on stage, addressed us on the subjects of management and leadership.

In an increasingly meaningful, efficient and collaborative world of work, the manager's role is no longer simply to supervise. A manager must embody relational leadership: one that combines authority, credibility and proximity. This is what Fanny Élément brilliantly reminds us in her conference.

Action-Oriented Team Development

A good leader is first and foremost someone who brings people together, is present, listens, empathizes, but is also clear in his or her vision. It's not so much the person who does everything, as the one who makes his team better than he is. Leadership is no longer based solely on technical expertise, but on relational intelligence. She identifies three key pillars:

●       Authority: having the courage to intervene and name the issues at stake.

●       Credibility: consistency between what you say and what you do.

●       Proximity: the ability to adapt one's style to each personality.

When these pillars are fragile, toxic dynamics emerge: dependence on an informal leader, poor communication, conflict avoidance, internal competition or micromanagement. To prevent these pitfalls, a climate conducive to psychological safety must be created: the right to make mistakes, recognition, transparency and active listening.

Today's manager is also a coach who doesn't control everything, but rather trusts. He inspires by being honest, consistent and available, even in times of uncertainty. He asks powerful, personalized questions: How do you like to receive feedback? What recognition do you need?

A fundamental tool: feedback, to be given with delicacy.

And she reminds us of a golden rule: five positive feedbacks for each point of improvement. Because the right amount of recognition feeds commitment. Whether it's an effort, a practice or a result, every word counts. She also talked to us about managerial courage... a very delicate subject, but one that had to be addressed.

All in all, this conference gave us the impetus to review our practices and dare to adopt a human leadership style, focused on the evolution of the team. We could have said more in this column, but we would have taken more from Mrs. Element! A phrase I'll remember from this conference for a long time to come: “Let's be exemplary, but not perfect.”

CPEs: More than just resistance, they're an environmental challenge for the PCI and the Hygiene and Sanitation Department

Hosted by Dr Olivier Haeck, infection prevention and control (IPC) physician, this lecture offers a hands-on look at carbapenemase-producing Enterobacteriaceae (CPEs), fearsome agents of antibiotic resistance. Dr Haeck combines clinical vision with operational reality.

CPEs : Microbiological Overview

CPEs, like Citrobacter freundii KPC, are enterobacteria resistant to carbapenems, a class of antibiotics known as “last resort”. Identified since 2001, they are transmitted mainly via the fecal-oral route, especially in healthcare environments. Despite their low virulence, they can cause serious infections in vulnerable patients (all parts of the body). The good news is that they are not resistant to standard disinfectants.

Case Study : Laval CISSS

Between 2017 and 2018, an outbreak of carriers - and one infected case - at the Cité de la santé Hospital triggered an extensive environmental investigation. Positive cultures in piping, presence of biofilm, lack of clear guidelines: the PCI team had to go back to basics, focusing on:

• Hand Hygiene

• Excreta Management

• Additionnal Precautions

Strategies and Innovations

Several trials were carried out, and they finally found a product that was able to maintain the integrity of the pipes and inactivate and evacuate these resistant bacteria after several treatments: "we finally got rid of them! But the issue goes beyond chemistry, touching on hospital architecture (non-compliant washbasins, badly placed overflows, lack of backflow, old showerheads, etc.), excreta management, high occupancy rates, and antimicrobial governance.

To Conclude

CPEs illustrate a multifactorial challenge. It's not enough to advocate hand hygiene: we need to reconsider the healthcare environment as a whole, right down to the smallest details. Then, for the many resistant bacteria to come, we'll have to rethink the way we think about prevention. Thank you Dr. Haeck for keeping us on our toes with your kitten slides and one thing I'm going to remember you saying that resonated with me personally; that water and ice machines remain closely under your supervision!

Innovation Sheds Light on the Invisible Trail of C. Difficile

In the presentation by Marc Toupin, Account Manager for Healthcare at Diversey, we were introduced to an intriguing technological breakthrough: LIV Process Light. This is an innovative microbiological visualization system designed to track down an invisible and dreaded threat in the hospital environment: C. difficile.

A Discreet Yet Serious Scourge

Reporting 38,000 cases each year in Canada, C. difficile is a notifiable pathogen. Transmitted mainly by excrement, it forms spores that are extremely resistant to the environment. Invisible to the naked eye, they persist on surfaces, sometimes surviving standard disinfection protocols.

LIV Process Light: To See the Invisible

Developed for healthcare environments, LIV Process Light is the world's first product to directly visualize the presence of C. difficile spores on surfaces. The principle is simple but powerful: a fluorescent biomarker, sprayed onto critical contact points (handles, flaps, bed rails, etc.), lights up under special UV light if C. difficile spores are present - whether active or not.

This system is not a disinfectant: it's a detection and inspection tool. Signage remains visible for up to 90 minutes, enabling teams to validate the effectiveness of cleaning practices.

Towards Proactive IPAC

LIV Process Light is part of a new generation of proactive tools: not to disinfect in place of humans, but to make the invisible visible, empower teams, and above all better target disinfection efforts. In short, a new ally in the fight against hospital-acquired infections, where the human eye is blind, but the risk is very real.

After the conference, I went and asked questions (detection dose, price, etc.), and the specialists were very informative. I can't wait to see how hospitals integrate this new information into their exceptional disinfection programs.

