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update

Canterbury’s business magazine, from The Chamber

The future of work

Q2 2019 RRP $7.95 inc GST Complimentary for members


Featured articles

This is the first Update magazine since the devastating events of 15 March. The Rt Hon Jacinda Ardern, Prime Minister said it was “one of New Zealand’s darkest days” and she was right. It is something that we never thought would ever happen here, in our city, to people in our community.

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Introduction: Leeann Watson, Chief Executive

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Feature: Surviving and thriving in the future of work

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Behind the Brand: YMCA 4C Centre

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International Trade: Local optimism through global opportunities

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Human Resources: The future of work and emotional intelligence

Following the tragedy, the outpouring of compassion and kindness from people throughout Aotearoa New Zealand and the world has been so heartening and also so very humbling. With this support, we have found the resilience, determination and community spirit to again stand strong together as one. At The Chamber, our role has been to act as a conduit for all local businesses to access the information they need following the tragedy. If you need advice or support, please call our team on 0800 50 50 96 or visit www.thechamber.co.nz.

45 Immigration:

The changing face of our workforce

46 Wellbeing and Safety at Work: Rethinking risk in a changing world 47 Employment:

The future of employment legislation

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Marketing: The marketer vs. the marketing machine

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Health and Safety: The future of health and safety: a change in approach

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Learning and Development: The time for learning

Cover image: Avatar by

He aha te mea nui o te ao? He tāngata, he tāngata, he tāngata. What is the most important thing in the world? It is people, it is people, it is people.

The Chamber Update Q2 2019

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The future of work The future of work – and everything it encompasses – is one of our biggest drivers for change at a speed and scale unlike anything we have seen before. At the heart of the future of work is technology – one of the key disrupters of our time. In 2025, 75% of our workforce will be millennials who have grown up with technology as an integral part of their life. They are early adopters and digitally competent and confident. They want workplace flexibility, with lifestyle high on their priorities and technology enabling this. They’re also highly mobile when it comes to work, with young people graduating today likely to work in 17 different jobs across five careers and work through to their sixties or seventies. This highlights the need for collaboration between the business community and education providers to ensure we have a fit-for-purpose future workforce. Future employees must have strong literacy, language and numeracy skills and increasingly need skills of communication, collaboration, creativity, critical thinking and being digitally savvy. We need to prepare young people for employability rather than just employment. At the same time, workforce participation in older age groups is expected to grow, which brings me to another key trend shaping the future of work – diversity. Not just cultural diversity, but also age and generations, gender, attitudes and viewpoints, and digital capabilities. 2030 Christchurch looks very different to 2019 Christchurch.

There is also the rise in purpose-led organisations – or business for for good – which is driven by such things as consumer demand, the lack of intolerance for things such as inequality, and negative impacts on our environment.

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So, what does this mean for local business leaders? We encourage you to provide a strong and compelling vision of the future – with a sense of urgency. Embrace change and new technologies, and lead by example. Find a group of influencers to help you drive change and then communicate 10 times over. Upskill and bring your people with you. Collaborate with others in your industry, but also those outside the box. But most of all, ask for help. We appreciate that businesses are also facing other changes in their everyday business environment – from changes in employment and tax law, to immigration and education reform. You can’t be an expert in all areas, which is where The Chamber can help, by providing support, professional development and advice to help empower you and your people. Change is inevitable, and by preparing now, you can be proactive in making the most of the opportunities the future of work will bring. Leeann Watson Chief Executive The Chamber


The Chamber Update Q2 2019

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Preparing for the pace of change There’s no question that the changing future of work must now be factored into all of our planning. The rapid advancement of new technologies, artificial intelligence, automation, and the evolving nature of the work we do will have an enormous impact on every sector of business. From short-term disruption – one recent estimate put potential job losses at 20 million by the year 2020; to long-term change – the World Economic Forum predicts that 65% of children now in primary school will hold jobs that don’t currently exist, those impacts will be far-reaching. However, with any period of rapid change and disruption there are opportunities. It is important that, as business owners, we are aware of what is happening and position ourselves as best we can to navigate what lies ahead. Last year, thanks to The Chamber, I was fortunate enough to attend several events with Gary Bolles – one of the world’s thought leaders on the future of work. Gary uses the word PACE to summarise what we need to focus on as we approach an uncertain future of work. PACE stands for: Problem solvers – problems and solving them is what keeps us in work; Adaptive – things are going to change and change quickly; Creative – it’s our creativity that keeps us ahead of machines and software; and Entrepreneurial – we need to find new problems to solve to continue to build successful businesses.

To thrive in this future, the critical factors are going to be our adaptability and flexibility. As Gary notes, we are going to see change at an unprecedented rate. We must remain alert to this and constantly adapt our thinking, our approach, and potentially our business models if we are going to keep up. To me, flexibility is the glove that fits the hand of adaptability. Jobs are going to be less role-focused and more project-focused. Workers may prefer to apply their skills across a range of employers at the same time. Employers in turn may need to adjust traditional structures and thinking to allow for this if they are to attract the skills that will see them succeed as a business in the future.

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This is not a new challenge. Most businesses I talk to now include attracting and retaining talent as one of their top challenges. It is, however, going to become more critical to business success. Ensuring your business has clarity of purpose and the creative environment people want to be part of is going to be vital to attracting the next generation of talent. That will not only mean that businesses need to clearly signal what skills are needed to educators, they will also need to provide continuous learning for employees, so they do not feel they are being left behind. Society has gone through total transformation in our recent past. Ultimately, although the change will be significant, we must be confident that our businesses and our economy is capable of adapting and alert to the enormous potential of the opportunities such change will present. Rob Howie Regional Manager – South Island Commercial Corporate and Institutional Westpac


Running the ruler over businesses in New Zealand Workplaces and working relationships in New Zealand are generally in good shape. That’s the news from the latest employer survey conducted by the Ministry of Business, Innovation & Employment (MBIE). Every year MBIE surveys around 2,400 employers, seeking information on hiring practices and workplace management in all kinds of businesses throughout the country. The latest results show businesses working hard, engaging positively with employees, and striving to meet their legal requirements. Pain points included difficulties grappling with health and safety requirements and filling job vacancies. The survey lays to rest a number of myths. One myth is that wholesale sackings are happening under trial period regulations. In fact, the survey shows that employee trial periods are working as intended – helping many more people into jobs. Most employers interviewed in the MBIE survey used trial periods to check on a trial employee’s skills or ability to do the job, or to check that they were reliable and had a good attitude. About a quarter of those using trial periods had decided against continuing the employment of a trial employee, mostly on those grounds. Rather than wholesale sackings, the data actually shows employers working very hard to find and retain employees with relevant skills and good attitudes.

This shows the strength of New Zealand workplace regulations in allowing both collective and individual employment agreements, since it means smaller and larger companies can work with their employees in the way that suits everyone best. The survey shows the business-union relationship is mostly neutral with regard to business outcomes. Most employers said their relationship with unions had no impact on the business, and only a few said there was either a positive or negative impact. So the survey indicates that union activity is mostly not harmful to business outcomes – a positive and reassuring finding for business. It seems that new health and safety regulations are being well integrated into business practices.

Most businesses – more than 90% of those surveyed – reported having processes to manage health and safety risks, and around two thirds said they involved staff in health and safety decisions. But there is a concern about the work involved – only 46% thought this was reasonable.

Another preconception not supported by the MBIE data is that jobs are becoming more casualised, with the growth of a ‘gig’ economy. The MBIE survey showed about a quarter of employers had employees on casual agreements, down from a third last survey. Those using fixed-term contracts did so because of fluctuating demand or the need to cover staff absences or obtain specific skills.

The biggest issue for businesses – an issue echoed in many other surveys – is the difficulty of obtaining skills. Two thirds of employers with job vacancies had found them hard to fill. About a quarter had recently hired a migrant, mostly to get the right skills and qualifications, but said that the visa process and the process of getting the employee’s skills validated had been difficult.

So, while there may be a gradual trend towards more job casualisation in other places, this is not apparent in the New Zealand data.

This survey of 2,400 employers gives a helpful picture of the issues involved in New Zealand business today.

The survey overall shows positive relations with employees and unions, and a strong focus on meeting employment regulations. The survey shows that most workplaces have no union members, but where they do, the relationships are generally good. Larger companies are more likely to have union members on staff, and more likely to find it efficient to engage with unions on employment matters.

Kirk Hope Chief Executive BusinessNZ

The Chamber Update Q2 2019

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Surviving and thriving in the future of work Everything we know about work – from where and how we do it, to what we do and why – is set to change over the next decade. But are we ready? Is New Zealand truly prepared for the socio-economic impact of automation, increased connectivity, flexible work hours, a younger, more diverse workforce and the rise of an on-demand, purpose-driven economy?


The future of work – from education and training, to workplace demography and digital transformation – is in a constant state of flux. Today, nothing is off limits, and no economy, business, or individual is immune to the challenges, and opportunities, that lie ahead. Driven by a more diverse workforce, a growing, longer-living population of on-demand, purpose-driven consumers, and advancements in technology such as automation, artificial intelligence and machine-learning, the future of work has the potential to change everything we know about employment and its role in our lives and society. While coined the ‘future of work’, many thought leaders, business consultants and futurists believe the fourth industrial revolution has already begun. Irreversible socio-economic trends – such as robotic staff and automated machinery, job displacement, flexible work hours, fourday working weeks, and salaries based on outcome versus input – have already emerged in cities all over the world, as well as right here in New Zealand.

So what does this mean for business, and what can our leaders, our employers and we as individuals do to prepare?

Photo: Westpac

The Chamber Update Q2 2019

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Preparing for chaos US-based leadership consultant, business coach, and author John Spence believes every business should prepare for chaos and embrace the opportunities before they’re left behind – because it’s not a matter of if, but when. “The speed of change is somewhat overwhelming,” John says. “So much of what we know about work – and its role in our lives – has changed significantly, and continues to change every day. However, if we can’t move forward with confidence, it’s going to become increasingly difficult to stay current and viable in this unpredictable and exponentially changing world.” To understand the future of work and prepare for the “chaos”, John says it’s important to be aware of how we got here in the first place. “It boils down to the convergence of two formidable forces – people and technology,” he says. “Technologies such as automation and artificial intelligence have totally transformed the workplace. As a result, we’ve been given more time to consider what we want to do, and who we want to work for. We’re also living for longer and have different career aspirations – and this is having a huge impact on how we structure our lives.” Millennials in particular, demand and expect a totally different way of working than older generations. Today, the modern employee demands work-life integration – flexibility, purpose, and the ability to learn and grow as their career progresses.

“Millennials are now the largest segment of the global workforce, and bring amazing technological skills to the marketplace,” he says.

“However, they also have a radically different view of work – forcing businesses to adapt, adopt, and deliver on opportunities.” “They see work as a part of their life, and not as their entire life. They want to earn a living doing something interesting, fun, challenging, and rewarding.” Thanks to technology, the best talent can also be sourced from anywhere in the world – increasing global competition, and driving businesses to consider what they offer their employees in terms of lifestyle, support and training. “It’s not just millennials,” he says. “As we live and work for longer – and move beyond the education, work and retirement structure – we’ll see four or five different generations working together, each demanding something different, each expecting to work for an organisation that can give them a greater work-life experience.” Part of this experience will involve lifelong learning – especially if technology and software continues to change at the speed it does today. “There’s no doubt the pace of change is going to outpace the ability for many people to learn new skills – especially the skills that will be most relevant in the future,” he says. “Billions of people will be left behind if we don’t invest in their education, or give them the skills necessary for financial self-sufficiency.” But it’s not just technical skills that will be in high-demand.

The future workplace will, perhaps more than anything, require employees with a unique set of soft skills. “The most important skills of the future will be around personal connection and collaboration,” John says. “No matter how smart or fast computers become, they will never be able to create a true human connection.” To do this, John says we need to increase our emotional quotient, or EQ – our capability to recognise emotions, and the emotions of others to create a connection. “It’s also important to increase our adaptability quotient (AQ) – our ability to adapt and thrive in an environment of constant change,” he says. “IQ (intelligence quotient) won’t be as important in a world where technology can do the bulk of the technical work. An ability to think critically, be creative, and communicate openly will be crucial.”

