NZCB InHouse JUNE 2025

InHouse

From the Chief Executive

WE’RE ROUGHLY halfway through 2025 and it’s time for one of the highlights of the year with the NZCB Conference and Expo in Hamilton.

At the time of writing, the NSO team is putting the final touches on preparations to welcome you all to the Claudelands Events Centre, and we’ll be reviewing the conference with plenty of photos available in upcoming issues of the InTouch e-newsletter – so keep an eye on your inboxes.

The other major focus for us at the moment is wrapping up multiple workstreams outlined in the 2023-2025 Strategic Plan, which officially concludes at Conference.

The power of having a simple, compelling strategy cannot be underestimated; it has kept the Board and Executive Leadership Team laser-focused on delivering on the Association’s strategic goals. The plan has also been valuable for attracting talented people to come and do some of the best work of their careers at an organisation that offers real purpose, and which operates in an exciting industry.

While we have invested in our people and IT capability over the last two years without increasing our headcount, we have not lost sight of the simple fact that this industry of ours is currently doing it tough. The level of building activity has remained stubbornly low since Q2 2023, even as the need to maintain New Zealand’s existing homes – let alone build new ones – becomes even more urgent.

Understanding that times are tough for members, we have been working hard to help members wherever we can.

We’ve provided flexible payment options for membership subscriptions; we’ve created a range of free online educational modules as part of our new NZCB Learn programme; and we’re working to create more business leads for members through a new marketing campaign, the video component of which

was seen by 500,000 people within the first fortnight of the launch date.

This marketing is all about raising homeowners’ awareness of NZCB and builds on the public relations work we’ve been doing since the second half of last year, which has seen our brand awareness lift by 60 percent across the first six months of live tracking. The higher that number goes, the more likely homeowners are to seek out an NZCB member to take on their next building project.

Paired with this work has been our engagement with Government. Lately, NZCB has been deeply involved in discussions about the future of vocational education and training – both in terms of submitting on proposals, and collaborating with other industry leaders on the industry’s position. We’ve also been working closely with the Government on changes to risk and liability settings for residential building projects. This is an area that has the potential to substantially impact builders, and we are working hard to ensure that the impact is positive for our members. You can read more about our media and advocacy work on page 56.

Recent New Dwelling Building Consent numbers hit 3,400 in March 2025. We haven’t seen this level of consent activity since March 2023, and we hope this is a signal that the much-needed upturn in building activity is on its way.

The investments we’ve made in people, IT, and our membership application and engagement processes places the Association and our members in a strong position as demand for building work starts to rise.

In the meantime, I look forward to catching up with as many of you as possible at Conference. It’s always a great event and a valuable chance to renew the connections that make our Association a great one to be part of.

MALCOLM FLEMING

NZCB Chief Executive

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The contents of InHouse may not be reproduced in any form, either in whole or in part, without written permission of the Editor. All material received will be assumed to be intended for publication unless clearly labelled 'Not for Publication' and will be published at the discretion of the Editor. Views expressed in articles in InHouse are not necessarily those of New Zealand Certified Builders Association. While every effort has been made to ensure the accuracy of the information included in this publication, the designers, publishers, and Editor take no responsibility for errors, omissions or for any consequences of reliance on this information. Articles are not intended to be relied upon as legal advice.

InHouse

InHouse

Published quarterly in print and online, InHouse is the official magazine for New Zealand Certified Builders Association (NZCB). InHouse aims to educate and inform our members and their staff of the latest news from the Association and the Building and Construction Industry.

New Zealand Certified Builders PO Box 13405, Tauranga Central, Tauranga 3141 10 Marsh Street, Tauranga 3110

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Cover photography: Braden Fastier

The Apprentice and the Master

Brackhan Wyatt, 28, is an apprentice at Rhino Builders in Whangārei. He claimed the top spot at the Whangārei heat for the NZCB Apprentice Challenge in April, and will represent the region at the national final in Hamilton in June. Ryan Anderson, 46, has been a builder since he was 17 and is now director at Rhino Build. They share how they met and what they’ve learned from each other.

Brackhan Wyatt

InHouse: Congratulations on winning the Whangārei heat of the Apprentice Challenge. Your skills were described by another competitor as “next level”. When did you decide that building was what you wanted to pursue?

Brackhan Wyatt: I left school and went straight into building because my father’s a chippy and I took that path, too. I wasn’t serious at the start. It was just a job and I was sort of mucking around. Then when I got into my 20s it started getting a bit more serious and I thought I better do an apprenticeship and get some tools. I love building with a passion.

IH: What is it about it that you like?

BW: The step-by-step process, the sequence. Watching something from start to finish, watching clients’ faces when it’s finished.

IH: The Apprentice Challenge must have been stressful. How did you cope with that? How did you deal with that in your head?

BW: It was really stressful. I had a lot of support with our team, building up to the challenge. I actually made a planter box before the competition. So, I was practising a lot of joints and practising all my cutting lists. As soon as I was there, it was pretty much like another day at work.

IH: How did you meet your boss Ryan?

BW: It goes back a long way. We were working in the same company back in 2020. After COVID lockdown, I took a job with the company that he and his dad were contracting to. I was there for 11 months. It was a stop gap until I could

The apprentice, Brackhan Wyatt (left) and his boss Ryan Anderson.

start at Rhino Build, where Ryan had got on his own buzz, his own journey.

IH: What was your first impression of Ryan?

BW: We clicked straight away. He’s not too serious. He likes a bit of a joke now and again and he’s very supportive in work and out of work. Just a proper good boss.

IH: What do you think is the most important thing that he’s taught you?

BW: He’s got a very good eye for detail and he knows how to spot something straight away. There’s a lot I need to focus on and learn, he taught me that it’s just about taking your time. Do it right first. Speed will come later.

IH: What has working with Ryan and in carpentry taught you about yourself, on a personal level?

BW: To be more open about myself, more confident. If there’s something wrong, say it. To talk to people more.

IH: Where do you see yourself in 10 years?

BW: I’d like my own business one day, definitely. A freehold house. Not too many bills. To be able to go on trips with family overseas and to have a few more little ones to come. I’ve got a little girl, two years old.

IH: So Ryan’s got your back, but you have to be up for growth?

BW: Yeah, it’s hard to say, ‘I want help from you.’ But there’s a whole lot of support in our team that makes me want to grow, you know, more and more.

Ryan Anderson

IH: When you’re looking for an apprentice what qualities are you looking for?

Ryan Anderson: I normally like to meet the kid, just get a feel for their personality and whether they’ll fit in. Brackhan was quite easy. I knew his parents for quite a few years as well, so

I knew he came from a good family. All those things play a part. I also like to know what their parents do because you can kind of get a bit of an inkling of their work ethic. I knew Brackhan was going to be at a loose end and I also knew his work ethic. So I said, ‘Come and join us and you can finish your apprenticeship’. He’d kind of gone as far as he could go. He needed to start to learn the rest of the building trade and he’s done bloody well. He’s grown heaps in that time.

IH: So connection and mateship is important but how do you balance that with saying the hard things?

RA: We know if there’s something bothering you, you just talk about it. But it’s civil. Cool. Move on. Nobody holds a grudge. Professionally the team has blossomed a lot. They need to have a personality because we banter all day and there’s a lot of laughter on site. But there’s also a fine line between telling a joke and taking it too far. And if they did, that’s when I’d be pulling them aside like, ‘Bro, come on. Tone it down. You’re taking it too far now.’ But no, everybody’s really good mates. They’ve got to be able to fit in. That’s the main thing first and foremost.

IH: But they also need to have potential?

RA: I thought I could teach anybody how to build. No way. I had an apprentice once and I couldn’t teach him. He was with me for two years, and never grew once. He was a bloody good guy. That’s probably why I kept him around so long. But yeah, generally they’ve got to fit in. We’re building a family here. We do feel like family.

IH: Is that something you set out consciously to do as a business owner when taking on apprentices, or was it an idea that developed gradually?

RA: I’m trying to build something like I had when I started my apprenticeship. My father was an excellent tradesman

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He was a little bit of a ratbag back in his younger years, but he’s turned his life around, and that’s a pleasure to see. When I first met him, I said, ‘I’m not going to judge you on that. I’m going to judge you on how you turn your life around.’ He’s impressing me, and he’s turned a full corner, he’s on the right path and he’s doing bloody awesome.

and he started to go down the commercial path. So I went and took a job with a company that we had contracted to and I was with them for a long long time. I was hanging out with my mates and building really, really nice homes and I still love my job, and these guys now seem to love their job. It doesn’t feel like work when you’re hanging out with your mates laughing and you’re getting paid for it. You’re not mucking around. You’re still getting it done.

IH: Brackhan learns a lot from you, but what have you learned from Brackhan?

RA: What he shows and what I admire is the way he carries himself. He was a little bit of a ratbag back in his younger years, but he’s turned his life around, and that’s a pleasure to see. When I first met him, I said, ‘I’m not going to judge you on that. I’m going to judge you on how you turn your life around.’ He’s impressing me, and he’s turned a full corner, he’s on the right path and he’s doing bloody awesome and I’m excited for his future.

IH: What was the best piece of advice you were given back in the day?

RA: I owe a lot to my father and the way he carried himself on site and how he conducted himself with sub-tradies and clients - and that he was a very, very nice man. A fantastic builder and communicator. People loved being around him and that’s what I’m trying to do most of the time. I’m getting it right but I get it wrong a fair bit too. Dad was a terrible businessman but a great builder and so I had to learn the business side of things. Some of my ex-bosses were very good at that sort of thing. So I picked up bits and pieces of them. But the core part was probably from my father. He taught me everything on the tools, but also how he conducted himself on site.

IH: You were part of the Cancer Society’s Longest Day golf challenge. Tell us about that.

RA: My father passed away from cancer and I’ve got a friend who’s terminal, so it’s a good cause and I had to do it. I enjoyed it. It was a thoroughly good day.

IH: Are those sorts of team bonding events something you do regularly with your crew?

RA: We’ve had a couple of fishing competitions. Recently we took my boat out at Russell and I said, ‘Bracken, you’re the senior apprentice so jump on board bro’, and he came up for the weekend. We had a bloody good time. It was wonderful. We caught a lot of kingfish. Not big, but it was good fun.

IH: Catching kingis - you’ve got quite the lifestyle up there in Whangārei.

RA: We do, but you know, life does get in the way of it. You think you’d do it more than you do, but definitely more than what I would if I was still in Auckland.

IH: When’s Brackhan’s apprenticeship up and what happens then?