Sustainable Sanitation - Efficiency and Excellence

In his presentation, Gaétan Lanthier of Lalema argued for an integrated, sustainable approach to sanitary maintenance, based on organizational efficiency, human value and technological innovation. Optimizing work routes, choosing sustainable equipment and limiting travel are concrete levers for reducing wasted time and risks. In hospital hygiene, the integration of intelligent sensors and continuous training platforms makes it possible to better control product use and maintain staff skills. The rigorous application of the PDCA cycle (Plan-Deploy-Control-Adjust), illustrated by the structured management of a large-scale cleaning operation, reinforces the quality of interventions and the sustainability of efforts. He left us with three simple steps to take to begin this transition to excellence: review work routes, carry out a mini-quality audit, and deploy a targeted training module.

At ValkarTech, we also believe that organizational efficiency and ongoing training are essential added values.

ICAP and HS: a Winning Duo in Private Partnerships

In a refreshingly dynamic presentation, Alain Leblanc and Anne-Marie Carreau-Boudreau brilliantly demonstrated that Infection Prevention and Control (IPAC) and Hygiene and Sanitation (HS) must work hand in hand, not just in settings with private partnerships, but in all healthcare establishments. One can't do without the other!

Through a fast-paced interactive quiz where every second counted, participants were encouraged to think quickly about the key elements of good infection prevention.

The two speakers succeeded in demystifying ICAP-HS collaboration with humor and clarity, while emphasizing the importance of aligning practices, whatever the legal status of the establishment. A presentation that proves that rigor and lightness can coexist to strengthen the culture of prevention. When can we expect a ICAP-HS symposium?

Hygiene and Sanitation in Quebec: Developing Structured Provincial Cohesion

Under the coordination of Marc Beauchemin (Santé Québec) and Bruno Dubreuil (CISSS Laval), the Groupe de travail en hygiène et salubrité plays a central role in the harmonization of healthcare practices. Created in the wake of the 2003 C. difficile crisis, and inspired in particular by the Aucoin report, this group aims to improve the efficiency, quality and sustainability of hygiene and sanitation (HS) interventions throughout the Quebec network.

Concrete Results Include:

• Le Guide des recommandations visant à réduire l’impact environnemental (MSSS, 2023) 👉 Consult the document (French version)

• COVID-19 standardized cleaning procedures (daily and terminal) 👉 Consult the document (French version)

Preparations are also underway for the publication of a Service Specification Reference Guide. It will contain task profiles, technical data sheets, and templates to define HS service responsibilities, filling a historical framework void in several facilities. This initiative has also contributed to an increase in HS subsidies.

Objective Quality Audits

This group also relies on quality indicators to standardize the evaluation of environments, and many statistics have now been amassed enabling one to see the strengths and weaknesses of HS organizations.

Weak points include:

• Insuffisant staffing levels

• Failure to consult the HS manager when purchasing cleaning materials

• Lack of automated systems for real-time tracking of patient movements

This collective effort is the beginning of a cultural shift in hygiene and sanitation, focusing on structured assessment, provincial standardization and recognition of the strategic role of sanitation in infection prevention.

Newly Updated CSA Z317.12 Standard: a Hygiene and Sanitation Lever to Rediscover

Presented by Marc Beauchemin, Bruno Dubreuil and Anne-Marie Martel, the updated CSA Z317.12 standard casts essential light on best practices for cleaning and disinfection in healthcare facilities. Developed by the Canadian Standards Association (CSA) - an independent, not-for-profit organization accredited by the Standards Council of Canada - this voluntary standard is based on rigorous, state-of-the-art recommendations.

Why The Interest?

Because this standard structures our experience in the field, by providing clear guidelines on:

• Disinfection frequency and methods (article 4)

• Training and follow-up requirements for HS teams (article 11)

• Disinfectant selection criteria: DIN, broad spectrum, safety, short contact time

• The proper cleaning techniques: working from the least soiled to the most soiled, from top to bottom, changing cloths between rooms, avoiding re-soaking, and banning spraying.

The standard also incorporates complementary technologies (UV, steam, ATP), which can be used in parallel to reinforce human actions, without replacing them.

A Flexible But Rigorous Approach

The standard distinguishes three levels of commitment:

• Must: unavoidable requirements

• Should: strong recommendations

• Could: options to consider

It also reminds us of an all-too-frequently forgotten rule: disinfectants should never be applied to a dirty surface. Cleaning always precedes disinfection.

What About CSA Z8000 ?

The complementary CSA Z8000-2024 standard deals with the built environment (architecture of care facilities), with an emphasis on integrated sanitation right from the design stage.

In a nutshell: consulting CSA Z317.12 will equip your team, structure your practices and professionalize your HS approach. An excellent starting point for any review of procedures or training projects.

Managing Change Amidst Budget Cuts: Between Clarity, Mobilization and Resilience

During the BUNZL presentation, Stephan Lamoureux eloquently illustrated how to manage organizational change in the context of budget cuts, using a ping-pong ball-throwing exercise: when you know the rules and roles, everything flows; but when the game becomes chaotic, performance collapses and the balls all fall to the ground! A fine metaphor for what happens in our organizations when we face cutbacks without a clear strategy.

To successfully navigate through these difficult times, a number of structuring steps are suggested:

• Budget impact analysis: precisely identify the services, equipment or positions affected.

• Risk mapping: overload, drop in quality, tensions.

• Transparent communication: explaining the reasons for cuts, clearly announcing changes.

• Collective mobilization: consultations with unions, creation of transition committees, discussion forums.

• Strategic planning: prioritize essential tasks, reallocate resources intelligently.

• Progressive implementation: pilot projects, adjustments based on feedback from the field, daily monitoring.

• Human support: recognition, stress management, psychological services.

Ultimately, success depends on collective mobilization, rather than individual motivation alone. By documenting adjustments, incorporating them into ongoing training and recognizing successes, we can transform the crisis into a lever for organizational learning.

All in all, it was a very refreshing symposium, with something new but also something constant. Always refer to the guides already in place!