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Embracing technology According to a survey by accounting software provider MYOB, New Zealand business owners are struggling to keep up with the pace of technological change – even as their businesses are disrupted by it. The MYOB Future of Business Report (2018) reveals technologies like artificial intelligence, machine learning, and the internet-of-things are already significantly disrupting New Zealand businesses. However, few local businesses seem prepared for the level of change anticipated by futurists and business coaches like John Spence. In fact, more than a fifth (22%) of New Zealand’s SME owners said technology would not have an impact on their business over the next few years (MYOB Business Monitor 2018). Of those who anticipate technological disruption, just 14% expect trends like AI and robotics to impact their industry, while just 6% expect machine learning and 3D printing to do the same.

John says this is concerning, given every business will be touched by artificial intelligence and big data in some way. “It’s wrong to assume your business will be immune,” he says. “Big trends like robotics, alternative financial systems and advanced bio-medical technology are coming thick and fast, and they’re going to have a significant impact on everyone.”

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This is why it’s so important to develop human-centric, 21st century skills as well as technical skills. “While a computer can do 99% of the work for a financial advisor, I would never trust a computer to help develop a plan to take care of my finances,” John says. “Computers have unimaginable capacity for collecting and interpreting data, but they have no capacity for love.” It’s clear the future workforce will comprise a totally different group of people and talent – most of whom will work for more than 60 years – but who is responsible for teaching these skills? How do we re-educate New Zealand’s existing 2.6 million employees – especially when a majority aren’t in a position to undertake full-time study? John says we each have a role to play in the future of our work, and shaping a new life from the opportunities it presents. “It’s up to us to drive our own personal change in order to stay relevant,” John says. “However, it’s also becoming the responsibility of the employer – the leaders of the business community – to prepare their people for the future.”

John says businesses should be paying attention to the following technologies: 1

Big data 2

Artificial intelligence 3

Robotics 4

Alternative financial systems 5

Advances in the medical arena

John Spence visits New Zealand regularly, and is a strategic partner of Advisory Works Christchurch.

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The Chamber Update Q2 2019

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The future of leadership Now more than ever, employers, business leaders and owners have a significant role to play in the training and development of the workforce, with tomorrow’s business leaders likely to require a slightly different set of skills than today’s. Leadership and governance consultant, author, and business coach Jo Cribb says the future leader will need the ability to lead, rather than the ability to manage or supervise – given managerial capabilities will be less relevant and left to technology. “It’s not about telling people what to do, it’s about enabling them to work as they want to,” she says. “Management and supervisory roles will become less important because technology will be able to monitor employee performance on our behalf.”

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She says leadership – like all aspects of the future of work – will become intrinsically human. It’s a tremendous shift in mindset and capability, but one that will pay huge dividends if adopted sooner rather than later.


The three-stage life myth Jo says the three-stage life myth – the idea that we must follow an education, employment, and retirement cycle – is also coming to an end. “It’s been engrained in our culture and society for more than 100 years,” she says. “And despite proof that it’s not for everyone, there’s still this myth that it’s the only way to build a successful career.” Instead, the future workforce – predominantly made up of younger, more diverse generations with different goals and aspirations – will lead a multi-stage life over the course of a hundred years.

Photo: Neat Places

“You’ll need to motivate your workforce to work harder without basing their worth on presenteeism. If you’ve got people working remotely, you don’t need everyone in the office all day, every day,” she says. “Instead, you’ll need to create loyalty, trust, and motivation.” Jo also believes there will be fewer leadership positions in the future as managerial duties become automated and millennials grow to dominate the workforce. “The future of work is founded on collaboration. Collaboration between people, and collaboration between people and technology,” she says. “Young people in particular don’t believe in hierarchy because collaboration to them is about equality.”

“In a multi-stage life, we’ll each build and measure our success differently, and achieve things at different speeds,” Jo says. “You might go back to full-time study after working for 30 years, or choose to work part-time while you learn new skills on the job or build a family.” How this multi-stage life will be funded is still up for debate – especially if technology causes mass job-displacement. However the idea of a Universal Basic Income – a guaranteed minimum income for every household whether you’re working or not – is a possible solution. “It’s important to think about these things,” Jo says. “Yes, we’ll need resources in the bank – but we’ll also need to decide who is responsible for bearing that cost.”

Over the next decade, business leaders will not only need to embrace a new structural model, they will also need to create an environment where a diverse team – of different ages, genders, races, cultures, and backgrounds – can collaborate without adversity. “To get the best out of a diverse team can be extremely challenging,” Jo says. “However, with less time spent managing people, and more time leading people, it will become easier to create collaborative environments.”

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Photo: 21C Skills Lab

New skills for a new world Justine Munro from 21C Skills Lab – a space for designing, developing, testing and rolling out solutions to the issues around New Zealand’s education system – says the shift in mindset and approach to work is primarily being driven by our young people. “Generation Z – those born after millennials – are the one million young New Zealanders in our education system today,” Justine says. “And these young people will have working and personal lives that bear very little resemblance to our own. They’ll come of age during the fourth industrial revolution, a period where automation, globalisation, and collaboration will make most manual, cognitive, and impersonal jobs redundant.”

Justine says the existing education system was designed for the 19th and 20th centuries, which had very different structures in terms of how, where, and when work was carried out, and by who.

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“We need to – as fast as possible – update the education system to keep pace with the changing world of work,” she says. “We need to create more student-centred, projectbased work, and move away from exams and assessments of academic skills. We need to break down the walls between the classroom and the real world of work.” This is the purpose of 21C Skills Lab – to ensure New Zealand’s young people have the skills our economy will need to thrive well into the future. However, it’s a massive undertaking – one that requires the support and cooperation of schools, businesses, and the government. “To create meaningful and sustainable change, we need to work across the education, business, and policy sectors to align our vision and efforts,” Justine says. “The reality is that it won’t happen unless we all work together and change our mindset – education leaders, employers, government, and even parents.”


21st century skills According to the 21C Skills Lab, 21st century skills are the essential set of knowledge, abilities and personal qualities required to thrive in tomorrow’s rapidly changing world of work.

“These skills are not specific technical competencies, but generic skills that underpin many jobs,” Justine says. “We divide them between Know, Use, Be, and Grow categories.” 1

Knowing the new basics in areas like digital and global working, design, and entrepreneurship.

2 An ability to use that knowledge to achieve results, through creative and critical thinking, working collaboratively to solve problems and communicate results. 3 Being curious, tenacious, organised, emotionally resilient, and a team player. 4 Having a growth mindset that keeps you learning, unlearning, and relearning. While Justine acknowledges there’s some scepticism about the 21st century skillset, and the need to move away from academic, technical-based learning, she says these skills are becoming increasingly important. In fact, businesses all over the world already demand them from graduates, trainees, and apprentices. “The best employers are already thinking about how they can actively contribute to re-skilling people,” Justine says. “Some employers don’t want academic qualifications because they’re aware that those skills might be out-ofdate by the time they recruit a graduate – instead, they’re looking for people with 21st century skills.”

However, this raises questions about who is and who isn’t responsible for teaching such skills. Is it the education system, or the future employer? “It’s both – and ensuring we all work in an integrated and aligned way is the goal,” she says. “It’s happening, but not fast enough, and that’s where our practical programmes and initiatives like L.A.B and Edternships – a programme that pairs businesspeople and teachers – come in.” One of the organisation’s programmes, Like A Boss (or L.A.B), has just rolled out nationally, and is creating an opportunity for secondary school students across the country to build their own people-or planet-focused business over the course of a school term.

“Each student receives $20 startup capital to create, launch and operate their own venture,” Justine says. “They then work with educators, role models, mentors, and business people to grow an enterprise as they learn and develop 21st century skills.” 21C Skills Lab has also created a te reo version and is working on a school holiday programme in order to reach more kids. “If we can’t make this free and accessible to every school and community, then too many New Zealand kids will miss out on the opportunity to learn the skills they’ll need in the future.”

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Unlocking the potential of our Māori workforce Canterbury-based Tokona te Raki: Māori Futures Collective is also working to ensure the future of work will benefit everyone in our community – including the Māori population in the Ngāi Tahu rohe (region).

In 2017, Te Rūnanga o Ngāi Tahu and the Peter McKenzie Project established Tokona te Raki: Māori Futures Collective – a new social change partnership to increase Māori participation, success and progression in education and employment outcomes in the Ngāi Tahu rohe.

“We want to unlock the full potential of our whānau and raise their position and influence in our economy through increasing skills, knowledge, and incomes,” says Māori Futures executive director Dr Eruera Tarena. “It’s about moving beyond short-term pilot programmes for Māori, and towards a community-driven long-term commitment to change,” he says. “We all need to invest in the development of a younger and faster-growing Māori workforce to fill the gaps left by the large numbers heading into retirement, and to meet the needs of developing industries.” However, he says Māori participation in industries such as IT, computing, mathematics, and engineering is, today, significantly lower than for the rest of the population – a major concern given the speed at which the world of work is changing. “It is evident that office and administration, and manufacturing and production will be the hardest hit in terms of employment – but 43% of the current Māori workforce are employed in these sectors,” Dr Tarena says.

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“In comparison, the computer and mathematics job family is anticipated to experience very high growth centred on data analysis and software and application development – not just within the IT industry but across a wide range of industries. Just 1% of Māori are employed in this job family.” As a result, Dr Tarena says Māori are at higher risk of being disproportionately harmed by changes to the future of work, and are among the least likely to benefit from the opportunities these changes will create. “This is where we come in,” he says. “We look at the data and foresights to visualise where our people are currently, and where they will be in the future – and right now, neither are equitable.” Dr Tarena says part of this stems from New Zealand’s education system – with evidence showing that Māori don’t receive equitable outcomes in the education system.

“Right now, our young people aren’t experiencing the same level of opportunities in education – and those inequalities are creating increasingly large economic and social inequalities.” According to the Māori Futures Change Agenda report, inequalities in education, employment, and income for Māori are costing the New Zealand economy $2.6 billion a year. However, if these issues aren’t addressed soon, that cost will increase to more than $4 billion by 2040. “The Māori population in Ngāi Tahu is set to grow by 80% by 2040, so the need to revolutionise our education pipeline is imminent,” says Dr Tarena. “Creating educational spaces that reflect the changing demographics of New Zealand will have long-term positive effects on achievement and career pathways for all – but it’s a lot easier said than done.” It’s a hugely complex issue – one that would involve shifting more than 23,000 Māori from low-skilled work to high-skilled employment. However, the consequences of doing nothing are much larger, in terms of social and economic impact. “There’s no silver bullet to solving these issues,” he says. “But we do know there are structural, policy, and mindset reasons behind it.” “Our job is to tackle the problem now, so that Māori can make a greater contribution to society and the economy before advancements in technology and the future of work drives our communities and people further apart.”

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The flexi-workforce The desire to work flexibly in order to balance work with family, wellbeing, and leisure is also on the rise, especially in a country like New Zealand where lifestyle – the house, boat, and bach – is highly prized. According to Westpac Human Resources and Corporate Affairs General Manager Gina Dellabarca the growth of workplace flexibility is the result of a talent shortage and the increasingly fast adoption of technology in the workplace. “No matter what you do or who you work for, it’s very likely your job is not the same as it was just ten years ago,” Gina says. “Today, we can work from anywhere and achieve a greater work-life balance as a result.” “Gone are the days when you have to be locked to your desk to do your job. We now have the ability to manage and juggle our busy lives without feeling guilty or missing work – whether it’s helping elderly parents, dropping kids off at school, or engaging in sport and other extra-curricular activities.” She says flexible work policies have become popular – particularly among larger organisations – because they attract and retain the best talent. “People have never been as important in business as right now,” she says. “For employers, this comes back to your people strategy – your employee value proposition: what you can offer in terms of flexibility, diversity and inclusion, and how you reward and recognise your people for the work they do.” Putting people first isn’t just beneficial to the employee either. The flexible work policy at Westpac, for example, has transformed the organisation’s workplace culture, increased employee engagement and strengthened employee-employer relations. “If it works harmoniously for the individual, the team and the organisation – why would you not promote flexible work?” she says. “If you can place trust in your people, you’ll receive greater employee engagement and brand advocacy.”

Westpac adopts a Leave Loudly policy – a concept designed to encourage employees to adopt flexible working hours. “Ten years ago, people would skulk in and out of the office to leave early or start late,” Gina says. “But it’s no longer frowned upon or questioned, so we encourage people to leave loudly and to say where they’re going. It’s about being proud of balancing your work life with your personal life.”