RA: Brackhan has a few things to tick-off. Preliminary work, for example. Some things you don’t get as much exposure to as often and it can become quite hard, if you only do them once a year, to remember and you come to do it again and you’re like, ‘So where do I start?’

It just comes down to unsupervised work. He knows what to do now, but still needs some supervision, so it’s just more exposure. Keeping the train on the tracks. You really don’t start learning until you’re qualified, I believe. You’re learning how to build ‘you’, develop those broader skills with experience.

IH: You obviously have great foundations. Pun intended. How are you going to help Brackhan prepare for the Apprentice Challenge finals in June?

RA: I just hope he goes really well, regardless of the outcome down in Hamilton. I said just be proud of what you put out. Whether you win or lose - doesn’t matter. It might mean somebody’s just better at that point. It doesn’t matter if he doesn’t make a place or anything. The achievement is getting there, first and foremost. And he’s going to learn a lot from just being there and rubbing shoulders with the other apprentices. They’re kind of the stars of the show when it comes to the conference. All the builders are really proud of them. You admire these young guys.

We’re here, for you

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NZCB Member anniversaries

20-YEAR MEMBERS

Auckland

Alan Parkinson

Andrew Hine

Andrew Graham

Anthony Howard

Anthony Clegg

Austin Simmonds

Jarrod Barfoot

Martin Bamford

Paul Hooker

Peter Headland

Peter Luyt

Rakesh Kumar

Ryan Bridgens

Shane Sorensen

Troy Brown

William Hawthorn

Cary Gleeson

Charlie Bailey

Canterbury

Biff Vowles

Brent Chatterton

John Maio

Johnnie Bowers

Kelly Hutchings

Wayne Easterbrook

Central Otago

Nevin Gibb

Gisborne

David Howard

Hawkes Bay

Tony Ross

Manawatū

Craig Diffey

Fredericus Van Geldorp

Kevin Fee

Otago

Glen Summers

Sacha Gray

Ramon Dale

Rotorua

Terry Robinson

South Canterbury

Giles Patrick

Timothy Frances-Rees

Southland

Geoff Still

Aaron Stevenson

Richard Tremaine

Taranaki

Wayne Banks

Tauranga Districts

Gene Hollands

Wayne Crawford

Richard Thomson

Scott Anderson

Shaun McKain

Simon McCaul

Waikato/ Coromandel

Aaron Costello

Bruce Horrox

Darren Roa

David Artz

Peter Brooky

Shaun Begovich

Wairarapa

David Caldwell

Wellington

Andrew Price

Stephen Winchcombe

Howard Harnett

John Pratt

10-YEAR MEMBERS

Auckland

Abraham Breetvelt

Brian Duncan

Carl Griffiths

Cheng Xin

Colin Watts

Craig Lipscombe

David McGillivray

Donald Gilchrist

Elliot Johnson

Gavin Lucas

James Clarke

Jeremy Butler

Joseph Barker

Karl Lisipeki

Manu Weepu

Michael Bartlett

Michael Ririnui

Paul Voschezang

Richard Irving

Ross Collins

Timothy Cain

Timothy Nickel

Troy Jury

Tung Lai

Yuan Gao

Zane Milns

Elvin Blank

Donald Gilchrist

Gavin Lucas

Richard Irving

Bay of Islands/ Far North

Derek Nagel

Canterbury

Glenn Corson

Graham Robinson

Luke Chambers

Thomas Bell

Zac Wilkinson

Nick Matthews

Central Otago

Desmond Offen

Jared Miles

Mathew Green

Reon Boe

Hawkes Bay

Jesse Drinkrow

Mark Roil

Peter Christie

Manawatū

Andrew Hinks

Cameron Dench

Nelson Bays

Santosh Anand

Darren Van Vugt

Otago

Andrew Anderson

Glenn Wilkinson

Keegan Bain

Rotorua

Jamie Mear

South Canterbury

Daniel Dwyer

Gareth Esler

James Cradock

Jeffrey Hewitt

Peter Taylor

Timothy Wright

Southland

Gareth Paul

Nigel Carran

Taranaki

Jeffery Fairweather

Luke Florence

Quintin Oakes

Shaun Valentine

Taupō

Karl Norris

Tauranga Districts

David Wild

Garret Jones

Jason Marra

Kurt Creed

Nathan Tynan

Ryler Wright

Scott Bailey

Daniel Rowley-Anderson

Waikato/ Coromandel

Aaron Steel

Joshua Costa

Logan Pinny

Murray Carter

Peter McGrath

Scott Revell

Shaun Griffin

Stuart Foote

Tony Tissingh

Trent McIntosh

Matthew Brunton

Shane McGregor

Wellington

Aron Haines

Paul Durkin

Richard Wilman

Simon Johnson

Vine Collett

Hadleigh de Reus

Jesse Dyson

West Coast

Leighton Horner

Michael Adams

Whakatane

Matthew Heath

Wayne Stumpp

Whangārei

Aaron Weatherley

David Clarkson

Michael Allen

Scott Hargood

Bivouac-inspired beauty

‘The Bivvy House’ is Alan and Jen’s affectionate nickname for their hilltop holiday home.

“IT WAS inspired by a bivouac,” says owner Alan. “We wanted it to feel like a little hut that you’d stumble across while out on a tramp.”

“To capture the essence of a bivouac, we used a lot of natural materials,” says builder Andy McRae. That included a cedar-clad exterior, an interior featuring driftwood, exposed concrete, and band-sawn plywood.

The bivouac theme comes to life in unexpected details throughout. “The entrances are designed to feel like you’re walking through a crack in a rock,” says Alan.

For The Builders.co.nz team, the Hammock Ridge home’s inventive geometry added a whole new dimension of difficulty. “There were only about three right angles throughout the whole house,” says Andy. “The nature of the job was so demanding, the team took to calling it ‘Niggle Ridge’ instead. But they loved every bit of the challenge.”

BUILDER: Andy McRae, The Builders.co.nz

LOCATION: Queenstown

Read more at nzcb.nz/revere

The bivouac theme comes to life in unexpected details throughout. “The entrances are designed to feel like you’re walking through a crack in a rock.”

ALAN, HOMEOWNER

SUBMIT TO REVERE

This project was featured in Revere magazine. If you have a project you would like to submit for Revere – now featured online and on social media as well as published in hardcopy –please email marketing@nzcb.nz.

Resilience, regulations and revelations

A team of tradies and apprentices from Nelson took a contract at a ritzy resort in Fiji and returned with far more than suntans and duty free . Builder Andy Wells tells Sarah Daniell about a journey greater than the sum of its parts.

Kokomo Resort. FAR RIGHT: Andy Wells, of Tasman Homes.

Photo: Braden Fastier.

TROPICAL ISLAND resorts usually conjure images of languid days in beach loungers, sunset cocktails and an escape from the daily grind.

For Nelson builder Andy Wells, a six-week stay at one of the world’s top resorts in the South Pacific meant adapting to 12-hour-days toiling in peak humidity, during the cyclone season.

Hard work in paradise

In January this year, Andy and a team of four, including two tradesmen and two apprentices from Tasman Homes in Nelson, travelled to the ultra-luxurious Kokomo Private Island resort in the Great Astrolabe Reef in Kadavu, the island group south of Nadi.

In 2024, Kokomo was named one of the Top 50 Best Hotels in the World. Owned by an Australian property developer, it’s a playground for the very wealthy and the very famous, including Snoop Dogg and George and Amal Clooney.

The island has 21 beach-front villas, five grand luxury residences, restaurants and beach shack eateries, Koko Cabana cocktail bar and day spas.

The accommodation, however, was empty of A-listers when Andy and the team landed.

“The island was in a shut-down period for six weeks,” says Andy. “Our project was, initially, to replace decking timber on the beachfront villas,laying new piles, bearers, joists and mahogany decking timber. And so for three of the lads, that was their job for three weeks.”

The team laid close to a thousand square metres of decking. “Which in three weeks is a pretty big task.”

But after ripping through the initial set of tasks, Andy and his team found the work just kept coming.

Other projects included cabinetry work on the Koko Cabana Bar.

“There’s a pool and then there’s a swim-up bar with a big pizza oven. One of the crew, who’s experienced in cabinet making, worked with an architect drawing up plans for the cocktail bar, designing and building this beautiful bar.

“I had a bit of a role in the management

team, so I’d turn up for the meetings and go through the schedules and the processes and the projects, and then I’d jump in and work with the construction carpentry team.

“They just kept giving us more and more stuff to do. They’re like, ‘okay, well, you’re getting through this pretty quick, we’ll do this, and we’ll do this, and we’ll do this, we’ll add that to it.’ For us, it’s like, ‘sweet, just keep it coming’.”

Nelson to Fiji thanks to an apprentice

So how did Wells and his crew end up in Fiji in the first place?

“At Tasman Homes, we had a young fellow, Finn, who’s a Kiwi-Fijian. He moved to New Zealand during his college years, and we took him on as an apprentice. He’s a very likable, talented young builder,” says Andy.

“In New Zealand, he did the Apprentice Challenge a few times and succeeded really well in those competitions. And then once he got his trade … off he went.”

Finn, who’s now employed at Kokomo, is basically Fijian royalty, says Andy.

“He’s really well regarded and his family are well known throughout the country. And so he’s got networks and ties that have now come to benefit us, basically.

“Finn’s got great connections within the construction industry throughout Fiji and the surrounding islands. He put the idea forward to the Kokomo Island management team about us coming over.

“It was like, ‘Hey, there’s an opportunity here, are you guys keen?’ And you can imagine our response … ‘we can make it work’.” The island sorted all flights, insurance and logistics which made getting there and working “a breeze”.

It was Wells’s first time working in such an environment.

“Again, Finn gave us a reasonably clear picture of what to expect. He sent through videos and pictures of the island and the scope of the works.

“He also said, ‘it’s bloody hot’ so bring electrolyte sachets.”

The island, branded “barefoot luxury”, is relatively small, linked by sealed roads, and has four beaches.

“Beach One is where your guests arrive

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“You don’t imagine anybody can just rock up to an island and build a resort, right? There must’ve been something in place that allows them to do A, B, C, D. But in terms of red tape, there was nothing. There was nothing that stopped us from doing anything.”

and it’s all glitz and glamour. There’s the restaurant and the beach shack where you’re welcomed onto the island.”

Beach Two is largely staff accommodation and quarters, Beach Three is gardens, and Beach Four is the “industrial zone”, with a barge docking station where boats come in every second day with supplies and materials from the Fiji mainland and around the world.

Each morning Andy and the team would jump into golf carts down to Beach Four to a large staff canteen for a hearty cooked breakfast.