However, Gina says it’s much more than just adopting a flexible work policy. It needs to be embraced by the top of the organisation, and built into the culture. “You can have as many policies as you want, but unless the policies line-up with the organisation’s culture and values, your workforce won’t adopt it.” While most organisations and business leaders buy into the philosophy, and believe in the commercial benefits, some fear the investment – especially in an SME economy like New Zealand. “There’s a misconception that large organisations have more people so they can therefore afford to apply flexibility in the workplace,” Gina says. “But the reality is that larger organisations are made up of multiple small-to-medium sized teams, each working among themselves to organise their own flexibility, manage work schedules, and achieve outcomes.” “While you might have the odd person who oversteps or abuses the policy, the positives of flexible work far exceed the negatives.”

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Flexibility changing the world of work

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Three ways the world of work has changed over the last five years: 1

Where people work: flexibility

2

What people work on: automation

3

The way people work: gig work.

Whether it’s glide-time, remote working, four-day working weeks or building a portfolio career within the gig economy, flexible work is also improving our mental health and wellbeing, personal and professional productivity and on-the-job performance. “I think flexibility is just one element of workplace health and wellbeing,” Gina says. “For example, at Westpac we provide access to counsellors, additional sick leave, flu jabs and career breaks of up to 12 months.” While workplace wellbeing is the responsibility of the employer, Gina says it’s about building a culture that enables people to take ownership of their own health and wellbeing as well. “While an employer can support their people, at the end of the day, the individual makes the decision to act on their wellbeing – it’s a team effort and requires honesty, transparency and trust.”

Photo: Neat Places @CECC96

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Automation and the future workforce Technology continues to change our world in unimaginable ways. So much of what we know about automation, AI and machine-learning today – including the skills to create, manage, and operate such technology and machinery – has changed considerably in just five years. Automated machinery has had an enormous impact on the local manufacturing industry in particular – transforming its local workforce over the last two decades. Today, automated systems, from unmanned conveyor belts to computer numerical controlled (CnC) systems and collaborative robots can complete the bulk of the repetitive, time-consuming and challenging work on behalf of humans – increasing efficiency, cutting costs, and improving workplace health and safety. Technology is also having an impact on the sector’s growing workforce – changing the mix of skills and experience required by an industry that employs more than 240,000 people and contributes 12% to New Zealand’s GDP.

“Today, there’s very little room for lowskilled employment,” says executive director Dieter Adam (TMN). “Instead, most manufacturers require high-skilled workers and engineers to operate their complex machinery.” While there’s still room for low-skilled work – given most short-run factories in New Zealand aren’t completely automated – Dieter says these jobs are limited. In fact, a Manufacturers’ Network employment survey found 50% of the local industry had no minimum wage, or low-skilled workers on their payrolls at all. Another 30% had no more than three people on the minimum wage.

“The skills shortage is one of the primary reasons for automation in the first place,” Dieter says. “In fact, a lot of manufacturers I talk to tell me they could sell more if they could make more, but they can’t make more without people or automation.” As a result, Dieter says most low-skilled workers aren’t being replaced, they’re being retrained and upskilled to meet the demands of the industry. “We won’t see any major job losses if we can keep up with upskilling our existing workforce,” he says. “It’s a big ‘if’, but something we can certainly achieve if we work alongside education institutions and the government.” Training young people might not be a problem, however Dieter says upskilling the existing workforce will be the greatest challenge given the sector employs a large number of extremely valuable and experienced workers in their forties, fifties, and sixties. “How we go about training and upskilling our workforce is something we’re considering at the moment,” he says. “Because we can’t send our entire workforce to external education providers for six months – it has to happen in-house during work hours.” It’s a massive undertaking – one that could cost millions of dollars – but Dieter says it’s no longer optional. “It can’t just be a one-time thing either,” he says. “For our manufacturers to remain globally competitive, they need to move as fast as possible, and constantly invest in their people and technology.”

“While we can’t compare this to any historical data, from my own observations, this would have been a very different story 15 years ago,” Dieter says.

Despite the challenges ahead – and the large-scale adoption of automated technology on the horizon – Dieter says the manufacturing industry is well prepared, and is probably further along the automation journey than any other industry in the country.

Unlike other highly-automated industries however – or those at risk of becoming highly-automated within the next decade – job-displacement isn’t necessarily being driven by automation these days, but rather, a major skills shortage.

“We’ve been working with automation, and integrating new technology to improve efficiency, for a long time,” he says. “Our people are prepared for the future and are aware of the need to upskill.”

The Manufacturers’ Network recently merged their operations with The Chamber. Anthea Hunt is Operations Manager of the Manufacturers’ Network Team. e. antheah@cecc.org.nz p. 0800 50 50 96

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Feature

What can your business do to prepare for the future of work? Rethink and redesign existing jobs. Integrate technology. Upskill your workforce. Prepare for regulatory and policy changes.

So, are we ready for the future of work? Photo: Westpac

While small, New Zealand is an immensely agile and innovative nation, producing some of the best talent, thought-leadership, and business governance in the modern world. What we lack in size, we more than make up for in ingenuity. But is our economy ready for the future of work? Is it ready for a world where the workforce, skills, technology, income, and productivity is so vastly different than any other time in history? While the opportunities and behaviours are emerging, leadership and governance consultant Jo Cribb says we’re not there just yet. “We’re on the right track, but there’s still a lot of work to be done – especially in terms of our collective mindset and choices about the future,” she says. “There’s a lot at stake, and we don’t want to back ourselves into a corner.” “We can either choose to ignore the problems and not engage, or face up to the challenges and be at the fore of change – and right now we’re somewhere in the middle.” She says it’s important to remember that exponential change doesn’t necessarily happen overnight. “There’s no Boeing 747 full of artificially intelligent robots, policies and taxes headed our way just yet,” she says. “It’s not going to be forced onto us straight away. While we don’t know how it’s going to play out or when, we do have a choice in how it plays out if we act now.”

“To prepare, we need to be informed about what’s happening around us and in neighbouring markets, be aware of the opportunities that lie ahead, and engage collectively to improve our economy for everyone. Otherwise, the future might not turn out the way we want it to.” For business owners, this means rethinking and redesigning jobs, integrating and adopting new technology, upskilling teams, embracing 21st century skills and modern work-styles, and preparing for regulatory and policy changes. “The future of work isn’t going to be a shinier version of today – it’s not a new app, smartphone or device,” Jo says. “It’s an entirely different way of living, working, and thinking – and it’s on our doorstep.” 

“We actually have more control over the future of work than we think.”

The future of work is already here, will you choose to survive or thrive?

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Behind the Brand: YMCA 4C Centre

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YMCA and Aurecon breaking barriers for young people to thrive in the future of work The YMCA 4C Centre, created in partnership with Aurecon and the Todd Foundation, is a technology centre designed for young people – particularly those in our community without access to digital tools – paving a way for them to acquire the skills and competencies to thrive in the future of work. We caught up with YMCA Chief Executive Josie Ogden Schroeder about the YMCA 4C Centre and their partnership with Aurecon.

Tell us a bit about the YMCA 4C Centre. The YMCA 4C Centre is a technology centre designed for young people – particularly those in our community without access to the technologies made available through formal channels like tertiary institutions.

How did the 4C Centre come about? Currently, the opportunities to be entrepreneurial are largely confined to people who have access to both technology and mentoring. At the moment there is nothing available to youth who are not in employment, education, or training – or at risk of becoming so if they have a great idea or talent that, in today’s world, requires some high-tech equipment to experiment with before a prototype can be tested for market. Likewise there is nothing available for a young person who works full-time but cannot get accepted into a tertiary programme due to a lack of school leaving qualifications or money. Coupled with our other programmes, and our goal of eradicating youth unemployment in Christchurch, the YMCA is well placed to deliver a facility and service that aims to be an incubator of ideas and creativity for current and future generations of young people.

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Behind the Brand: YMCA 4C Centre

Tell us about the YMCA and Aurecon partnership.

What’s behind the name 4C?

Aurecon is located down the road from the YMCA. As we are neighbours, a chance discussion about our respective organisations occurred in early 2018. This led to the YMCA talking about our vision for a youth-centric technology hub – which led to further conversations about how we might be able to work together. YMCA would benefit from Aurecon’s digital team – their expertise and knowledge – and Aurecon would ultimately get to be a part of an initiative aimed at growing local talent. Parallel to this conversation, the YMCA also secured funding from the Todd Foundation. The contribution from each partner is: YMCA: strategy and all things operational – venue, staffing, curation, new initiatives, ownership. Aurecon: technical advice and support, industry champion.

The key competencies for young people in the context of the future of work are critical thinking, creativity, curiosity, and communication. These are the four Cs of the 4C Centre. The design of the space, and the direction of programming in the space, focuses on the developmental areas of critical thinking, creativity, curiosity, and communication.

What kind of training will be available to students? There are four elements to how 4C operates: 1

Operational (basic equipment and ongoing selftaught/self-paced learning)

2 Challenges (we challenge, you challenge – inviting industry to sponsor and reward) 3

Workshops (and hackathons)

Todd Foundation: contribution of $1,000,000 to date.

4

Open Days and Events (bringing the public in).

Why was it important for youth to be involved in the development of the 4C Centre?

The intent is that, while we have challenges, some people prefer to work alone. They can sign up to an individual project, share it with others via the GreenHouse, and work on it at their own pace. At the end, they will have a tangible product to prove completion, and will be able to record their learnings to build a portfolio of work demonstrating skills and applied knowledge.

It is the YMCA’s strong view and strategic vision that all operational and strategic decisions for the organisation are made with the involvement of the ‘end user’. For the YMCA, the end users are young people. This means that the 4C Centre has been designed by young people for young people. The rules have been decided by young people, and the ongoing operation and governance of the centre is delivered by young people. It is important for our members to feel ownership of the space.

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Who can access the 4C Centre? Membership is restricted to young people aged 15-25. Members can access the centre 24/7 via a swipe card, year round. They can also bring ‘guests’ as long as the code of conduct is followed. We also welcome visits from other interested stakeholders such as schools or industry partners.

What technologies are available to members? This is a digital learning lab – an area to use digital tools that create a physical thing. That might be a smaller scale fabrication project involving digital or 3D printing, or it might involve writing code to teach a robot or element to move. A very basic list of equipment includes: ability to plug and play BYO devices, devices, computers (Mac/PC) that can be booked, software to support programming, raspberry Pi computers, sensors, Virtual Reality gear, 3D Printers, CnC Cutters, sewing machines, hand tools, basic robots (remote controlled cars, Lego), all the auxiliary equipment needed to make the above work.

From this base we anticipate extending the equipment on an ongoing basis as new challenges and projects are adopted. These technologies were chosen in order to best cover the tools/technology we think will be required for industry projects (based on advice from Aurecon) – however this will evolve over time.

We are very interested in other partnerships, such as: Contribution: of ‘projects’ for young people to work on. Mentoring: industry expertise for young people. Internships: offering work experience/work to young people based on how they have demonstrated skills through 4C projects.

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University of Canterbury

Changing face of leadership: going digital Associate Professor Christopher Vas, MBA Director

Leadership has lost its way. Many would like to think so, but is this really the case? Or, is it just that technological advancements coupled with the rise of social media and the coming of the digital age has hollowed out traditional leadership styles? If this holds true, which common sense would suggest, then there is a need for a leadership facelift. That means, starting to go digital. But how prepared are organisations to chart this territory and how many leaders see this as a priority and more importantly, their responsibility? The 2018 Digital Business Report discussed in the MIT Sloan Management Review suggests that even though developing digital skills within the organisation is seen to be important, 90% of employees still seek various channels to further develop and only a third are satisfied with the organisational programmatic interventions that are put in place. There is no cheat sheet per se, but the path to digital leadership can start with a five step process. These steps can be adopted at the organisation or individual level if you find yourself managing teams or business units.

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3

Train the team: Now that a team is in place, it is important to establish a level playing field. Ensuring the capability exists amongst the team is critical and it may be the case that individuals need to be trained or upskilled. There are myriad channels available digitally from education platforms such as Coursera and edX to bite-size technology training programmes that individuals or teams can participate in. Ideally, if the team as a whole participates in a Design Thinking or Innovation Lab programme, the experience, time-to-prototype and associated rewards are likely to be compounded.