“So there we are at 5.30am eating breakfast … and it’s hot. We’d be on the tools at 6:30am and by 7am we were practically drenched with sweat.”

An army of builders marches on its stomach, even in 30 degrees. There were smokos, more food, and throughout the day lunch and carts bearing refreshments, including snacks and drinks, would do the rounds of the sites.

“We’d work through till 6.30pm and then dinner, and then you’ve got a couple of hours of chill time in the evenings.

“And that would be the day, rinse and repeat, for six weeks.

“They were long days. We’re there to work, we’re there to earn some money and we’re there to help Finn out. To prove our worth.”

full cabinet-making workshop, concretemaking facilities, huge storage for stacks of wood, stacks of all the fixings, all the personal protective PPE for the workers, boots and gloves and helmets. And the biggest diesel generator I’ve ever seen that powers the whole island.”

Water from the island source is desalinated and there’s a full recycling plant on site.

“We’re all drinking bottled water and you’re kind of thinking, oh, man, there’s a lot of plastic being wasted here. But at their recycling facilities, they’re separating the materials, and there’s a full composting facility where they’re taking all the cardboard, all the food waste and making their own mulch and then putting that back into their own gardens.

“There’s a lot of sustainability and ecology on the island, which is pretty special.”

The island has an in-house electrical team and plumbing team. Finn led the carpentry team – 12 local, full-time employed carpenters.

“They ranged from the seasoned guys – 12 years living on the island – and they’re doing constant upkeep. “Then they had anywhere from 20 to 80 people turn up daily on the early barge that came from neighbouring islands.

“They’d turn up, have breakfast at 5am and away they go. And they get distributed into the landscaping team, the electrical team and the carpentry team. So we’d be able to say, we need 20 today, or we need 18, or we need five.

“And for us, instead of us doing all the bulk of the work, your mindset kind of changes.

“I’d say to my guys, I just need you to get into that management role where you know the tasks, you can set them up to do the bulk of the work. More of a delegating role. And we’d be able to move forward five times as quickly as you normally would.”

Immediately, he says, it’s about up-skilling from the point of view of your team, “because many of them wouldn’t have been in a position to delegate before and see how that works.

“It’s a mind-shift, because normally, you’d be the one putting the final screws in and doing all the pretty work, but actually you’re more utilised in the progression of work.

FAR

Andy and the crew each took about 23kg of tools to Kokomo from New Zealand. But Andy says the resort’s hardware resources are impressive.

“There’s a full carpentry workshop, a

“But we let the locals loose on our tools, teaching them how to use a spirit level, router or a trimmer.

“For us to be able to teach them how to use those tools – what we do on a daily basis

ABOVE FROM LEFT: Andy Wells relaxing in the infinity pool at his beach “shack”. A Tasman Homes tradie taking a tropical smoko.

Photo: Andy Wells.

RIGHT: Skill-sharing –a Fijian worker harvesting the fruits of their labour.

– and teach processes, like how we’d do decking, for example, was really satisfying.

“There was definitely a lot of training and teaching on our behalf, but then looking at it from the other way, we also picked up lots of cool skills.”

Compassion and education

It takes a special set of characteristics and skills to adapt to a new environment, in a different culture: patience, diligence, but also compassion.

Andy comes from a background in outdoor education and adventure.

“For me it’s about that compassion and education. I’m a pretty passionate builder as well, so put all those together, and I guess that does help in terms of how you work, what you can produce and achieve on a remote island like that.”

After leaving school at 16, Andy eventually got a degree in outdoor education and adventure recreation.

“From there the opportunities really opened up and next thing, I’ve become a professional snowboarder and I’m rock climbing in Wales, and kayaking in America.”

The nomadic life sounds romantic and exciting but by the time he reached his early 30s, he and his wife-to-be had a moment of clarity.

“You’re traveling season to season in different countries having a really beautiful lifestyle. But my wife and I were traveling through India and came to the realisation that, oh, s***, we should probably go home.

Putting snowboard boots on day in and day sounds like living the dream for many, but after 15 years, “you get to the point where it’s like, right, I need to change.”

Andy’s stepdad was a builder and he grew up in an environment that encouraged capability and creativity.

“I headed towards building. That satisfaction of being able to know that you can do it, rather than outsourcing.

“Now that I can do this stuff, you kind of put a lot of faith in yourself, there’s confidence. It’s possible, I can do it. It’s just a mindset, I guess.”

Rather than keeping his own skill set to himself, Andy embraces knowledge- and skill-sharing. It’s a way of working and thinking that Finn’s also encouraging in Fiji.

“He’s picked out this guy from the Kokomo team and he’s taken him back to the mainland and he’s gonna kind of create his own little team over there. He’s building and creating his team.

“And while I’m there, I’m thinking, man, I’d love to take this guy back, bring him home. Show him how we work in New Zealand and give him a taste of Kiwi carpentry and building, because you see a lot of potential in these guys.”

A different way of working

The experience revealed at times the glaring differences in construction practices and regulations between New Zealand and Fiji.

“You don’t imagine anybody can just rock up to an island and build a resort, right? There must’ve been something in place that allows them to do A, B, C, D.

“But in terms of red tape, there was nothing. There was nothing that stopped us from doing anything.

“For example, at one point we were putting in a few big steel portals. In New Zealand, you’d have to get an engineer to come and do a design and a plan and then an install report. You’d have to get that installed by an engineer and signed off by an engineer and checked by a council inspection.

“And that process takes probably weeks and upwards of $10,000 or $20,000, right? Versus, ‘hey, we’re going to rip this wall down. We need a steel panel. Phone call down to the engineer guy. I’ll be up in 15 minutes’. They come and measure it. Be back in three hours with it cut and primed, installed, welded, bolted, in place at the end of the day.”

It must have felt liberating, in that sense.

“It was really, really refreshing. Yes, there’s regulations that are in place in NZ – I appreciate those and we need to follow them. But there’s big talk at the moment of red tape and bureaucracy and how we need to remove aspects of that.

“I could see there was enough experience on the island to know that there’s an I-beam running through here and we tie that down to a timber stud. And that timber stud gets tied down to a big concrete bollard. Like, it’s not going anywhere, right?

“I think it’s the balance between all the things that we talk about, the regulations and the red tape, finding the balance between what works for us.”

Taking time out

Most evenings, before or after dinner, Wells and the crew would get into the water with snorkels and masks.

On Sunday afternoons, Wells might work a six or seven hour day, but he and the crew

uu

would get a few hours to spend on their phones with family back home. Or use a pool in a chalet that wasn’t being worked on.

“And those moments, it’s like, far out, this is awesome. I’d be on WhatsApp with my wife, and I’d just say ‘sorry, but this is awesome’.”

Each day, Andy would head for the yoga shala before diving into the daily grind.

“I do yoga practice every morning, so that was quite nice. You just jump in the golf buggy and hoon up to this yoga shala. And there was no one else there, at the top of the island, with amazing views.”

It’s an important part of his life balance, he says.

“I work pretty hard as a project manager for Tasman Homes, and you can see that the underlying pressures of working in this industry, especially when it’s always just based on time and money and the stresses that come with that.

“The scheduling, the timings can get to you, so it’s nice to take these reality checks and just check on where you’re at and that you balance that up with family time and, you know, make sure you don’t bring the stress home with you.”

New perspectives

You can look at the Fijian lifestyle, says Andy, and from one perspective it seems pretty laid back.

“That could be really frustrating because we’ve got a deadline. But at the same time, this is how they work and this is their home and we had to adapt to that.

“It’s upbeat, there’s lots of local dance music going on and, it was really cool immersing yourself in their way of life.”

In New Zealand, says Andy, the working focus is, typically, based on two principles: time and money.

“It’s all time and money and that’s the way we work. We price jobs, we do the work, it’s a client’s money and it’s our time and we need to make that work.”

On the island, there’s a different approach and working culture. “Time and money is a completely different concept – they don’t need lots of profit.

“They’re also employing all those locals as well and upskilling them in the process.”

Andy embraced the simplicity, the lack of materialism.

“It’s about clothing, it’s food, it’s comfort, it’s just the necessities opposed to all the extra stuff that we have.

“They just need to get by. Very rarely you’d see them pull out a phone, or that’s

what maybe they were saving for, to get an iPhone. But that’s what everyone has back in New Zealand, even 10-year-old kids.

For Andy, it was an opportunity to reflect on work-life priorities. “It was refreshing to come back home and be like, hey, it’s okay. We still have to work to our timing and budgets, but at the same time, we’re still living our lives, right?

“It’s just a gentle reminder that life is not just about work. It’s actually the time with family and yourself that’s special.”

Fijian culture is very focused on “family”. And that commitment flows into the workplace. Which brings us back to Finn and where it all began.

“I love that idea – the sharing and mentoring. There was a lot of that going on, it’s intergenerational, you know? Whether it be mastery coming from us or some mastery coming from some of the seasoned lads on the island. We got quite a bit from them, too. It was amazing.”

What’s next?

While there were personal and professional “learnings”, Andy was mindful of who he represented and why he was there.

“Ultimately, when we went over there, I wore the Tasman Homes badge pretty proudly, and I went over with the ambition of basically being asked back.

“I want to go over there and set this as the standard. This is how we work. This is what we do.

“We’ve been asked back. It hasn’t taken long for Finn’s reputation and Tasman Homes’s brand to become known throughout Fiji. But it’s something I see in the future, if we can kind of schedule in a few months of the year.

“Kiwis can go to Fiji and get a working holiday visa for 21 days on arrival. You can work for three weeks.

“It’s a pretty cool relationship that Finn and I and my boss at Tasman Homes Garry Nott can evolve. And hopefully you kind of schedule this into your work because there’s a lot of benefit to come from it.”

Next time he’d like to schedule in another couple of days for a surfing trip or a fishing trip.

“Because it’s such a rare opportunity, you want to be able to make the most of it in terms of the beauty of the environment and share that with your family.”

If you have a story you’d like to share with NZCB members, let us know at marketing@nzcb.nz

ABOVE FROM TOP: The team laid close to a thousand square metres of decking. Andy Wells, centre, with Fijian workers Manoa (left) and Akuila. The private plane arriving at Kokomo Beach Resort.

Laying foundations for the future

NZCB Chief Executive Malcolm Fleming marked three years in the role in May this year, completing his first NZCB Strategic Plan at the same time. InHouse caught up with him to get his take on how far NZCB has come over the past three years, and what’s in store for the future.

ACCORDING TO Malcolm Fleming, chief executives have about seven years of effective leadership in them before it’s time for them to move on.

“Before I joined NZCB, I was Chief Executive at New Zealand Institute of Building for seven years. I’m proud of the lift in relevance and impact of the Institute across my time there, and though I still enjoyed the role, I felt it timely to explore what my next role could look like.

“While that was running through my mind, it just so happened that on the very first working day of 2022, a recruiter rang me to say that they were about to start advertising for the NZCB CE role.

“I’d had a fair bit to do with the Association previously and held the view that there was a lot more NZCB could be doing to raise its profile and be a bit more engaged with the rest of the industry. I thought that the role represented an amazing opportunity, and so I jumped at the chance.”

Malcolm has spent a large part of his tenure working on both of these areas, but says the first job was taking the time to work out where the Association was heading and making a plan.

“NZCB had Strategic Plans before, but they tended to be overlooked post creation, rather than serve as something we really held ourselves accountable for. They certainly were not being used as a tool to drive the business forward.

“During my first few months at NZCB, I worked with the then management team to review the plan I had inherited.

“We determined which aspects of the existing plan remained relevant to us, what could be refined, and what

should be dropped as an area of focus. We then reported back as a group in a workshop with the NZCB Board, and then started actively reporting on progress against the existing plan. By the time we developed a new Strategic Plan in mid-2023, strategy was – and remains – the first item on the agenda at NZCB Board meetings.”

Malcolm says there were some big ticket items on the plan for the past two years, not least of which was building a team and culture that could deliver the Strategic Plan.

“We’ve done a bit of recruiting over the past 18 months or so, in particular to bring in expertise in specific areas. But more importantly, I think we’ve all stepped back a bit and asked ourselves ‘Is there a better way of doing things? What will make a difference to our members?’

“That willingness to stop and think about whether we can change and improve the ways we’ve always done things is really starting to pay off.”

The past year or so has been a particularly busy one, as the Nationalled coalition government has made a wide range of announcements affecting the building and construction industry. From insulation standards to self-consenting, to remote inspections, to vocational education reforms, there’s a lot of change in the air.

“My view is that these changes are going to happen whether or not we engage with them, so we might as well be involved so we can help direct the course they take.

“A good example is the proposal last year to rollback H1 insulation standards because they supposedly

ABOVE: Malcolm and his wife, Gina, in fancy dress at classic car events.

FAR RIGHT: Malcolm pictured in his classic MG.

added too much cost to a build.

“We said, ‘Hang on a minute – we don’t know where you got your numbers from, but they don’t sound right to us’; we went away and did some of our own research; and then we sat down with MBIE and the Minister and talked them through it. And now we’ve gone from the threat of going backwards on healthy homes, to a really good situation where the Government agrees the standards are worth having, with changes to the way H1 compliance is measured being the main tweak going forward.

“That’s great. We’re totally in favour of reforming things if there’s a good reason to do so, but it goes to show that you have to be in the room to get the right outcome for all of us.

“Thanks in part to that specific issue, and to us being more comfortable with taking a position in the media, we now get involved in those conversations earlier, before they’ve been announced, and we get a chance to advocate for our members that much more effectively.”

The process for developing the Strategic Plan for 2025-2027 is about to get underway, and while Malcolm won’t be drawn on what might be in it - “the whole point is to go into this with an open mind” - he says there are a couple of things he would like to build on.

“I’m really proud of the work we’ve been doing around education with the new NZCB Learn programme, the additional profile and enhancements we’ve given to the Apprentice Challenge, and the elevated profile we have created for NZCB, both in the public arena, and within the building and construction industry. I’d like to see that continue and expand.

“I’d also like us to really boost NSO’s support of the regional committees and give them the tools they need to succeed. Shortly after I started, I was told by several Regional Committees that NSO wasn’t as supportive as it could be with the region’s events. We have addressed that, and while I think we have improved markedly in this area, there’s always more you can do.

“We’ve started that process with the regional presidents, talking with them about how we can generate more interest in members becoming involved with their regional committees and

potentially standing for office. It has been a pleasing development this year that senior presidents who have wanted to move on have been able to do so, as younger members are starting to put themselves forward to take on these important roles.”

Long-term view

So where does Malcolm see the industry heading more broadly?

“Look, the economy is tough at the moment but it will pick up. Hopefully the changes the government is putting forward will help speed up the building process, to make it easier to get things done once those economic conditions improve.

“But I guess I’m also thinking about the long-term pipeline of work. Do we have enough long-term commitment to the country’s infrastructure, our social housing, the construction or refurbishment of our schools and hospitals? One of the great things about NZCB members is their ability to pivot to take on different jobs as they need to. But ultimately, we want to grow the pie for residential builders, and that’s where I’d like to see things heading.”

Three years in but there’s clearly plenty more to do – setting a new Strategic Plan, delivering it, and continuing to build NZCB’s profile with homeowners, the media, other industry groups, and with the government. So Malcolm and his wife, Gina, have had to agree to some limits.

“When I took the job, my wife and I could see it would be an all-consuming role if I let it.

“On average I travel three days a week for work, and when I’m in Wellington, I commute to and from the Wairarapa into the CBD. So the deal I made with Gina was that from the moment I got off the train on Friday night, to the moment I got on the train on Monday morning, I would keep the laptop closed.

“Fortunately, there’s plenty to do outside to keep me busy. I’m into classic cars and car rallies, so we head off to those occasionally. And we have a half-acre section with a substantial garden, which requires a lot of manual effort, making for a stark contrast to my working week.”

Focus your strategy and succeed

The key to competitive advantage may lie in three core principles.

ANDY BURROWS Director of The Trades Coach

Andy Burrows, Director of The Trades Coach and NZCB National Partner (Starter).

I encourage you to take advantage of a free business strategy review session to see how we can improve your business performance. Call Andy today on 027 688 6721 or email andy@tradescoach.co.nz.

IN THEIR book The Discipline of Market Leaders, Michael Treacy and Fred Wiersema outline three core business strategies to help companies achieve a competitive advantage and become market leaders. These strategies – Operational Excellence, Customer Intimacy, and Product Leadership – are based on different approaches to delivering value to customers.

Successful companies pick one of these foundational strategies and then align their other activities in support: marketing, operations, customer management, team development, and so on. If you try to deliver on more than one core strategy, you will likely fall short and end up doing everything badly. But what do these strategies involve and how should you go about implementing them?

1. Operational Excellence

This strategy focuses on delivering products or services at the lowest cost with the highest efficiency. It involves streamlining processes, reducing waste, and improving overall operations. Companies that adopt this strategy emphasize reliability, cost-effectiveness, and simplicity. It might not be the sexiest strategy but it can be very successful, especially in tighter economic times.

u Process optimisation: Review key processes such as quoting, project management, and procurement.

Identify areas where you can reduce time and costs, perhaps through automation or more efficient project scheduling.

u Lean construction: Implement lean construction practices like continuous improvement (Kaizen) to reduce waste in labour, materials, and time.

u Standardised procedures: Develop standard operating procedures for all tasks within your business, from client communications to construction methods. This ensures quality control and helps with training new employees.

u Technology integration: Invest in construction management software to track project progress, streamline communication, and reduce administrative tasks.

2. Customer Intimacy

This strategy is all about building deep, long-term relationships with customers by understanding their needs, tailoring services to fit those needs, and offering personalised solutions. In short, your approach is to offer exceptional customer service, ensuring that your company becomes the preferred choice for your target market.

u Client relationship management: Use a customer relationship management (CRM) system to track client preferences, project history, and feedback. This

data allows you to provide more personalised and timely services.

u Tailored services: Offer custom solutions to your clients, whether it’s in project design, scheduling flexibility, or addressing specific concerns unique to each project.

u Regular communication: Keep clients informed at every stage of the project, from pre-construction planning to post-construction support. Providing updates and addressing concerns proactively will create trust.

u Client satisfaction surveys: After project completion, survey clients to understand their level of satisfaction and gather feedback on areas for improvement.

3. Product Leadership

Product Leadership focuses on offering the best possible products and services in the industry, with a focus on innovation, quality, and cutting-edge solutions. For construction companies, this strategy means offering the highest standards in design, materials, and craftsmanship.

u Innovate: Stay up-to-date with the latest construction trends, such as sustainable building practices, smart homes, and new materials. Invest in training your team on these innovations.

u Quality control: Implement rigorous quality control measures to

ensure every project meets the highest standards of craftsmanship. This may involve hiring skilled tradespeople, using top-quality materials, and offering warranties on your work.

u Unique offerings: Differentiate your services by offering something unique, whether it’s a specific design style, eco-friendly building options, or advanced building technology that competitors don’t offer.

u Thought leadership: Share your knowledge with clients through blogs, seminars, and workshops to position your company as an expert in the field. This also helps with marketing and client trust-building.

By adopting one of these three strategies – Operational Excellence, Customer Intimacy, and Product Leadership – you can build a competitive advantage for your company. While large corporations often dominate these strategies, smaller businesses like yours can also benefit by focusing on one of these core areas and aligning your operations accordingly.

Choose the strategy that best aligns with your strengths, market opportunities, and the long-term goals for your business. Once you have picked one, use that strategic lens to review and develop all the areas of your business accordingly.

When an employee relationship turns sour

The cost of defending a personal grievance claim can be significant - but it doesn’t have to ruin your business.

ICIB Brokerweb is the trusted insurance broker for NZCB and is proud to be celebrating 50 years of doing business in New Zealand. If you would like more information about management liability cover, give us a call on 0800 644 444.

ENTERING INTO an employee agreement is the same as any serious relationship. At the start everyone has good intentions, but sometimes things break down and the relationship comes to an end.

A friendly exit can sometimes be negotiated or it can end with a personal grievance (PG) being served.

Over the last few months, we’ve had an increase in calls from building companies wanting to check their cover as they undertake a restructure. In these situations, PGs often become an issue.

Personal grievances are costly and on the rise

A PG is a formal complaint raised against the employer where it is alleged they’ve acted unreasonably, unlawfully, or unfairly.

If these actions led to employee termination without a fair reason or proper process, it’s considered unjustified dismissal. However, if the actions constituted unfair treatment that impacted an employee’s ability to do their role or affected their employment conditions, it’s considered unjustified disadvantage.

Most PGs can be resolved using a mediator, but others will end up going through the Employment Relations Authority (ERA) and some may even end up in the Employment Court. PGs are increasing, according to annual statistics from the Employment Court of New Zealand. In 2024, there were 201 new cases filed in the Employment Court versus 162 cases filed in the same period the previous year.

It’s expensive to defend a personal grievance - the average cost being $28,000 and the average cost if you lose around $68,000. These are significant amounts – especially for a small business.