4

Communicate and tell the story: This is often the missing piece in organisations. The lived experience of change processes is seldom communicated let alone telling the innovation story. Maximum learning or change emerges only when individuals are at the cusp of experiencing discomfort in their established mental models. It is also quite common for success to breed success and thus the experience of the building and executing a digital pilot intervention must be communicated across the organisation.

5

Initiate a digital transformation strategy: With the rapid prototype implementation underway, by now, you or the organisation is starting to take stock of the experience – failure or success. Never mind the outcome, five aspects will be evident by now which are needed to put in place an organisation wide digital strategy: 1. People skills and capabilities (current and gaps)

1

Build a digital pilot: Often in organisations the path of least resistance to implementing change means maintaining status quo. Has that ever led to the change that was envisioned? While the bureaucratic processes for initiating ideas or seeking approvals may be typical in large organisations, this is where fast moving, creative start-ups are taking advantage and making in-roads in capturing market attention.

To build a digital pilot, start small. Disaggregate the life cycle or process map into smaller components and identify which parts of the process are routine and repetitive. This is the low hanging fruit for a digital pilot. The nature of a pilot initiative also means that you can fail fast and fail poor without having expended too much time or resources. On the flip side, if the pilot can demonstrate success in a short period of time you not only have a recipe for future digital interventions but you would have also learned what the components of a larger digital plan or strategy could look like. We’ll discuss this later.

2

Activate a small team: You have heard the saying, “if you want to travel fast go solo, but if you want to travel further then team up”. The essence of building a digital pilot or prototype is to not only go fast but also further. The intent is to chart a new territory within the organisation. So, without having to convince everyone, just yet, of the merits of the digital intervention, get together a group of the “willing coalition”. This can comprise of three to four champions who have the capabilities needed but more importantly the discipline to stay the journey. Be sure to explicitly designate one of the team as the one who plays the role of the devil’s advocate. This is necessary to avoid the classic group think approach to problem solving.

2. Areas for digital intervention 3. Technologies (and other resources) needed 4. Impact on the customer or internal user experience 5. Organisational leadership and the extent to which this must drive cultural change. Now with the essential ingredients being put in place and good enough war stories to be told through the lived experience of building and executing the pilot initiative, it’s time to scale up.

Associate Professor Christopher Vas is the MBA Director at University of Canterbury. Most recently, Chris was based in Singapore heading up an R&D Centre in Innovation, Productivity and Technology. Beyond academia, Chris is an Investor and Co-Founder of FutureSafe Technologies – a start-up based in Singapore focused on simulations and Virtual Reality (VR) technologies that improve safety training in construction and the oil and gas sector.

www.canterbury.ac.nz/business

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ChristchurchNZ

What industries should Christchurch be famous for? What industries will Christchurch be known for over the next 25 years? That is the question posed to business, government, and education specialists to make sure the city has a pipeline of talent, skills, and employment opportunities that will secure our place as a future-focused innovation hub.

For more information on the project or to be involved please contact Simon Anderson: simon.anderson@christchurchnz.com.

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As Christchurch, and the world, stare down an ageing population and disruptive technological change, it is more important than ever to identify future industries and the skills needed to set the city apart from the global marketplace. ChristchurchNZ is bringing together representatives from business, government, and education to decide which industries to focus on that represent the greatest opportunity for Christchurch. Simon Anderson, talent attraction and retention manager at ChristchurchNZ, has been leading the project. “Business, tertiary, and government have been analysing how we can leverage Christchurch’s existing strengths in education and industry to identify future opportunities,” he said.

Emerging themes for the city to explore include: Future food and agritech – Canterbury is one of the biggest food bowls in New Zealand, has world-class research institutes such as Lincoln Agritech and AgResearch and a well-established industry network. Developments in unmanned aircraft sensors and analytics, vertical farming, and plant-based proteins will grow in demand as the global population increases and pressure mounts on the environment. Aerospace and future transport – is a growing global industry forecast to be worth over $1 trillion by 2040. With Canterbury’s open airspace, strong manufacturing and engineering industries, the city has the potential to be an international hub for aerospace technology and supporting niche industries. Already world-leading businesses such as Fabrum Solutions and Orbica are choosing to base themselves here in Christchurch. Health tech and wellbeing – Canterbury’s health system is internationally recognised for its innovation, integration, and collaboration. At the heart of the health system is the Te Papa Hauora Health Precinct, which brings together health education, research, and innovation.

Global systems integration specialists Pembridge offers a new approach to digital integration

Reducing up-front investment

Each of these industries is underpinned by the city’s strong high-tech, manufacturing, and engineering industries with the likes of Trimble and Verizon Connect based here, and by the region’s education system including University of Canterbury, University of Lincoln, and Ara Institute of Canterbury.

Minimalising support costs and complexity

“Alongside The Chamber and other partners we are working with industry to identify what is needed to grow these sectors. The aim is to develop industry communities to support the future needs of our existing business ecosystem and continue to attract talented people and high-value businesses.”

Talk to us today about how we can help you achieve the best solution for your business – quickly, easily and cost-effectively.

“We’re looking forward to getting consensus on what industries Christchurch can be famous for and selling that concept on the global stage.”

021 204 7948 - richard.knowler@pembridge.cloud

Cutting delivery time

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Lane Neave

Chasing the tail of emerging technologies As novel business concepts and technologies such as vehicle sharing, electronic cigarettes, and drone tech emerge at faster rates than ever before, regulators race to legislate against the real or perceived threats brought on by these innovations. Globally, New Zealand has been known to take a practical approach to applying its law. However, traditional legal frameworks in New Zealand and abroad can often be viewed as antiquated and inflexible for new innovations. When it comes to technology, law makers are often under pressure to determine all facets of the technology and its effects on markets, industries, and consumers, and structure laws accordingly. It can be difficult to form an in-depth understanding of an emerging technology, which can result in legislation which fails to properly address some risks, while over-regulating against others. An example being the relatively hands-off approach regulators have taken following the dramatic increase in e-scooter related ACC claims since the inception of Lime, with the onerous application of New Zealand’s anti-money laundering regime to small or low-risk businesses. A long-term solution may involve legal tools being co-operatively devised by law makers and innovators. A move towards a form of ‘comply or explain’ style of regulation, as implemented in the United Kingdom and Europe, could ensure that innovators are incentivised to shape their use of technology towards complying with essential principles. Incorporating this model could allow businesses a greater ability to explain why an otherwise rigid legal rule does not, or should not, apply to them. In the meantime, innovators continue to grapple with laws which often do not fit the new product or service. In New Zealand, the challenge is to develop ways to allow new ideas and technologies to emerge within our legal system to continue to encourage innovation. Claire Evans Alex Stone Partner Solicitor Lane Neave Lane Neave Lane Neave can help your business tackle the legal and regulatory challenges encountered through innovation. Find out more at laneneave.co.nz

www.laneneave.co.nz

The Chamber Update Q2 2019

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Nexia

The benefits of business planning Do you have a current business plan? Have you set realistic, measurable goals with clear strategies to achieve them? Do you regularly review your goals and are you accountable? Today’s business environment is continually changing, so having some clarity about where you want to head, and what strategies or actions you will implement to get there, is essential. The foundation for any business planning process is not only understanding your business but also understanding what motivates or drives you as a business owner. Asking the right questions early in the business planning phase is critical to developing a plan that will deliver the results that you require. 1

What do you want from your business?

What are your drivers for being in business? What are your business goals and your personal goals? Remember your business is there to serve you, not the other way around. Think about your ideal hours of work, holidays, and cash flow. Now consider how many hours you currently work, how many holidays you’ve had in the last year, and how much profit you are making. These are fundamental questions for any business owner; the key for any successful planning process is having a clear understanding of where you want to be in the future. 2 Where is your business right now? You need to know this before you can develop your roadmap to where you want to be. It might seem obvious, but you need to know where you are at the moment before you can even start to think about where you’re heading.

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3 How do you plan on getting from A to B? A business plan provides direction, it’s the roadmap that shows you how to get from where you are as a business to where you want to go. A good road map will ensure you don’t drive around in circles. 4 Are you measuring and tracking your

performance?

How are you travelling; are you going to get to your destination? You need to be measuring your performance. Whatever the top five performance metrics are for you, they must be captured and reported regularly. It’s essential that you focus on a small number of key performance indicators (KPIs); the top five will generally drive most of your business improvement. 5 Is anyone holding you accountable? Who is the best person to help you create your business plan and make sure you do what you said you’d do as a result of that plan? The person must be independent, and they must hold you accountable to the plan. You want someone who will ask the hard questions when goals are not achieved. Experience has taught us that the soft approach does not work.


Planning for success in 2019

Supporting your business

We believe in the age-old saying “failing to plan is planning to fail”. In business, this starts with a good business plan. Every business needs a plan that guides them each week; a plan needs to be clear, concise and updated regularly. A business plan needs to be where it can be seen on a day-to-day basis and available to measure actual performance. Think about where you could make minor adjustments to improve your bottom line or give you the lifestyle that you want from owning your own business. Business plans don’t only focus on the numbers; they also allow analysis of non-financial metrics such as business culture, staff performance, and market opportunities.

At Nexia New Zealand we pride ourselves on the value our business advisory services can add to your business. Our business planning workshops will provide clarity about what you want from your business this year and beyond. This clarity ensures that you will have articulated, measurable, and achievable goals for the year, and the next 90 days that will drive the business where you want it to go.

Whether you are looking for financial improvements such as higher margins, improvement in cash wastage, reduction in debt, or non-financial which could include a plan for retirement, aligning staff to organisational goals, creating a better working environment, or improving sustainability, a business plan will help achieve this. An investment in a sound business plan will not only provide you with direction but will benefit the overall performance of the business; the key is to take ownership of the business plan and drive its success.

A business plan isn’t any good without quality execution, so our quarterly coaching will provide accountability and keep you on task, ensuring you get what you want out of your business. Nexia New Zealand 123 Victoria Street, Level 4, Christchurch 8013 p. 03 379 0829 e. office@nexiachch.co.nz www.nexia.co.nz

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SkillsConnect

Tell me more: the power of being culturally curious

Curiosity might not be a great strategy for cats, but it can go a long way for humans in breaking down barriers between cultures and promoting effective intercultural communication. Reducing ignorance and enhancing knowledge about someone’s culture, ethnicity, or religion is a great first step towards creating a more inclusive and accepting workplace – and society. Employers and workmates throughout New Zealand can make a start by reaching out to all newcomers in the workplace and simply being curious.

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Here are a few things to keep in mind for those who are keen to become more culturally curious: Understand that culture matters Some employers take the view that culture doesn’t really matter in the workplace; that we are all just people with differing personality or learning styles. This tends to be the view of the dominant culture and fails to recognise that newcomers often struggle with experiences that can be alienating. The fact is, culture does matter. Erin Meyer, leading cultural researcher and business professor at INSAID Business School in Paris, puts it this way: “If you go into every interaction assuming that culture doesn’t matter, your default mechanism will be to view others through your own cultural lens – and to judge or misjudge them accordingly.” Recognise any biases you may hold, or any assumptions that you’ve made about particular cultures that are based on others’ opinions or media representations. Opening yourself up to an awareness of other cultures can be a powerful driver of behaviour change.

Avoid the passport approach While it may feel natural to align a culture with a nationality, they’re not always the same thing. In fact we know that a country is actually a poor container of culture. We have many examples close to home; Māori cultural values are quite different from those of New Zealanders of European descent, and Fijian Indians identify more with Indian cultural values than they do with Pacific Island ones. Culture is broader than a nationality or ethnicity – it includes a wide array of social behaviours, norms, and customs that are typical within a collective group. Defining ‘culture’ is almost impossible, but it is useful to note that, much like religion, it can span continents, demographics, and include sub-groups with distinctive characteristics. Just because you think you know a country, it doesn’t mean that you understand the culture.

Don’t be afraid to ask It is important to recognise that you don’t have to like or agree with everything about someone’s culture in order to work effectively and respectfully alongside them. You also don’t have to know everything – but it can be very helpful to know something. New Zealanders tend to be hesitant about asking too many ‘personal questions’ in the workplace, for fear that they will offend. A little advice for those New Zealad employers and workmates who may be struggling with cultural differences in the workplace; be curious. Often the only way to find out more about another person’s behaviour or attitudes is to simply ask them. Everyone is an expert in their own culture, and they’re usually happy to talk about it.

The old ‘iceberg’ model provides a good illustration of how little we see of someone’s culture when we fail to be curious. We often only see the surface culture of someone, which only tells us so much; what food someone eats, the odd festival, maybe we recognise a bit of the language or associate some music with that culture. Being genuinely curious and asking about what lies beneath the surface within the deeper culture can be rewarding. You could find out more about things like the culture’s notions of leadership and beauty, attitudes towards work and family, approaches to religion, marriage, and problem-solving. This is the stuff that really matters.

Provide insight into Kiwi culture Newcomers often tell me that they wish someone had told them earlier about the Kiwi cultural norms, and those unique workplace characteristics that sometimes place them in an awkward situation, and can lead to them being misunderstood and feeling alienated. Never underestimate how important a little friendly guidance can be for someone who is new to the country. Explaining a bit about how New Zealanders like to be managed (often with little supervision), how we communicate (indirectly and sometimes ambiguously), and translating some of that abundant slang will be appreciated. Combine this advice with curiosity – take advantage of opportunities like Waitangi Day to explain a bit about New Zealand history, and then ask if there is something similar within their own culture. Promote and encourage an interest in Tikanga Māori and Te Reo. Most newcomers are fascinated by indigenous culture and feel a strong attraction to Māori customs and values. Kiwis that take this approach often find themselves on a welcome journey towards understanding more about this part of their own culture.

Focus on the similarities Don’t just concentrate on the cultural differences – find similarities. Having things in common, simply as people, is the fastest way to make personal connections. This is often easier than it sounds; connecting through similar aged children, sports, community groups, and out-of-work interests takes little effort. A person who is interested in finding out more about someone’s culture can work more effectively and respectfully with people from different backgrounds and values to their own. Finding out more about another person’s culture makes them, and their behaviour, seem less alien. Curiosity can erode deeply and widely held negative assumptions, and build a strong foundation to lasting relationships.

Lisa Burdes is a business advisor with an Immigration New Zealand-funded programme at The Chamber. She supports employers of migrants with settlement advice and delivers training on cultural diversity in the Kiwi workplace. e. lisab@cecc.org.nz p. 0800 50 50 96

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Meet the Team

Michaela Blacklock General Manager

Briefly explain your role As the General Manager I work alongside the Board, Chief Executive and leadership team in the creation of the overarching strategy and in determining our key priorities. Ultimately, together with the CEO Leeann Watson, I am responsible for the execution of the strategy across the organisation and for ensuring that our relationships with our members and partners result in positive impacts for them and for the wider business community.

Why did you choose to join The Chamber? The prosperity of Canterbury is dear to my heart. The focus of my career for the last decade has been on business as a key driver of the success of our region. The Chamber is an organisation dedicated to regional prosperity through the lens of people in business. Canterbury is adapting and evolving as we collectively navigate ways to respond to the increasing pace of change. The Chamber is well-positioned to participate in this work and I feel I have the ability to contribute to this cause.

What is your background? Being a great believer in the value of diverse thinking, I like to think that my background brings a useful variety of perspectives. The last 15 years have seen my work centred around various aspects of business – spending time working in the fields of sales management, design thinking, process improvement, economic development, earthquake recovery and most recently tertiary education, as the Head of Ara Institute of Canterbury’s Business Department. Having started my career as a primary school teacher, who knew that this would be my trajectory?

e. michaelab@cecc.org.nz p. 0800 50 50 96

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What are the key opportunities for Canterbury businesses? As with most cities globally, Canterbury has great opportunity, but is also faced with great challenges around the future of work. What our businesses need and what our people need, the pace and impact of technological change, the implications of climate change, a growing set of health challenges, an aging population – the list of challenges is long and the thinking and actions required to tackle them are complex. One of the key strengths of our region is our strong sense of community, and our ability to work collaboratively. Success for us as a region will depend on us getting even better at this as we prioritise our work and our resources to achieve the impact we all know is needed. For businesses to be successful, the platform on which they base their work needs to be robust; they need access to talent, business-friendly local and central Government policy settings and the ability to access support to continually develop capability to meet the demands of the super-charged pace of change. From there, the opportunities are endless.

What are your aspirations for the year ahead? Given the very interesting start to the year we have had with respect to prospective and actual legislative change, The Chamber is focused on ensuring we play our part as the voice of Canterbury business, working alongside key partners both locally and nationally to get the right outcomes for our business community. We also know that our members need us to keep providing real time, responsive services to help them to meet the tactical and daily challenges business inevitably brings. My particular focus is on ensuring that we continue to evolve to meet the changing needs of our members and partners. To do that I need to fully understand the issues and opportunities. To this end, I will be out and about as much as possible and will be using the data our team collects to inform decisions that will guide this work. Ultimately, we are about people in business and having the most positive impact possible to support the prosperity of Canterbury.


International Trade

Local optimism through global opportunities For local exporters in Canterbury, the focus over the last few months has been very squarely on the changing nature of our trade relationships and agreements. First and foremost has been the will-they, won’t-they situation of Brexit – and the decision to delay until October has done little to provide certainty around the situation. There is also the economic volatility of the US and the slowing Chinese economy, on which we are keeping a close eye. While there is speculation around the New Zealand/China political relationship, we haven’t seen any significant flow-ons to our trade and economic relationship. We are pleased to see that the CPTPP is now operational and likely to grow, with several more countries interested in joining, although no firm decisions on new members just yet. With the scale and distance of our shores from key markets, and our relatively small and sparsely-populated home market compared to other distant countries, geographic isolation has always been our biggest challenge. However, it is heartening to see that the value of our exports has been rising, with goods and services now totalling NZ$80 billion. According to New Zealand Trade and Enterprise (NZTE), China and Australia are our key goods export markets, with China recently overtaking our trans-Tasman counterpart to lead the way in the percentage of total exports. Our services are more balanced across a range of markets, with Australia still leading the charge. Despite the uncertain international waters to navigate, I believe we have every reason to be optimistic. In January this year, New Zealand was again ranked as having one of the least corrupt public sectors and judiciaries in the world. For a small country, that’s a big honour.

We may be small, but we are also nimble and agile enough to be able to quickly adapt, resolve, and respond to changing markets and agreements. We also have the collaboration of various agencies and organisations, that have been very good at communicating key messages on issues that affect local business – as we have seen with ExportNZ, MFAT, and NZ Customs communications around Brexit.

We have seen the success of those organisations that position themselves on quality over quantity, with a value-add proposition, as well as those companies that are transparent in telling their origin story through increased traceability. Dare I say it, we are also known for our number-eight wire mentality that is still going as strong as ever, with slightly different – more technological tools – these days. There are huge opportunities on the horizon, particularly in the wider Asia markets of India, Thailand, Singapore, Indonesia, China, South Korea, Japan, and the Philippines. Underpinning most of this growth are the common trends of rising incomes, globalisation, and an increasing demand for premium goods and services. At The Chamber, we can help with introductions and pathways to market, and also hold a number of events designed specifically to help inform and assist local exporters. We encourage you to get in touch.

Shirley Van Waveren is The Chamber’s International Trade Advisor. The Chamber offers an extensive export programme and has events and training aimed at all levels of businesses. All members of The Chamber are automatically members of ExportNZ Canterbury. If you’d like to know more about our export programme, please contact Shirley at shirleyvw@cecc.org.nz or call 0800 50 50 96.

The Chamber Update Q2 2019

41


Technology

Enable:

your people are your greatest asset when embracing new technology


There are opportunities for any business – no matter the size or industry – to embrace new technology and grow. But if you’re not tech-minded, how do you realise these opportunities? We recommend making the most of your biggest asset – your people. Enable has built the fibre broadband network across Greater Christchurch and over 19,000 local businesses are now able to make the most of this world-class connectivity – to become more productive, grow faster, reach more customers, improve customer service, increase business resilience, and save money. Only a few years ago, we were a small local start-up ourselves with five employees, and since then we have been growing and transforming – so we have a good perspective on what it takes to change how a business works. Our advice to any local business is to ensure your people sit at the heart of your growth and change journey – both through using their knowledge and by involving them as much as possible. 1

Get your people involved

Get your people involved in the change process as much as possible. They may understand the need for change best from being at the coalface, and can often be the biggest advocates once a change is made. Using technology as an example, your people will have excellent insight for the development and/or the purchase of the right new technology for your business. If your team is too large to have everyone involved, then choose people from around the organisation – just don’t leave the decisions with one person or a single department. 2 Promote the benefits Like anything new, people are more likely to welcome change with open arms if they understand and buy into the “why” and what the benefits are. Keep the communication simple (not everyone loves jargon) and positive. Business improvement, whether technology based or not, should add value and make things easier… and who doesn’t love that? 3 Lead by example Simply put – if you’re not embracing change, why should your people? All eyes are always on the leaders and managers – they set the tone and culture. Different rules should not apply to management – so if you want a new way of operating to take hold, you must lead it.

4 Make change a part of your culture It’s critical that change is a constant in your business – it’s what drives growth and progress. Help your team understand this and get them excited about the potential of new ways of operating. Adaptability is key to modern business survival and growth, and can sometimes feel hard or uncomfortable. Make it OK for your people to ask for help and inject some fun into the change process – through engagement with your people, coming up with your own way of describing change or fun project names. 5 Engage your early adopters Some people may have been involved or seen similar business improvements or technology adoption somewhere else. Some people just love new approaches or new technology – and they might not just be the ‘young ones’. This group of people will be passionate advocates and may be able to lead the change plan for your business, or at least help others in the team get onboard. 6 A good user experience is critical It’s all about the user experience these days. If you’re changing a way of operating or introducing a new technology that’s not intuitive or easy to adopt, then you should look for something that is. If it’s not a good experience, then chances are your people won’t embrace it and your investment will be lost. 7 Invest in the right type of training People learn in different ways so ensure your training caters for different learning styles. Some of your people will be happy with listening and watching in a group environment, some need to be actively doing to enable the learning to sink in. You might find short one-on-one training is more effective than longer group sessions, and the cost could be the same. 8 Ask for feedback and act quickly As you roll out your business improvement or new technology, proactively ask for feedback and be prepared to make the odd change. It may simply be a case of determining the biggest user-issues and getting these fixed quickly.

Get the very best experience from your technology by connecting to Enable’s fibre broadband. To connect, simply contact your business broadband or IT provider. To find out more, go to enable.net.nz.

Local fibre network provider Enable has partnered with The Chamber to encourage and support Christchurch businesses to grow by embracing digital technology and opportunities. They are now a major sponsor and partner in the Enable Digital Series.

The Chamber Update Q2 2019

43


Human Resources

The future of work and emotional intelligence EQ competencies in the workplace are critical to the success of a company. But can you describe what EQ competencies are?

There are five primary areas that are critical for company and employee success: Motivation, Self-Awareness, Empathy, Social Skills, and Self-Regulation*. These skills remain absolute today and will continue to be sought-after skills well into the future world of work – and despite evolving technology.

Future leaders with: •

Motivation: will have the ability to seek out growth opportunities; they are ambitious and able to articulate unselfish goals and vision. Their optimism and drive to learn and grow is also coupled with a desire for shared goals that are rooted in the greater good because they, as a person, truly value doing the right thing.

Self-awareness: know their personal strengths and weaknesses, opportunities, and limits. They seek out feedback, are open to criticism, they aren’t defensive, and see this activity as critical to gaining insights and learning from mistakes.

Empathy: have the ability and knack to understand others’ emotions and perspectives. They take on and respect the perspectives of others around them and are described as people who understand and support others.

Social skills: will be able to interact with ease, be proficient in managing relationships and building networks, practices attentive and active listening, be persuasive and expert at building and leading teams. They build rapport and are easy to approach and talk to.

Self-regulation: will demonstrate the ability to control or redirect disruptive impulses and moods; they suspend judgement and think before acting. They are trustworthy and have integrity, are comfortable with ambiguity, and open to change.

The bottom line is that emotional intelligence will always be essential for both personal and business success. While it can be difficult to predict the exact challenges and new disruptors we will face in the future, emotional intelligence enables us to seek continual growth, to find opportunity in setbacks, to adapt to changing circumstances, and to pursue meaningful work.