Regardless of whether you believe you’ve acted in good faith and don’t believe you have done anything wrong

is irrelevant. You’ll still need to defend your corner, which comes at a cost.

In 2023, 43 percent of unjustified disadvantage claims that went through the ERA were judged in favour of the employer and 54 percent in favour of the employee. When it came to unjustified dismissal 64 percent of cases favoured the employee and just 30 percent the employer.

In many of the cases that went against the employer the ERA found problematic processes when dealing with their employee. It is therefore important to engage legal advice if dealing with an employee issue to avoid ending up in that position.

A recent example of costs incurred by a construction company is Chen v Construst Ltd, over a dispute between a construction company and a worker.

Construst Ltd maintained that Mr Chen was a contractor not an employee, and after a month of working laid him off. This resulted in a claim of unjustified dismissal. In January this year the ERA ruled in favour of the worker, resulting in Construst Ltd having to pay $20,000 in compensation, $2,750 in penalties, and $5,236.63 in lost remuneration. On top of this they would’ve had to pay any legal costs incurred.

Management liability

So how can you protect your business if you end up in this situation?

Management liability insurance helps protect company directors and officers from financial losses around any management decisions they make. It can cover, for example, the

costs of fines, compensation, and legal expenses arising from allegations of mismanagement, wrongful acts, or negligence.

There are several components to management liability cover but the key one that relates to employee disputes is employment practices liability. This aspect of the cover helps you pay costs related to mediation, legal fees, or compensation awarded to the employee.

Some policies even offer access to a panel of legal firms that will give you advice in the event of you needing to make a claim.

Management liability also provides other benefits:

u Director’s and officer’s liability covers breaches of duty or alleged wrongful acts, such as in the area of health and safety.

u Corporate legal liability (also referred to as employment disputes/ practices) covers claims of wrongful management or employment practices violations.

u Crime cover assists with the costs of dealing with employee theft and fraud.

u Statutory liability helps with breaches of New Zealand’s statutory regulations or obligations.

Can you afford to take the hit?

If your business could not afford to take the hit of a PG claim and the associated costs, it’s worth considering management liability insurance.

Not only will you have peace of mind when hiring staff but you’ll be covered in the event you breached any regulatory processes in your day-to-day business dealings.

Dealing with building disputes

Disputes are not uncommon, unfortunately. But here’s how they can be avoided.

Alex’s role includes legal research for the BDT. The BDT provides guidance to parties and their advisers as to the most appropriate dispute resolution process for their dispute. Call 09 486 7143 or 0508 284 534, email registrar@buildingdisputestribunal.co.nz or visit buildingdisputestribunal.co.nz

WHEN YOU consider the scale of the construction industry, it is no surprise that disputes occur. Many builders and homeowners have experienced them, and a considerable amount of industry knowledge is acquired through trial and error.

The most common grounds of dispute in the industry are:

u Contract interpretation

u Claims for variations

u Extensions of time and delay cost claims

u Claims for liquidated damages/ penalties

u Defective/incomplete work/breach of statutory warranties claims

u Repudiation/entitlement to cancellation of the construction contract.

In this article, we will explain how these disputes develop and how the Building Disputes Tribunal can help.

The gap between expectations and reality

Each year, thousands of builders and construction companies enter into construction contracts. For all parties in these contracts, expectations are high but often these don’t match reality: goals are sometimes unrealistic; communication is not forthcoming; plans overlook critical details; and specifications are general and not project-specific.

Then there can often be confusion over cost.

Many costs are high relative to other transactions, and contractors often undertake projects of great complexity and risk. Quotations often exclude certain items of work but don’t always make these exclusions explicit. Parties may present the quotes in the form of an ‘estimate’ or contain evaluations for

items of work to be undertaken in the form of a prime cost or provisional sums. These terms are often misunderstood. Parties use them incorrectly and the monetary allowances under these designations are often woefully inaccurate. The terms often do not align with the work or materials that are in fact required to be undertaken or supplied.

Problems arise because homeowners will budget up to the very limit of their financing capacity without building in contingencies for owner-risk items and/ or variations. In many cases, they will request changes to the scope of work and specifications as work progresses and request changes without first obtaining a price. Similarly, owners might not understand the cost and time consequences of their instructions.

Mistakes happen

Even when the planning and budgeting has gone smoothly, things don’t always go according to plan once building starts.

Some contractors lack the necessary skills and expertise for the work they undertake, or they fail to have adequate quality assurance processes in place. Failing to adopt these quality assurance processes may mean that they cannot achieve the specified scope of work to the specified standard. It might also mean that they cannot complete their work by the due date for completion.

The Building Disputes Tribunal is ready to help

Given the complexity of many contracts and building projects, it’s easy to see why disputes occur.

You may not always be able to prevent issues arising but it’s important

ALEXANDER LYALL, Research Clerk at The ADR Centre.

to do whatever you can to prevent minor problems escalating into full-scale disputes.

The BDT is designed specifically to support builders as they face these all-too-common realities of construction life. The BDT administers alternative dispute resolution (ADR) procedures such as adjudication, arbitration and expert determination for parties looking for a quicker and cheaper alternative to the courts. For those new to ADR, the BDT’s team of dedicated registrars can work with you through your dispute and recommend a procedure that is best suited to your situation.

The BDT has a 30-year record of managing construction disputes. As such, it is recognised as the leading independent, nationwide provider of specialist dispute resolution services to the building and construction industry. The BDT does not provide legal advice.

Disclaimer: Information published in this article is not intended to be comprehensive. No person should act in reliance on any statement in the article and the Building Disputes Tribunal accordingly does not accept any responsibility. Readers are advised that specialist legal advice should be sought in relation to all matters covered in this article.

Trust a Resene Eco.Decorator to do your job just

When it comes to your decorating projects it helps to know you’ve got the right painter for the job as well as the right paint. So when you choose the services of an approved Resene Eco.Decorator you can be sure that the paintwork will be just as good as the paint.

Mastering delegation: let go to grow your business

It’s easy to fall into the trap of doing everything yourself. From quoting and client meetings to chasing invoices, wearing all the hats might feel necessary, but it’s not sustainable.

DELEGATION ISN’T just about handing over tasks; it’s a strategic move that frees up your time, empowers your team and positions your business for long-term growth.

Why delegation matters

If you’re getting bogged down in day-to-day admin, it’s hard to focus on big-picture strategy and long-term planning. Delegating lets you step out of the trenches and into the driver’s seat of your business. It helps eliminate bottlenecks and creates time efficiencies by matching the right tasks with the right people – those with the skills and personality type to do the job well.

It also protects your wellbeing. Sharing responsibility helps prevent burnout and supports a healthier work-life balance – something every business owner deserves. The added bonus? With more people able to take on responsibility, your business becomes better positioned for growth, scalability and long-term success.

The benefits for your team

Delegation builds trust. When you give your team ownership of tasks, it encourages them to step up, collaborate and contribute more meaningfully. It also creates valuable opportunities to grow their skills and experience, and to take on new challenges.

Often, someone with the right skillset may spot ways to improve a task or system that you hadn’t considered. Delegating can lead to smarter, more efficient processes across the business. And when your

team feels trusted, supported and challenged, they’re more likely to stay motivated, loyal and engaged.

Tips for effective delegation

u Define the task clearly: Be specific about what needs to be done and by when. Provide systems or processes to follow and set clear expectations.

u Match the person to the task: Make sure they have the skills and knowledge needed – or the willingness and ability to learn. Tools like DISC profiling can help match people with tasks that suit their strengths and working style.

u Provide training and support: Check in regularly, especially early on, to answer questions and make sure everything’s on track.

u Build feedback loops: Create space for open communication. Encourage questions, ideas and suggestions for improvement. Delegation works best when it’s a two-way conversation.

Consider outsourcing

Not every task needs to be handled in-house. Outsourcing specialist roles – like bookkeeping, marketing or HR and recruitment – can save time and ensure critical business functions are handled by experts. It’s a smart way to stay focused on what you do best. When done well, delegation is a game-changer. It strengthens your business, builds a capable and confident team, and allows you to lead with clarity and purpose. And best of all, you won’t have to wear all the hats – just the ones that matter most.

My Smart Office can help you get more done in less time. Then you can focus on what matters: growing your business. Amanda Chisholm runs a successful residential building company with her husband and has over 20 years of experience working with customers, sales and marketing, bookkeeping and administration. She started My Smart Office with a mission: to help builders, small business owners, and trades navigate the day-to-day complexities of their businesses.

AMANDA CHISHOLM

My Smart Office

QUALIFICATIONS THAT FIT WHAT YOU DO

WORK SMARTER

Have your team work smarter, learn up-to-date skills.

TRAIN AN APPRENTICE

ALREADY HAVE THE EXPERIENCE?

Help them learn the skills and become qualified.

Get skills recognised with a formal qualification.

GROW YOUR BUSINESS THROUGH TRAINING

Training an apprentice is an investment in your business and the industry.

ARCHITECTURAL ALUMINIUM JOINERY INTERIOR CONSTRUCTION

BRICK AND BLOCK LAYING JOINERY

CARPENTRY KITCHEN AND BATHROOM DESIGN

CONCRETE PAINTING AND DECORATING

EXTERIOR PLASTERING RESIN FLOORING

FLOORING STONEMASONRY

FRAME AND TRUSS FABRICATION

SUPERVISOR

GLASS AND GLAZING TILING

Mental health a major issue for workers and employers

A tool-kit offers tips on supporting a mentally healthy workplace.

Copeland Ashcroft Workplace Lawyers operate the NZCB Employment helpline, offering specialist advice, representation and support across employment, immigration and health and safety law, to businesses throughout New Zealand. Call 0800 354 821 or visit copelandashcroft.co.nz.

MENTAL HEALTH continues to be a major issue in the construction industry, with psychosocial risks (bullying, threats of violence, harassment) affecting around 25 percent of workers over the past 12 months, according to WorkSafe.

Bullying is the leading risk factor, affecting 22 percent of those who have reported “offensive behaviours”, followed by cyberbullying (20 percent), threats of violence (16 percent), sexual harassment (11 percent) and actual physical violence (10 percent).

On the positive side, WorkSafe found 84 percent of construction employers feel a strong sense of responsibility for the mental health of employees and how well they get on with others. On the other hand, 41 percent of construction employers do not have a policy to support the management of incidents of bullying and harassment, including sexual harassment, and 48 percent of construction employers do not have a policy to guide their response to violent incidents, including threats of violence.