* The five components of emotional intelligence at work, as developed by Daniel Coleman.

The Chamber’s Employment Relations and Human Resources team is comprised of Melicia Clough, Kelly Wealleans, and Keith Woodroof. Members of The Chamber receive free advice and discounted consultancy on HR and employment relation matters. Please call 0800 50 50 96.

@CECC96

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Immigration

The changing face of our workforce

The future of work is about more than just new technologies or different types of jobs. It is also about the evolution of the human workforce; a workforce that is likely to represent a more ethnically and culturally diverse New Zealand.

Many businesses in Canterbury now rely on immigration to fill positions, with migrants making a strong contribution to their workforce. Increased cultural diversity is a positive thing in a traditionally homogenous region, and these newcomers add real value to workplaces and our communities. They are also helping to fill skill gaps that can’t be filled by New Zealanders. Most people recognise the benefits of having different cultures in the workplace: more diverse perspectives, unique skills and qualifications, and global experience that can give businesses a leading edge. We know that the vast majority (88%) of New Zealand employers find their migrant workers ‘very good’ or ‘excellent’ workplace performers (New Kiwis survey, 2018). Challenges exist, however, for both employers and newcomers in the Kiwi workplace, and a smart employer will recognise and address these.

Challenges for employers and migrants The main barriers for employers are communication and cultural differences. Migrants’ limited or lack of English communication skills can result in health and safety concerns, difficulties being understood, and the need to seek clarification on job-related tasks. Employers also report that some migrants experience difficulties adjusting to New Zealand workplace norms, and show a reluctance to take initiative (New Kiwis survey, 2018). Communication differences are the

biggest hurdle for newcomers, even for those who come from ‘similar’ cultures and have English as a first language. It is not just what we say and how we say it (although the accent and slang can be tricky at first) but the wider communication issues that can be confusing: how we manage (and like to be managed), how we give and receive feedback, how indirect we are when giving instructions. All of this, when left to ‘get on with it’ (another famous Kiwi trait) can be overwhelming and frustrating for many migrants. An employer that shows an awareness of these challenges, and offers practical assistance, will be appreciated.

Ask for help You’re not alone. Immigration New Zealand provides excellent settlement resources, and funds programmes throughout the country to help both the migrant and employer with practical guidance and advice. A range of resources can be found on the Immigration New Zealand website. SkillsConnect Canterbury at The Chamber assists employers by filling vacancies with newly settled migrant job-seekers. The programme also provides free settlement advice and training on intercultural communication to local businesses. Reaching out for advice and support can help you retain those valuable employees and appreciate the benefits that cultural diversity can bring to your business – now and in the future.

Lisa Burdes is a business advisor with an Immigration New Zealand-funded programme at The Chamber. She supports employers of migrants with settlement advice and delivers training on cultural diversity in the Kiwi workplace. e. lisab@cecc.org.nz p. 0800 50 50 96

The Chamber Update Q2 2019

45


Marketing and Safety at Work Wellbeing

Rethinking risk in a changing world Our changing world brings the potential for previously unimagined threats, many of which will challenge our preconceptions of risk and the range of ways our workforce, their whānau and friends might be impacted by emergencies – physical and otherwise. From a natural disaster to the horrific events of 15 March, our region knows all too well that anything can happen; the most significant impact of which is on the wellbeing of our people. The human face of crisis response and recovery extends beyond the initial evacuation and medical aid, and it’s important for us to keep in mind that whether directly impacted or not, your people will be worried – even scared by events that are outside of their control. Following recent events, it is likely that employees will have questions or concerns. “How could this happen? Is my employer doing everything they can to protect me? What else might happen?”

Having an informed approach as to how you will respond to a crisis, which puts the needs of your people at the heart is essential. So how might we reassure our staff of their safety at work? Prepare for the unexpected: People prefer certainty, therefore having a clear response plan is not just critical in meeting your legal requirements but is also essential in providing people with a sense of control. A good plan will address what type of occurrence would require a response. You are not expected to cover off every conceivable eventuality, but do consider challenging your thinking as to what could happen and how you may have to respond. Emergencies will generally result in the necessity to either evacuate, or for staff to stay in place – shelter or lockdown. Ensure that you have different procedures and alarm signals for each. Involve your employees: Engaging your staff in the planning and review of your response plans for different emergencies will highlight any concerns and enable you to develop solutions together and address any fears. It can also be helpful to encourage staff to develop their personal plan of what they will do should there be an emergency in the workplace – this may be helpful in addressing the personal implications of ‘what if?’ There is a great template on www.getthru.govt.nz for this.

Don’t be complacent: Many of us are guilty of neglecting the upkeep of emergency supplies and procedures. When instigating drills, take into account the emergency tools and resources that could be required. This adds another layer of preparedness for your team. This includes consideration of the needs of people in extended shutdowns which may include food, shelter, family safety and more. Communicate and review: Utilise drills, training, inductions, and visual aids to keep staff aware and up-to-date on the latest procedures. Following a drill or an emergency response, review and identify with all staff what worked and what didn’t. What concerns did this raise? What would you do differently next time? Provide social and emotional support: While the immediate need for a focus on your people and their social and emotional support may be obvious, the emotional stress can remain long after we return to business as usual. That’s the very point – it’s not usual, and for many a traumatic experience can have a profound impact. Individual responses will be just that – individual. Every person will respond in different ways, recovering at different rates, and have individual needs for support at different times. Providing social and emotional support to staff will start with being approachable, being able to listen, and hearing what is going on for your staff. Ensure your staff know the avenues for getting support; consider appropriate accommodations you may make including allowing for flexible work arrangements whilst staff and their families adjust, and create ways for people to connect. All Right? has a toolkit with ideas for how you can implement this kind of support in your workplace.

Remember you are not alone. There are numerous avenues for support and useful resources available at no charge to help you and your people. You can find a central list of these on The Chamber’s website www.thechamber.co.nz.

The Wellbeing Programme is managed by Kelly Mackintosh. Please call 0800 50 50 96 if you’d like to know more.

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Employment

The future of employment legislation The traditional construct of work and underlying models of production are likely to be different – in some cases radically so – from what we know today. Disruption is a given. But while individuals and businesses must respond to these challenges and opportunities in order to remain relevant, competitive, and sustainable, how are those responses supported by employment legislation? Being flexible, innovative, open to new ideas and technologies, and continuously learning have always been important characteristics but will be more important than ever in tomorrow’s world. Being agile will be key. How well do the recent changes to our employment law facilitate this? Arguably not very well. The renewed push for collective agreements is likely to result in a higher level of the workforce being covered by such arrangements – including small businesses. This is typified by the restoration of the duty to conclude following the initiation of collective bargaining, in combination with other measures – not least the proposed introduction of mandatory fair pay agreements (awards in all but name). Past experience suggests that these arrangements have not been sufficiently responsive to change – a factor which has contributed to their abandonment by significant sectors of industry, particularly in the private sector. Yet there is a distinct possibility that collective agreements covering multiple employers within the same industry – large and small – will set minimum terms of employment for the whole industry regardless of the differing (and possibly competing) needs of those businesses. Yes, it may be possible that differences can be recognised and taken into account by such an agreement, but it is more likely, I would suggest, that this may prove too hard, and agreements will instead have to settle for a position that can be reasonably met by all employers within the sector, without recognising the particular needs and aspirations of individual organisations. It will then be left for secondary bargaining to address those particular needs. The Coalition Government is currently considering the recommendations of the Fair Pay Agreements Working Group (FPAWG).

1 2

FPAWG Report, page 16 FPAWG Report, page 17

The working group’s report talks about preventing a “race to the bottom” in terms of wage and conditions of employment in highly competitive industries. However, the report also recognises that while sector and industry-based approaches to collective bargaining may assist in reducing inequality, they are less effective in terms of economic productivity, growth and prosperity. For example: “The difference in wages found by the OECD may also signal higher productivity in companies with enterprise level bargaining than those in a context with a high degree of centralised bargaining” 1 and “The evidence in the research literature suggests wages tend to be less aligned with labour productivity in countries where collective bargaining institutions have a more important role.” 2 The report does not identify possible other options to address the “race to the bottom” argument, for example, the targeted use of tools such as the minimum wage and improved enforcement. Nor does the report identify the fact that New Zealand’s ever-increasing minimum wage, and strong underlying minimum employment code, is one of the most generous in the world. Instead the report appears to be based almost entirely around justifying the adoption of Fair Pay Agreements as the primary mechanism for managing employment issues. Whether this model will serve New Zealand well for tomorrow’s world is questionable. The debate will continue. We await the introduction of a Bill setting out the Government’s plans in more detail.

The Chamber’s Employment Relations and Human Resources team is comprised of Melicia Clough, Kelly Wealleans, and Keith Woodroof. Members of The Chamber receive free advice and discounted consultancy on HR and employment relation matters. Please call 0800 50 50 96.

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47


Marketing

The marketer vs. The marketing machine With machine learning and automation creeping into all aspects of digital marketing what does the future look like for marketing professionals? In reality, it’s not strictly a case of humans versus machines. Marketing is about more than who or what is optimising your pay-per-click (PPC) bids. The focus should be on the customer experience and creating an audience of loyal brand advocates. The increasing capabilities of machines are an opportunity for marketers rather than a threat. Two trains of thought Automation in marketing tends to provoke one of two reactions from marketers. The first is of absolute joy. Joy that the mindless repetitive tasks you hate doing are going to be taken care of and your mind can be freed to think about more meaningful engagements with your customers. The second is of absolute fear. Fear that the mindless repetitive tasks you charge clients for are going to be taken care of and your role in the marketing team will become redundant. Clearly one of these two marketers is going to be more successful in the future than the other.

Put people first The machines may be here to stay, but marketing is still about people. The technology landscape has changed, and it will continue to change, but the role of marketing has not. Marketers and brands that focus on customer experience are the ones that are going to survive and thrive. The difference between brands will come down to who understands their customers and what motivates them better.

A career in marketing If you aim to have a successful career in marketing you need to excel at the things that machines find difficult to do. When it comes to repeatable tasks, machines can do them more reliably and more efficiently than people can. If a machine can be told how to complete a task there is very little room for a person in that role. Pursuing a career in marketing will mean offering value to brands by doing things that machines can’t, building trust, empathising with customers and thinking creatively. Understanding how to use machines to improve these human skills will set you apart from the next marketer in line.

www.mintdesign.co.nz

@CECC96

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Love or hate relationship Ignoring the rapid advancements in machine learning, automation, and artificial intelligence is not an option. On the other hand, losing sight of the customer and getting lost chasing the next big cost-saving technology is also a recipe for failure. Love it or hate it, marketers will need to learn to use machines as part of the process. That process, however, needs to revolve around customers and how your brand aligns with their needs and desires.

The real question If the technology is inescapable then the question that needs answering is how can your brand use machine learning to improve its understanding of customers’ needs and wants? Good marketers will create value by adding insights that come from their empathy, experience, and intuition. Marketers that can connect with customers on an emotional, social, and philosophical level will create more value for brands than any automated software can.


The Chamber Update Q2 2019

49


Health & Safety

The future of Health and Safety: a change in approach The Ministry of Business Innovation and Employment has recently released its Health and Safety at Work Strategy 2018-2028. This paper reinforces the view of the health and safety industry that asking people to stick slavishly to legislative requirements is not an effective method of promoting the spirit of creating a safer workplace. So how can we achieve the aims of the Strategy and improve our health and safety culture? Everyone has a role to play if we are to improve our, still comparably poor, record. However, there is a general agreement that putting workers at the heart of the system is key. This means training them to not only be competent but also confident in the work they do, while recognising that they are the experts and their input is invaluable. There are a number of ways we can vastly increase the success of buy in from workers, including having clear processes, improving the working environment and maintaining transparent communication channels. But by far the most effective way is to involve the workforce in the development of a continually improving system and the creation of new initiatives. Changing the way we lead, to provide guidance, support and mentoring, is vital to not only allow our systems to improve, but also demonstrate genuine commitment to those improvements. This recognises that while everyone has different roles to play in the organisation, every person is there to ensure delivery of the best quality product, as efficiently as possible, in the safest possible way. Traditionally, we have been quite poor in learning from our mistakes. Accidents happen, but it is rare that blame can be laid squarely at the feet of an individual.

Organisations need to look more closely at themselves and learn from such experiences, using root cause analysis techniques to determine whether there are institutional deficiencies, rather than looking at the incident in isolation. That process should be ongoing, with any corrective actions monitored to track change. Not only do our officers have a duty of due diligence to review and monitor process and procedure, but organisations can only recognise improvement through regular evaluation. Audits give the organisation an insight into the effectiveness of its management systems and highlight areas of potential improvement. The adoption of ISO 45001:2018 – Occupational health and safety management systems – gives further credence to the necessity for a change in approach. It too focuses far more heavily on leadership and worker participation, and the support one should provide for the other. It requires that organisations be able to contextualise levels of risk within the business and show an understanding of key or ‘critical’ risks. It also means that a business is continually looking for ways to improve, that it is willing to learn from its own failings and the success of others and demonstrates an ability to accept guidance. So, the future of health and safety, put simply is allow your workforce to become involved – their response may surprise you.

The Chamber’s Health and Safety Team comprises of Alan Boswell and Helen Mason. Members of The Chamber receive free health and safety advice and discounted consultancy. Please call 0800 50 50 96.

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Learning and Development

The time for learning The Chamber was fortunate enough to host international disruption consultant Gary Bolles late last year to discuss Adaptive Leadership in the future of work. He provided some incredible insights into the evolution of jobs, the skills we need to develop, and the culture businesses need to cultivate to flourish in the future at work. What stood out was the need to grow adaptive skills that allow our people to keep pace as sound problem-solvers who are adaptive, creative, and entrepreneurial in their thinking. Of course such a pursuit requires us first to reframe our mind-set and to depart from the old notion that there’s a time for learning, often seen as a mechanism to enter or advance in the workforce, and instead recognise the importance that continuous learning plays throughout our lifetime. In doing so we look to increase not only our skills and our ability to adapt to change, but also stimulate our minds, and contribute to our overall sense of wellbeing.

So how might businesses change the narrative and make such quests, not only enjoyable, but also achievable without adding yet another ‘thing’ to do in our now always connected world?

The recognition of the importance of lifelong learning is not new, in fact there’s an old saying “learning is like rowing upstream: not to advance is to drop back”.

• Make the purpose for learning clear, role model it, recognise it and rally everyone around it

Ways to support a journey of lifelong learning through work:

• Ensure the learning is relevant, to the individual, their strengths, their interests, and the challenges and opportunities they face •

We offer a complete range of information management solutions for transforming, managing or destroying your business information.

TRANSFORM

Embrace digital technologies to reinvent your business processes with our range of workflow applications and imaging solutions.

DESTROY

Secure destruction of data and documents at the end of the life cycle is a critical component to information management.

MANAGE

Enable employees to learn by having the resources and capacity, seeing learning as essential and not a discretionary activity and providing access and time for employees to research, read and view learning material, exchange ideas, and attend development sessions

• Integrate learning into every aspect of the organisation, think about what opportunities there are to share knowledge, challenge assumptions, or grow capabilities through everyday interactions and touchpoints • Encourge employees to be overt in their quest to learn, practicing skills through internal interactions and seeking feedback from across the organisation • Establish support crews, identifying networks of people that can provide support, advice and guidance • Encourage downtime and attention to personal wellbeing. Whilst the time for learning is now it’s important that we equip and support our people to keep learning, and thrive in the future at work.

Our solutions will allow you to meet your information governance and compliance requirements.

The Chamber’s Learning and Development team comprises of Kelly Mackintosh, Mary Botting, and Alexia Ferguson-Lees. Members of The Chamber receive up to 50% off training courses. Please call 0800 50 50 96.

The Chamber Update Q2 2019

51


Welcome to new members Acoustic Engineering Services Ltd

Canon New Zealand

Farm to Farm Tours

03 377 8952 | www.aeservices.co.nz

0800 222 666 | www.canon.co.nz

0800 3838 747 | www.farmtofarm.co.nz

Since 2006 Acoustic Engineering Services (AES) has been providing acoustic engineering advice to clients in a wide range of sectors. We take pride in providing timely advice, coordinated cost effective solutions, and ensuring design milestones are achieved.

Canon is the world’s leading imaging organisation that actively inspires with imaginative ideas that enable people to connect, communicate and achieve more than they thought possible.

Active Learning Limited

www.canteros.nz

For more than 30 years, Farm To Farm Tours has led the way in specialist tours and travel for farmers and producers, the agribusiness sector and others with a rural focus. Our friendly team of agricultural and travel specialists understand your tour goals and will help you achieve them. What’s more, we have an extensive network of leading farming and agricultural contacts throughout New Zealand and around the globe, enabling us to offer you exclusive, informative and memorable experiences at every destination.

027 552 2475 | www.activelearning.co.nz Active Learning Ltd puts you at the centre of the learning process, where you will actively participate in developing the necessary skills to achieve the greatest amount of success using proven techniques and systems.

Advisory Works (Pivot & Pace Limited) 03 353 4490 | www.advisory.works For over two decades we have led the way in Executive Leadership Coaching, and Business Execution. Great businesses are grown from great processes and systems and we’ve helped thousands of business owners and leaders put these in place to fast-track their business success.

ARC Projects 027 5886 659 | www.arcprojects.co.nz ARC Projects Ltd is a privately owned Christchurch company. The company’s predominant presence is in the heavy civil sector, for which it provides an extensive range of civil construction services.

Assist Electrical 0800 21 6666 | www.assistelectrical.co.nz Whether you need a powerpoint replaced in your living room or a full custom electrical fitout for a large commercial building—our team of experienced local electricians can help.

AvanserNZ 0800 327 847 | www.avanser.co.nz AvanserNZ, the place where business people and decision makers can leverage timely information and real-time analytics to help run and grow their business more effectively, empowering them to make better decisions.

Canteros Limited The most trusted retailer of Premium cigars, Pipe tobaccos, Humidors, Smoking Pipes, Smoking accessories and the Boveda humidification system.

Cecelia Harrison – Harcourts Grenadier 021 494 641 | cecelia.harrison@harcourts.co.nz

First Law Ltd 03 354 8224 | www.firstlaw.co.nz

Helping people sell and buy real estate, making the transaction as seamless as possible.

First Law is a people-first law firm that combines great legal services with emerging technologies and innovative ways of working.

CG Office Furniture

Gecko Contracting Limited

03 595 1356 | www.cgofficefurniture.co.nz With over 30 years combined experience in the commercial office furniture industry, Cameron and Grant have both worked in the retail and manufacturing sides of the industry. This has allowed them to gain an extremely high level of knowledge and insight into what their customers want and how to deliver this in the most efficient and economical way.

Claim to Frame Joinery Ltd 03 379 3200 | www.claim2frame.co.nz We work closely with designers and clients to manufacture, supply and completely fit-out bars, restaurants and hotels. In conjunction with an award winning design company, we have supplied bars for a national brewery – DB Brewery.

CM Creative 021 139 4904 | www.cmcreative.co.nz Delivering collaborative design solutions for print and online.

Crescent Consulting Ltd

03 377 3595 | www.geckocontracting.co.nz Gecko Contracting is a locally owned and operated business like no other, built around a strong Christchurch family history of interior finishers who have always taken pride of our industry. Gecko’s team members are professional tradesmen and tradeswomen who can provide a friendly reliable service that you can trust.

Get Marketing www.getmarketing.today Get Marketing is a collaborative of marketing, communications, and sales specialists aligned with each other and your business strategy.

GirlGuiding NZ 0800 22 22 92 | www.girlguidingnz.org.nz The largest female organisation in New Zealand, we provide an empowering adventurous journey for girls and young women to grow and lead.

Great Scott 027 344 4011 | www.greatpr.co.nz

B&W Furniture is the leading spray painting business in Canterbury delivering high quality finishes on joinery and furniture with renowned service and integrity.

Good people grow, increase, produce and create great businesses. At Crescent we partner with clients to develop strategies to attract and recruit top talent, in a crowded market we ensure that your voice is heard and that candidates are able to hear your story and the vision for your business.

Great Scott is about great ideas, innovative solutions and bespoke communications. Our award-winning agency was founded in 2013 by two of Christchurch’s most experienced communications specialists – Donovan Ryan and Jo Scott. Together we have built a formidable Great Scott team, targeting individuals who share our work ethic and passion and offer the specialist skills and experience our clients need.

Bathurst Resources Limited (BT Mining Limited)

Curtis Vision Optometrists

04 499 6830 | www.bathurst.co.nz

www.curtisvisionone.co.nz

GreencapNZ

At Bathurst, we understand and accept the challenge of responsible mineral extraction and supply. We’re here to ensure our customers receive exactly what they want, when they need it. But we’re just as committed to protecting the unique environment we all share.

Curtis Vision Optometrists is one of the South Island’s leading eye care specialists, combining over 50 years experience in providing high quality, professional eye care.

B&W Furniture Finishing Ltd 03 348 4197 | www.bwfurniture.co.nz

Beadz Unlimited 03 379 5391 | beadzunlimited.co.nz Established in 1993, Beadz Unlimited provide Cantabrians and visitors with original jewellery and beads, made from top quality metals, precious and semi-precious stones. Beadz Unlimited is home to Rowena Watson Designs, and is of course, a proud authorised stockist of the beautiful Authentic Ngāi Tahu Pounamu.

Bumble Bees Swim School 03 332 4617 | www.macswimming.co.nz Bumble Bees Swim School has been owned and operated by Karen and Blair McMillan since 2001. All of our staff are fully qualified swim teachers who hold Swimming New Zealand and/or Austswim qualifications as well as intensive and ongoing in-house training. We pride ourselves on our friendly, dedicated and professional teachers who strive to ensure children reach their potential in a fun filled and positive environment.

Calm Healthy Horses 03 312 5567 | www.calmhealthyhorses.com Calm Healthy Horses is a website created to help solve the frustrating, expensive, not to mention painful for the horse, problems that plague so many horse owners world-wide. Problems which seriously impact your safety, enjoyment, sanity, stress levels and your wallet! Don’t waste time, energy, money and precious horses battling ‘issues’ that simply disappear when you get the diet right.

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03 928 2301 | www.crescent.co.nz

Design Energy

www.greencap.co.nz Greencap has been leading the way in risk management and compliance in Australia since 1984 and has also operated in New Zealand for several years delivering value through practical and tailored risk management solutions.

www.designenergy.co.nz

Hatch Talent

Design Energy are industry leaders in the three key areas of industrial automation, which enables us to provide you with access to technology, robot integration and process engineering.

www.hatchtalent.nz

Dormer Construction www.dormer.co.nz

Hatch Talent is operated by Michelle Burman and Julie Brophy. Together, we bring over 40 years of experience in HR and Organisational Development across large corporates, SMEs and public sector organisations in New Zealand and the UK.

Dormer Construction Limited (DCL) is a drainage civil engineering company who constructs earth works, pipelines and other civil works. They specialise in difficult construction tasks, especially deep, wet and challenging pipelines.

Hawkeye Dynamics Limited

Evergreen Landscapes Ltd

03 343 9949 | www.homeviewdoors.co.nz

03 349 2929 | www.egn.co.nz As a Canterbury Landscape Design and Build firm we can offer services from initial consultation through to completion of all hard and soft landscaping work. Whether you have a lifestyle block, residential home or commercial business, Evergreen can create inspiring landscape designs and constructions and we even have our own nursery. Feel free to contact us today for a free quote or search our site for some inspiration and check out some of our latest work!

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www.hawkeyedynamics.com We train your staff to stay safe anywhere in the world.

Homeview Building Products Ltd We have a huge range of cavity sliding, bi-folding, entrance, interior and wardrobe doors and accessories for residential and commercial applications. We engineer and manufacture innovative door systems, and also offer a personalised manufacturing process, providing custom doors for almost any application.

Hunter Civil 03 381 7094 | www.huntercivil.co.nz Blending technical expertise with an innovative mindset we work on projects of significant scale and complexity, consistently producing exceptional outcomes. Adopting a ‘zero-failure’ approach we leave no stone unturned in our bid to bring our client’s visions to life, constantly pushing the boundaries of what others believe is possible.