The regulatory context for all this is changing. The Government has promised to simplify health and safety laws, recently saying that small employers would not have to manage psychosocial risks. At the same time, WorkSafe announced a change in focus last year, shifting away from a focus on psychosocial risk management and instead pursue addressing catastrophic serious harm in particular industries.

This approach departs from what other similar jurisdictions are doing overseas, with more and more successful prosecutions for employer failures in

this area in Australia and the UK.

Regardless of official pronouncements by WorkSafe and the government, mental health management is still a crucial consideration for employers. The Employment Court recently awarded two employees almost $1.8 million collectively for the extreme trauma suffered throughout their employment, basing this decision on breach of contract for health and safety obligations and personal grievances for unjustified disadvantage.

While this is an extreme case, it does show the courts’ willingness to enforce employer obligations to protect their employees’ health and safety, within the employment jurisdiction.

We are seeing an increase in personal grievance claims referencing workplace mental harm and employers’ failures to do anything about the issues. We find employers are commonly exposed in that they do not have a plan in place to manage risks arising from work that can cause mental harm.

The best way to ensure you support a mentally healthy workplace is to have comprehensive health and safety management systems alongside robust anti-bullying, harassment and discrimination, and wellbeing policies.

If you require help improving your business’s approach to mental wellbeing, our Mental Health and Wellbeing Toolkit is a great place to start as it provides employers with guidance on dealing with psychosocial hazards in the workplace.

The toolkit is available for a fixed price of $2,500 + GST, and includes:  Risk Assessment Template and Guidance for Psychosocial Hazards

WithHome

KATE ASHCROFT Partner, Copeland Ashcroft Workplace Lawyers.

 Mental Health and Wellbeing policy, covering stress management, fatigue and steps that can be taken to identify and manage mental health risks in the workplace.

 Anti-Bullying, Harassment and Discrimination Policy, setting out definitions for each of these terms, examples of unacceptable behaviours and a process to follow where an incident arises.

Our team can also offer a one-hour training session, either in person or virtually at a cost of $1,500 plus GST, covering:

 An overview of your mental health and wellbeing obligations, including documentation and reporting.

 How to identify psychosocial risks.

 Awareness of what constitutes bullying and harassment.

 What practical steps should be taken.

 How to manage employees and

what support can be offered.

 Practical tips on how to manage conflict in the workplace.

Stay up to date

Copeland Ashcroft Workplace

Lawyers delivers specialist advice, representation and support across employment, immigration and health and safety law to businesses throughout New Zealand. We can provide advice and guidance pertaining to any of the changes mentioned above.

Visit copelandashcroft.co.nz to subscribe to our newsletter, gain access to our free webinars, receive invitations to our workshop and seminar series and stay up to date with the latest developments.

If you would like advice on how this could impact your business or more information regarding the above, please contact our team.

Disclaimer: We remind you that while this article provides commentary on employment law, health and safety and immigration topics, it should not be used as a substitute for legal or professional advice for specific situations.

Please seek legal advice from your lawyer for any questions specific to your workplace.

With Yale Home App

Keen competition at Apprentice Challenge regionals

ONE HUNDRED apprentices from around the country competed at the regional heats for the NZCB Apprentice Challenge on 12 April, building a planter box over eight hours, which was then donated to community groups.

Congratulations to all those who competed, in particular to the nineteen first place winners who will line up at the national final at the NZCB Conference in June in Hamilton.

Regional champions:

Bay of Islands: Kodi Chamberlain

Whangārei: Brackhan Wyatt

Central Auckland: Joselito Jacosalem

North Auckland: Zinnia Gurden

Waikato: Jack Mathis

Tauranga: Scott Davies

Rotorua: Taylor Forrest

Taupō: Ryan Colquhoun

Gisborne: Cameron Spence

Hawke’s Bay: Hohepa Goulton

Manawatū: Campbell Poulton

Taranaki: Jake Dugdale

Wellington: Hamish Beaven

Nelson: Charlette Bone

Canterbury: Jesse Winter-Henderson

Mid-south Canterbury: Aidan Sorenson

Otago: Rowan Holmes

Otago-Central: Gareth Bruce

Southland: Fergus Frame

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NZCB Apprentice Trust

A new strategy and new trustees the major achievements for 2024.

BRIAN DILLON Outgoing Chair of NZCB Apprentice Trust

NICOLA AIREY General Manager of NZCB Apprentice Trust

THE LAST 12 months have been a period of progress for the Apprentice Trust. Several milestones have been achieved, which put the Trust in a strong position to develop and deliver on the objectives the Trustees have developed.

Trust Deed and direction

One of the main tasks this year was undertaking a comprehensive review of the Apprentice Trust Deed, providing the opportunity to rigorously consider the purpose and direction we want for the Trust.

Off the back of this the Trustees are committed to developing and delivering a clear strategy for the next three to five years for the Trust. This will include raising the profile, securing consistent and sustainable revenue streams, and expanding the range of offerings available through the Trust.

Early in 2024 the Trustees signed off an activities framework which now has categories including scholarships, and awards to sit alongside the hardship grants, which had been the sole focus previously. This broader range of offerings, while continuing to support those in need, will also identify and encourage potential leaders through the scholarships category, and recognise performance via the awards category.

A significant focus this year has also been rationalising and improving back-end processes and systems to enable easier administration and communication with Trustees, builders and their apprentices applying for grants. We want to make the application process as smooth as possible for those in need, and to speed up the review and assessment of the applications by Trustees, in order to increase the amount of support we provide each year.

Finances

Given the current economic climate, we’ve been surprised to see a reduction in the number of applications for hardship grants. The main effect of this reduction is to allow us to build the Trust’s account balance. Our

strengthening financial position has also been enabled through the generous support from some of the regional committees, for which the Trust is extremely grateful.

Trustees

Over the course of 2024, we saw some changes in the composition of the Trustees. In October, we farewelled Mike Craig who originally joined the Trust in order to support the transition from the Apprenticeship Scholarship Trust. We are grateful to Mike for his contribution to this successful transition.

In October, we welcomed Nick Matthews as a Trustee. Nick had spent nine years with NZCB and brought his strong insights and knowledge from that, as well as from his broad connections with the NZCB membership and wider construction sector.

We also conducted a recruitment campaign for additional Trustees in late 2024. The objective here was to build the Trust’s governance capabilities and perspectives, and we were pleased to welcome Kate Davies and Kat Ricketts as Trustees in early 2025.

Looking forward

The Trust is now in a strong position to further support and promote training and related activities, which align with the Trust’s objectives, and the strategic objectives of NZCB.

For the next financial year, we will continue to improve the grant application process, communicating the broader categories of support, and raising awareness of the Trust to increase the number of applications we receive each year. In doing so, we’ll have stories to share, and we will be able to better communicate the benefit of contributing to the Trust in supporting the next generation of builders.

Thank you to all the Trustees for their work this year. The Apprentice Trust has an important role to play, and we are looking forward to the year ahead.

Handing over the reins

2025 heralds some new appointments for the NZCB Apprentice Trust.

THE FIRST half of 2025 has seen a handing over of the reins at the NZCB Apprentice Trust, with the departure of Brian Dillon as Chair at the AGM in May, and the appointment of two new trustees after a nationwide search - Kate Davies and Kat Ricketts (see their bios on the following page).

Thank you Brian and congratulations Niamh Brian first joined the Trust in 2013 (then known as the Apprenticeship Scholarship Trust), and served four terms as both a trustee and Chair. Brian valued the opportunity to support those in need via the Hardship Grants the Trust has distributed, and would like to acknowledge the role that regional committees and others have played in supporting the Trust financially. In more recent years, including his tenure as Chair, Brian has strived to enable and lead a more professional Trust and adopt a more strategic and longer-term view of the Trust’s activities. Brian departs the Trust with confidence in the future direction of the Trust, and that this will be enabled by a very capable group of Trustees.

Fortunately, the Trust can turn to a highly experienced trustee to take over from Brian in Niamh Barraud, who was appointed Chair following the AGM. Niamh is a well

regarded member of the trust, and has served as a trustee for the past two years.

The Trust wants to thank Brian for his leadership and for his efforts over the past decade, and to wish Niamh all the very best as she begins her tenure.

Ambitious plans for the future

At NZCB, we believe that when the building industry thrives, so does Aotearoa New Zealand. To secure a strong future for our industry, we must invest in the next generation of builders.

The NZCB Apprentice Trust was established to support construction trainees by removing barriers that might prevent them from completing their training and gaining the qualifications needed to succeed. Through scholarships, financial assistance, and recognition of achievements, the Trust provides critical support to apprentices facing challenges.

With a strong leadership team in place, the NZCB Apprentice Trust is looking ahead with ambitious plans to further enhance the support available to apprentices.

We are excited about the opportunities to grow, innovate, and continue shaping a skilled and successful building industry in New Zealand.

Niamh Barraud

Niamh is a qualified builder with a preference for renovations and over five years of experience running her own company successfully. After relocating to sunny Nelson with her family, she joined a new team and is gaining a refreshed perspective on the trade. As well as her appointment as Chair of the Apprentice Trust, she also serves as a member director on the NZCB Board.

She is passionate about building a clear and visible pathway for the next generation of carpenters, and believes in the importance of consistent, high-quality training. She is eager to encourage greater diversity in the trade, helping ensure it’s a place where everyone can thrive, regardless of their differences.

Dave Whitehead

Starting in the industry in 1993, Dave has worked predominantly on residential new builds and alterations on the Hibiscus Coast.

Following a three-year OE, Dave started Lifebuilt Construction and Bella Kitchens & Cabinetry in 2007. Based in Silverdale, he currently has a staff of 20 working across the Auckland region. After becoming an NZCB member in 2009, he has worked on the Auckland regional committee and served as interim president for Auckland.

Dave has previously served as an NZCB director, and currently sits on the BCITO Advisory Group, Salt Trust, and the UNITEC Advisory Group. He is passionate about making sure young people gain the experiences and skills that he had the chance to develop as a young builder.

Nick Matthews

Nick is an accomplished professional with a passion for fostering apprenticeship training and empowering the next generation of tradespeople.

As a qualified Carpenter and Fitter Turner, Nick has completed two apprenticeships and holds both a Bachelor in Management and a qualification in Adult Teaching and Learning. Having previously worked with NZCB, Nick played a pivotal role in supporting members and employers nationwide. He was instrumental in establishing the NZCB Apprentice Network and continues to champion apprentices through the NZCB Apprentice Trust.

Beyond his advocacy work, Nick is actively involved in the industry, serving on the NZCB Canterbury Committee and the BCITO National Advisory Group – Carpentry. Currently, Nick is the South Island Sales Team Lead at Winstone Wallboards Ltd, where he combines his expertise and leadership to drive success.

NIAMH BARRAUD Chair

DAVID WHITEHEAD Vice Chair

NICK MATTHEWS

EDUCATION

t Through scholarships, financial assistance, and recognition of achievements, the Trust provides critical support to apprentices facing challenges.

Kate Davies

Kate brings extensive experience in business development, sales, and leadership across the dairy, chemical, and food industries in both New Zealand and overseas. With a strong background in managing key stakeholder relationships, strategic planning, and team leadership, Kate has a proven track record of driving growth and fostering collaboration.

Currently serving as a Corporate Accounts Manager at Ballance Agri-Nutrients, Kate has held senior roles in organisations such as Tatua Co-operative Dairy, Alpine Deer NZ, and Ixom. Her expertise in governance, communication, and industry development makes her a valuable addition to the NZCB Apprentice Trust.

Beyond her corporate career, Kate is an experienced trustee, having served on boards including House of Science and the Bay of Plenty Early Childhood Music Education Trust. She holds a Master of Business Administration with Distinction from the University of Waikato and has a strong passion for mentorship and education.

Kat Ricketts

Katherine (Kat) is a highly respected construction professional, industry advocate, and leader with over 20 years of experience in the nonprofit sector and 12 years in governance. A qualified carpenter, she currently works as a Relationship Manager at Waihanga Ara Rau, where she fosters industry connections and supports vocational education.

Kat is also a National Council Member for the National Association of Women in Construction (NAWIC), advocating for greater visibility and opportunities for women in the industry. Her dedication to workforce development, mentorship, and industry excellence has earned her multiple awards, including NAWIC’s National Apprentice of the Year.

Her leadership, experience, and passion for strengthening the construction sector make her an invaluable addition to our board.

Garry Nott

Garry is a highly experienced building professional with over 30 years in the construction industry. With a strong passion for developing future tradespeople, Garry spent 10 years teaching carpentry at the Nelson Marlborough Institute of Technology (NMIT), where he also established the ITAB apprentice programme.

A long-standing supporter of NZCB, Garry has served on the local Nelson Bays Committee since 2007, including six years as President. He is currently a Director on the NZCB Board and continues to advocate for high-quality training and professional development within the industry.

As the owner of Tasman Homes since 2007, Garry brings a deep understanding of the needs of apprentices and businesses alike. Under his leadership, Tasman Homes has trained over 15 apprentices, with another four currently completing their qualifications. His previous experience as a former Board Member for Habitat for Humanity (Nelson) further reflects his commitment to community and skill development.

Through his diverse background in teaching, management, and hands-on building, Garry is dedicated to supporting apprentices and the ongoing success of New Zealand’s building industry.

KATE DAVIES

KAT RICKETTS

GARRY NOTT

Class act

A Whakatāne high school home renovation project is in its second year and is breaking new ground for students and the community.

CALLI-HOANI Te Pou is only 16 but he’s already secured a foothold in his future career, and gained valuable life skills that go far beyond the classroom, thanks to an innovative high school home renovation project.

“Mā te huruhuru ka rere te manu”. Adorn the bird with feathers and it will fly. It’s a fitting whakatauki for the remarkable initiative that binds both students, teachers, whānau and community.

Calli (Ngāti Tuhoe and Ngāti Tainui) is part of a group of Year 12 and 13 students taking part in Whakatāne’s Trident High School Programme. The Level 2-3 Ringa Pukumahi / Allied Trades project has key collaborators,

such as Ngāti Awa, Bay of Plenty House Removals, and Mitre 10.

The project involves students aged 16-17 renovating a house and learning a variety of skills and trades in the process, including forklift driving, health and safety practices, building and plumbing.

The programme was piloted last year, and the home renovated in 2024 was sold by tender to the owner of local contractor, Hayward Contractors. It will be used as accommodation for overseas workers that come to work in the eastern Bay of Plenty.

The project was successful on so many levels that the school decided u

LEFT: Students at work. BELOW: The class of 2025. From left to right; Hamish Galloway –Tutor, Seth Fisher, Stevie Reid McAllum, Ryan Kay, Tyrone Ford-Biggs, Calli-Hoani Te Pou, Kingstyn Te Naiti and Roy Biddle.

‘I was told that there were a couple of students who would be unlikely to turn up. But they turned up regularly. To go from a kid who was basically a drop out to a kid that wanted to come back to school and learn a core skill, a skill for life.

HAMISH GALLOWAY

tto continue the initiative, which means Calli and his fellow students now get to take their skills to the next level.

“It’s hard to explain,” says Calli, “but I feel more active and engaged. I’m building confidence.”

Ryan Kay (Ngāti Whakaue) travels from Tarawera School in Kawerau to Whakatāne by bus three days a week to be part of the project. The bus ride might take him slightly less than half an hour, but it’s a road to a life-changing opportunity.

He has two cousins at Trident School and he’s making new friends. His whānau encouraged him to join the programme and he’d like to learn more about plumbing.

The Trident High School students are just three months into the 2025 edition of the programme, but they’re already impressing seasoned tradies with their skills and dedication.

NZCB member Hamish Galloway is the project leader and mentor to the students. He’s lived in Whakatāne for 17 years and is a no-nonsense straight-shooter who’s clearly proud of their commitment and achievements.

“The students in both years picked up stuff really quickly,” he says. “I’m really impressed. Last year, once we’d finished the building, the plasterer came in and said they actually did a damn good job and that he’s seen

qualified builders do worse. So that’s a bit of a high compliment, coming from a plasterer,” he says, laughing.

Hamish explains the programme gives the students a chance to try out different disciplines.

“They get all their level two units with us in the trades, like building,” says Hamish. “But we put them through forklift training, so they get their forklift licences, and a heights course, health and safety, First Aid, sustainability.

“I’m keen for them to be hands on. I’ll show them what to do, but then I’ll stand back and let them do it. If I’m the only one doing it, they’re not learning.

“Straight off the bat, they use all the tools, skill saws, drop saws, and they’re pretty responsible in the way they use them. If I see anything not happening as it should be, they get told.”

So what have the students taught the teacher?

“Probably a little bit more patience. But I treat it as a building site. It’s not a classroom. We’re using tools and things are dangerous. So yeah, it’s time for fun, but it’s also a time to be serious and not muck around, so we’ve got to work out where that line is.”

Building brings extra benefits

Teaching a trade is one thing, but the benefits extend beyond that, says Hamish.

“The students also learn about their culture and the area where they’re from so it’s all part of that. Most of my students, apart from one, have gone to Toi Ohomai, the polytech. And they’re doing the level three course there. So they’re continuing their education and there’s a lot of other stuff that’s involved with their education here as well.”

The initiative has also been a success in improving student attendance and engagement, says Julie Ball, head of careers and lead teacher at Trident High School.

In 2024, school attendance rates increased from 20 percent to 55 percent. This is also coupled with positive engagements with all stakeholders, says Julie.

“Students are asking me to open up

ABOVE: The house being repurposed requires extensive renovation.

TOP RIGHT: Calli-Hoani Te Pou, left, with Ryan Kay.

the room just after 8am. They are keen to be a part of a team and part of the ATT programme.”

The house being worked on by the class of 2025 has been donated by Champion Flour. “It was on the Tauranga wharf,” says Hamish. “They were using it as a training room. They’re really rapt that it’s come to us and is getting repurposed and they follow the thing right the way through as well.”

Mitre 10 Whakatāne has provided all the tools, discounted building supplies and has also contributed to the ATT uniform. Bay of Plenty House removals moved the house to their site on Mills Road, where the students graft and learn for three days a week.

“BOP house removals were talking to their bank,” says Hamish, “and the manager is actually rapt with what they’ve given back to the community. It’s a win-win one for everyone - getting a bit of good publicity out there and repurposing houses, and we’re getting a pretty bunch of good young fellas, so it’s great.”

This year, says Hamish, the project is a little bit more “involved”. Work includes redoing the roof, replacing cladding, flooring, and gutting and replacing the bathroom.

“Last year, the bathroom was already still usable. This year we have to gut the whole thing.

“It’s quite daunting. You’re limited to four hours of actual work time each day, so by the time you’ve had lunch and they’ve got to catch the bus at the end of the day, there’s not a lot of time,” says Hamish.

Rising to the challenge

For Calli, it’s “really fun”. But he admits it’s also a relief to get out of the classroom.

“That’s why I joined, really. I’m more active.

“It’s fun, hanging out with my friends. Doing something we like to do, besides sitting in the classroom and typing and writing. Just being outdoors or being indoors but doing something we love.”

Calli is focused on building as a career, and has whānau in the trade.

“My old man and my uncles are builders. They’re saying I’m a copycat. I just try to tell them it’s a compliment.”

But they’re quietly proud of Calli’s achievements and have a list of jobs ready for him when he graduates.

“My old lady says next year she wants me to build her a new room and my uncle has offered me a job on the Gold Coast in Australia, for a building company. If I don’t take that up, I’ll probably do polytech here.”

For Ryan, the biggest challenge in the project “is the waiting … waiting for it to all happen.” The foundational steps that need to happen before the progress.

“It’s like putting the pieces of the puzzle together.

“It’s taught me a lot, especially because we’re renovating my house in Kawerau. We’re just building an extra deck and building some other units at home.

“My auntie wanted me to join a course that’s hands-on tools, for the business that I’m going to be doing with my brothers soon. It’ll have three trades - electrical, building and plumbing. Since there was no plumber, she just put me in something that would help so I’d know how to use the tools.”

He must feel pretty proud of himself?

“Yeah, actually I kind of dosupporting myself and my family, also my family supporting me.”

There’s still a fair way to go on the 2025 project but, according to Hamish, the build is going well.

“One of the big things is to let the students know when they’ve done well. This morning I walked in after being on the phone for a bit, and I saw the job that was done was bang on.

“So, yeah, we’re very, very happy, very proud of them.”

It takes a village to raise a child, and also to send them out into the world with skills. When asked if he thinks the project is actually changing lives, Hamish is emphatic.

“Yeah, it is. Very much so.”

NZCB Learn brings up major milestone

New courses proving popular with members.

MARCIA

Education and Events Manager

NZCB LEARN is gaining real traction, with more than 150 courses completed since February – a clear sign that practical, accessible learning is hitting the mark for our busy members.

Our Build Your Own Health & Safety Manual course continues to grow in popularity. This tool empowers members to customise a manual that actually fits their business. A special thanks to Victoria Mitchell, Managing Director of Statement Homes, whose user testing helped us improve the course experience for all.