International Antarctic Centre

Optigy Consulting

Sicon Ltd

www.iceberg.co.nz

www.optigy.co.nz

www.sicon.co.nz

We’ve packed all the mystery and excitement of the Antarctic into one incredible award-winning visitor destination. Located next to Christchurch International Airport, and open every day of the year, the International Antarctic Centre has a huge range of experiences guaranteed to entertain the whole family.

Helping businesses achieve their vision through tailored strategies for margin growth and export market entry.

SICON Ltd operates a range of services encompassing road, water and sewer, and parks and reserves infrastructure maintenance. We have over 150 staff throughout Canterbury.

Jackman Consulting Group www.jcg.co.nz Building of the highest standards requires expertise, clear communication and quality materials. At Jackman Construction, our focus is always on quality and building to the highest standard. Our Christchurch-based business offers a fresh, modern and transparent approach to each and every project.

Paint ‘n’ Sip Studio NZ Limited 03 351 0879 | www.paintnsip.co.nz We teach step-by-step painting classes with a nightlife component. No experience necessary! It’s an alternative to going out to a bar or restaurant and is all about having fun with friends/family. We host children’s parties, fundraising, team building, date nights, speed painting, dating and more.

Pipe Medic Ltd

Skydiving Kiwis Ltd 0800 359 549 | www.skydivingkiwis.com For the best skydive experience in New Zealand, visit the Skydiving Kiwis team in Canterbury.

Sprintec www.sprintec.co.nz

JKB Installs Ltd

Leading the future of New Zealand’s innovation in pipeline rehabilitation.

Sprintec is one of the world’s leading Jetsprint motorsport businesses. For more than 20 years Peter Caughey and his talented team have been racing and crafting Sprint boats for many successful teams worldwide.

www.jkbinstalls.co.nz

Printable Solutions

Stephanie Murray Mortgages

www.printable.global

www.stephaniemurray.mortgage

Jones Insurance

Printable provides fast, high-quality, environmentallyfriendly printing and we are proud to do so.

0800 325 25 25 | www.jonesinsurance.co.nz

Pulse Strategic

Whether you’re looking to buy your first home, build your dream home, invest in a commercial property or buy a rental property, we can help.

Effective installations of rangehoods and bathroom fans throughout Christchurch and Canterbury.

Insurance Consultant specialising in Life, Income Protection, Mortgage, Small Business Insurance and Medical.

Kaikoura District Council www.kaikoura.govt.nz Kaikoura District Council is the local government for the Kaikoura District of New Zealand.

KiwiBoss www.kiwiboss.co.nz KiwiBoss is a specialist HR and employment law training company, established to help New Zealand organisations create better workplaces. Employment lawyer Julia Shallcrass leads our team to provide interactive and engaging training and learning solutions. Based in Christchurch, we deliver training throughout New Zealand.

Land River Sea Consulting Ltd www.landriversea.com Professional engineering consultancy specialising in rivers and water resources. We provide state of the art, cost effective and timely solutions.

Logic Group NZ www.logicgroup.co.nz The best teams reach the top for a reason. We specialise in Project Management, Property Advisory, Facilities Management and Cost Consultancy in New Zealand.

Malcom Pacific (Wellington) Ltd www.malcolmpacific.com Malcolm Pacific Immigration provides visa solutions, removes uncertainties and solves immigration and citizenship problems. Whether straightforward or complex, we manage the process, so you can manage your life. Our specialists handle all visa types.

pipemedic.co.nz

021 2401 242 | www.pulsestrategic.co.nz

Stronghold

Pulse Strategic is a consultancy committed to supporting clients to achieve long-term outcomes by driving, managing and facilitating projects of strategic importance to organisations and the communities in which they serve.

stronghold.co Stronghold is a financial services platform that enables payments, trading, and USD reserves using technology products like Stronghold USD and our platform APIs.

Pure Nutrition

www.swiftmed.co.nz

www.puresportsnutrition.co.nz The PURE Sports Nutrition range is proudly produced in New Zealand and has been designed with sports science in mind. Our brand stands for high quality, natural products that work, containing no artificial ingredients or colours. The range has grown to provide high-quality products before, during and after your workouts.

QBE Insurance Ltd www.qbe.com/nz Our flexible insurance cover provides service you can count on when it’s needed most.

QOSH Consulting Ltd www.qosh.nz

SwiftMed Ltd The future of healthcare has arrived! SwiftMed was founded to transform the way healthcare is delivered in New Zealand. We use modern technology to connect you with qualified doctors quickly, saving you time and money.

The Shopping List theshoppinglist.nz The Shopping List is all about helping you understand people and their choices. Sales are one of the most significant ways we make our choices. What we buy, when, where, for how much, with what, at what time of day – all reflect what matters to us. Get under the skin of consumers, understand what drives them, and you’ll make brand decisions you have conviction in, and develop a marketing strategy that they respond to.

Helping businesses with their Quality Management, Occupational Safety Health systems and compliance.

UPBEAT Business Computing

Rakaia Engineering Ltd

UPBEAT was created to design and implement workable business computing systems to support small and medium-sized businesses throughout Christchurch. We implement IT systems so that they won’t break down under normal circumstances.

www.relgroup.co.nz Light engineering, silo manufacturers, agricultural machinery repairs. Importers of silos and grain handling equipment, drums, augers and monitor. Design and build dairy sheds. Suppliers of Meal feeding systems, wholesalers of silos and grain equipment. Manufacturers of water ballast rollers.

0800 872 328 | upbeat.net.nz

Urban Surf Ltd 03 326 6023 | www.urbansurf.co.nz

www.reclaim.co.nz

Urban Surf Fashion & Living Boutique is a fabulous seaside fashion boutique in Sumner, opened in December 2002 by two friends, Jo and Gerry.

Malcolm Ravenscroft Ltd

We help businesses achieve zero-waste goals.

West Coast Primary Health Organisation

03 389 2231 | www.ravenscroft.co.nz

The Boardroom (Relentless Growth)

03 768 6182 | www.westcoastpho.org.nz

Ravenscroft specialises in providing innovative and energy efficient engineering solutions for the heating and ventilating sector.

MB Quality Consulting Ltd www.mbconsulting.co.nz We are Quality Assurance and Regulatory Compliance Specialists serving the manufacturing sector.

McKendry Chalmers Construction 03 313 6676 | www.mcconstruction.net.nz

Reclaim Ltd

www.theboardroom.vision Each month, behind closed doors, a small group of business owners who are sick of always going it alone, meet. It’s coffee first, a laugh second, then down to business. Together they tackle the tough, big issues in their businesses – sudden change, unexpected problems, uncertain futures, new laws, robotics, too many staff, staff cultural differences. It makes your head spin doesn’t it?

Russell McVeagh

McKendry Chalmers Construction Ltd are owner operators, so we really make sure the product we are sending to site is accurate dimensionally and to a high precast standard, we aim to provide a precast unit that can be installed efficiently to minimise craneage and onsite costs. We are always prepared to meet with clients and main contractors to ensure the installation process is safe and efficient.

www.russellmcveagh.com

Bunrunners (Nice Days Ltd)

Empower your team with the skills and knowledge to make the right health and safety decisions in the workplace. Our courses integrate the most up-to-date industry regulations with relevant practical exercises to achieve the best learning outcomes.

www.bunrunners.co.nz Heartwarming food for your belly and soul.

OPRA Psychology Group

We are a dynamic network of specialists who are champions for our clients’ strategic goals. Russell McVeagh is committed to operating on the cutting edge of legal practice.

Safety ‘n Action www.safetynaction.co.nz

www.opragroup.com

Salon E

OPRA Group has a proven track record of delivering practical, robust HR and I/O psychology solutions. We offer specific expertise in pyschometric assessments, individual/team development, organisational survey tools and training accreditation to ensure sustained and embedded learning and success.

Bring out the best in your style with our professional hair care services from Salon E. Home to creative and talented hairdressers in Christchurch, our salon gives your precious mane that fashion-forward look to highlight your features and make you stand out from the crowd.

The West Coast Primary Health Organisation is a not-forprofit community trust that plans, coordinates, funds, and provides primary health care for West Coasters.

Western Union Business Solutions business.westernunion.com/en-nz/ Western Union pioneered the idea of moving money around the world and has been connecting people globally for over 164 years. As one of the world’s leading providers of cross-border business payments, Western Union Business Solutions is transforming how businesses can expand globally through one of the largest and most diverse payment networks in the world.

Woodshack Kitchens Ltd www.woodshackkitchens.co.nz Woodshack Kitchens is a family owned and operated business with over 25 years’ experience in the kitchen and joinery industry, who produce quality kitchens to suit you.

www.salone.co.nz

The Chamber Update Q2 2019

53


Contact us Advocacy, Strategy and Policy Chief Executive: Leeann Watson leeannw@cecc.org.nz General Manager: Michaela Blacklock michaelab@cecc.org.nz Communications & Advocacy Advisor: Kirsten Wick kirstenw@cecc.org.nz Employment Relations and Human Resources Employment Relations Advisors: Keith Woodroof keithw@cecc.org.nz Kelly Wealleans kellyw@cecc.org.nz Advisory and Consultancy Manager: Melicia Clough meliciac@cecc.org.nz

Marketing and Communications Marketing Coordinator: Bridie Sinclair bridies@cecc.org.nz

Administration, Reception and Export Documentation Executive Office Manager: Claire McOscar clairem@cecc.org.nz

Events and Partnerships Events & Partnerships Manager: Sarah Clarke sarahc@cecc.org.nz

Executive Assistant: Rachel McCann rachelm@cecc.org.nz

Events Managers: Holly Andrews hollya@cecc.org.nz Kaura Nutley lauran@cecc.org.nz Natasha Soraka natashas@cecc.org.nz Learning and Development Learning & Development Coordinators: Mary Botting maryb@cecc.org.nz Alexia Ferguson-Lees alexiaf@cecc.org.nz Learning and Development Specialist: Kelly Mackintosh kellym@cecc.org.nz

Health and Safety Health and Safety Consultants: Alan Boswell alanb@cecc.org.nz Helen Mason helenm@cecc.org.nz Business Advisors Research and Development Specialist: Rob Lawrence robl@cecc.org.nz Business and International Trade Advisor: Shirley van Waveren shirleyvw@cecc.org.nz Business Advisors: Dianna Rhodes diannar@cecc.org.nz Jason MacRae jasonm@cecc.org.nz

Membership and Finance Membership and Finance Operations Manager: Giles Beal gilesb@cecc.org.nz Membership Liaison and Accounts: Anne Jamieson annej@cecc.org.nz

Export Documentation Advisor: Krupa Panchal krupap@cecc.org.nz Receptionist and Export Documentation Advisor: Monica Shepherd monicas@cecc.org.nz Administrator: Amy Luscombe amyl@cecc.org.nz SkillsConnect Canterbury SkillsConnect Canterbury Manager: Kelly Wealleans kellyw@cecc.org.nz SkillsConnect Canterbury Business Advisor: Lisa Burdes lisab@cecc.org.nz

thechamber.co.nz 0800 50 50 96

Helping businesses do business, better. 57 Kilmore Street PO Box 359 Christchurch 8013 Ph 03 366 5096 Freephone 0800 50 50 96 info@cecc.org.nz

The Chamber helps businesses do business, better. Whether a sole trade, small-medium sized enterprise or a larger corporate, we have something to help everyone. Get the right advice, connect with the right people, upskill yourself and your team, keep up to date, have your voice heard and save with our member savings programme. For membership enquiries, please visit thechamber.co.nz, phone 0800 50 50 96 or email membership@cecc.org.nz

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The Chamber would like to acknowledge our sponsors and supporters who enable us to provide maximum value to our members.

PRINCIPAL PARTNER Next issue October 2019 (175) Deadline Bookings: August 2019 Copy/Adverts: September 2019

MAJOR PARTNERS

SPECIALIST PARTNERS

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Editor Bridie Sinclair bridies@cecc.org.nz 03 366 5096 Update magazine is produced by the Canterbury Employers’ Chamber of Commerce and distributed to businesses within the Canterbury and West Coast regions. Please contact the editor with advertising enquiries.

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update

Canterbury’s business magazine, from The Chamber

www.thechamber.co.nz info@cecc.org.nz

Profile for Canterbury Employers' Chamber of Commerce

Update Magazine - Issue 174, 2019  

Update Magazine - Issue 174, 2019  

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