According to one learner, the course “gave clear explanations of what we need to do to maintain good practices. I now have a go-to folder I can refer back to – and it made health and safety feel less overwhelming.”

Another appreciated the simplicity and structure of the risk management content: “The Plan, Do, Check, Act process made sense, and it reminded me of my PCBU responsibilities. Every worker should have access to this.”

The Business Basics: Finance Short Courses have also been popular, breaking down essential financial knowledge into clear, manageable chunks, making it readily understandable for those new to business or wanting a solid refresher.

The course covers everything from GST to cash flow, pricing, and forecasting, all designed to help you better understand the real basics.

Learners said the course gave them insights into how important a financial plan is, and that having a forecast done regularly is ideal for planning in off-peak times. According to one, “I didn’t know how to work out what markup we really needed, I just assumed 20 percent was the

standard. This course gave me a clear method.”

One of the other offerings from the NZCB Learn team is Manual Handling – a short, practical course that focuses on injury prevention through good techniques and risk awareness.

In addition to these courses, NZCB Learn offers Coach the Crew training sessions, which provide guidance on how to support apprentices and lead better workplace learning.

These sessions will resume after the conference and can be booked on demand for teams of five or more. Open sessions will also be available, so keep an eye out for courses in your area.

If your team has a particular learning need, we can design and deliver a bespoke course just for you. Get in touch, we’ll build it with you and for you.

The NZCB Learn platform is available exclusively to NZCB members, and it brings flexible learning to you. Access it via the NZCB Toolshed and find a range of day courses, online learning and health and safety resources. If you need extra support or have questions, email learn@nzcb.nz or call Marcie Hintz on 021 365 947.

HINTZ

Champions promote mental fitness

How strength, flexibility and communication can be a gamechanger.

Waihanga Ora Live Well Build Well. Our goal is to increase mental and physical wellbeing across the residential construction sector. We are a community where tradies lead the conversation of what wellbeing means to them and share their own personal stories on how they overcame tough times to inspire and educate their peers. live-well-build-well.com

LIVE WELL Build Well, the nationwide wellbeing programme for residential construction, is establishing a ‘champions’ network to promote mental fitness skills.

The thinking behind the programme is that in the same way that people get physically fit, they can also build their mental strength and resilience by learning to think more flexibly, avoid common thinking traps and hone their communications and listening skills.

The initiative, which is in its third year, encourages builders and tradies to share what they do to keep well and stay on top of their game.

We asked a few of Live Well Build Well’s new champions what they do to cope with the pressures and uncertainties of the industry. Here are their insights.

‘Reach out to people’

Brandon McAllister, a 27-year-old carpenter in the Auckland area, uses his profile as a social media influencer to share advice about dealing with the challenges of the industry.

“A lot of us carpenters are selfemployed so what we do is probably one of the loneliest jobs you’ll ever find. So it’s important to reach out to people.

“I’ve done this myself. I’ve reached out to people online and asked them, ‘You’re a tradie and I see you have kids. How do you navigate the kids while you’re on-site during school holidays?’ If you reach out, people will share their advice.”

‘Do what you love’

In terms of the big picture, Brandon’s biggest mental fitness tip is ‘do what you love’.

“If you’re not enjoying the type of work you’re doing, don’t do it. Change. Find a different form of carpentry that suits you more. Find your area and you’ll be the happiest person ever.”

Communication and listening skills to support others

Jennifer Parker, is the general manager of Licensed Renovations. She says the current economic climate is making people in the industry feel more cautious and anxious.

“There’s a lot of negativity out there at the moment. If we give out that negativity as leaders, then we’re just going to get it back. So maintaining a positive attitude on site with your staff is critical,” says Jennifer.

“Working with Live Well Build Well has certainly opened my eyes to other people’s perspectives. I’ve learnt to listen more carefully to people, really take in what they say and set aside time to talk to them.

“Just sending a text or making a phone call to people to say, ‘hey I’m thinking about you guys today.’ It doesn’t take a lot of effort and it is very much appreciated.”

Better prep = less stress

Site manager Tuhi Mueller has been building for 15 years. He says managing stress is all about planning.

“We all face stress but it’s about how you manage it. For me personally, it’s about having a good plan. Running a big site I need to have a plan. First thing Monday morning we have a toolbox meeting and come up with a plan for the week.

“Having a good plan makes people feel part of the team and it makes my life easier because they’re taking ownership of the plan. Having a plan means I definitely stress less.”

Tuhi is also proactive about scheduling rest and recovery time.

“For me rest and recovery from work is about getting outdoors. If you’ve had a hard day, literally just go for a walk around the block.

“On the weekends I just love

RAFAEL CASO Live Well

spending half an hour on a mountain bike unwinding in nature. There’s something about it that helps me reset for the next week.”

Small changes make a big difference to mental wellbeing

Live Well Build programme lead Rafael Caso has established a network of Live Well Build Well champions to share and promote tools and messaging about mental fitness.

“The research shows that small, everyday changes in how we think and what we do to keep well can add up to huge gains in our mental health,” says Raf. “Investing in these skills means we have the daily habits and skills to manage the ups and downs of the industry.”

In 2024, Live Well Build Well carried out a survey of 1,122 tradies to assess the programme’s impact.

The survey found the average level of wellbeing among residential

construction workers (as measured by the WHO-5’s 25 point wellbeing index) had increased almost a whole point from 15.5 in 2023 to 16.4 in 2024. Over the same period, tradies reporting poor emotional wellbeing decreased from 25 percent to 18 percent.

“Real stories are the backbone of Live Well Build Well,” says Raf. “By sharing real stories we aim to inspire and uplift our community.”

ABOVE FROM LEFT: Resilience ‘champions’, Brandon McAllister, Tuhi Mueller and Jennifer Parker.

Health and safety changes

The Government is making some changes to the Health and Safety Work Act. Here’s what you need to know.

HazardCo are your trusted safety partner, providing you with the tools and support you need to #SortYourSafety. They also operate the NZCB Health and Safety helpline for members and can be contacted on 0800 555 339

THE GOVERNMENT’S recent announcements about changes to the Health and Safety Work Act are part of a broader reform, and more decisions and updates are expected over the coming months.

So far, the announcements are focused on reducing compliance costs for low-risk industries. So what does it all mean for your business? In short, the construction industry is still high-risk, and these changes won’t impact your core safety responsibilities.

New Zealand stats are concerning Construction still has high injury and fatality rates. On average, there are 73 work-related deaths in Aotearoa New Zealand a year. Relative to the number of people in employment, Aotearoa’s workplace fatality rate is double that of Australia and hasn’t shifted in many years. Statistics in Aotearoa are similar, however, to those the UK experienced in the 1980s, making it abundantly clear there is significant room for improvement.

The gap between Aotearoa and Australia is consistent across most industries and occupations. For the construction industry, Aotearoa’s fatality rate is 4.41 workers in every 100,000 compared to 2.93 workers in every 100,000 in Australia.

Our workplace injury rates tell a similar story. Injury rates reported by ACC have improved over time, however, the Australian rate is 25 percent lower, and the UK –45 percent lower.

Behind these statistics are real people with families and friends dealing with unimaginable loss when their loved one never returns from work. There is also a very real

economic impact, with Aotearoa’s workplace accidents and deaths costing the country $4.4 billion. If Aotearoa could improve our workplace safety performance to match that of Australia, we would reduce costs by nearly $1 billion each year.

These stats show there’s still a lot to be done to improve in the industry, which is why keeping safety a top priority on-site is so important.

What’s changing (and what’s not)

The Government’s proposed changes are currently aimed at businesses that don’t face the same risks as the construction sector. For builders and tradies, the rules around working at heights, machinery operation, and handling hazardous materials remain unchanged. Your responsibility to keep your team safe stays the same.

The Minister for Workplace Relations and Safety, Brooke van Velden, has stated that these reforms are just the beginning.

Legislation to amend the Health and Safety at Work Act is expected to be introduced by the end of the year, with the intention of passing it in early 2026. But for now, you don’t need to worry about major shifts affecting your business. The key rules - the ones that protect your team - will stay the same.

Do you still need expert help?

While some industries may see relaxed regulations, health and safety in construction will always be complex. That’s where HazardCo can help. They’re on your side, helping you navigate through the changes and ensuring you stay compliant while keeping your workers safe, regardless of what the Government does next.

The employment benefit Kiwis can’t do without

A group medical insurance package is set to save expense hassle and most importantly, your health.

NZCB HAS teamed up with Advice Financial to offer our members insurance through nib’s market-leading group health product - at a time when Kiwis need it most.

A significant number (62 percent) of New Zealanders are concerned about their personal health, according to EMA and nib’s 2024 Workplace Wellbeing Survey. But with the cost-of-living crisis continuing to bite, individual health insurance is unaffordable for many, which is why group medical insurance is becoming more attractive.

Group medical insurance is offered by employers to cover their employees, saving them the expense and hassle of having to organise their own insurance. It offers various benefits, including coverage for pre-existing conditions and earlier treatment options rather than going on public waitlists. Families benefit too, with parents able to book paediatric appointments without a stressful wait.

Working with an adviser such as Advice Financial streamlines the insurance process - particularly at claim time. Business owners can focus on work, knowing a claim is underway with a trusted adviser.

Where’s the value?

The value of insurance is easy to dismiss – until you, an employee or a family member needs it.

According to many interviewed in the survey by EMA/nib, business owners and directors appreciated the lack of stress at a time of uncertainty: “It enabled me to seek private health care without the stress of being on a waiting list,” said one. “It also ensured the cost of my treatment was not a financial burden on top of the emotional and physical stress I was already experiencing.”

A health and safety advisor said: “We’ve used insurance on multiple occasions for diagnostic tests and specialists that wouldn’t have qualified under the public system.”

Having access to specialists removes unhealthy prolonged anxiety, said a business director. “It’s good business as downtime is minimised.”

An employee perk that

benefits the boss

Group health insurance is also a valuable offering for businesses, with 64 percent of employees expecting their employer to offer health insurance and 66 percent believing it helps attract and retain staff, according to the EMA/nib survey.

“When our industry is busy, it’s hard to find good staff,” says an industry business owner. “Offering medical insurance helps attract

potential employees.”

Employees value having quick access to specialist care and treatment, while 58 percent of employers and HR practitioners believe medical insurance improves an employee’s health and wellbeing.

Make your insurance more affordable Health insurance is getting more expensive, driven by increasing healthcare expenses and a higher volume of claims. The cost of pharmaceuticals has increased and medical technology has advanced. Staff shortages across the health sector have led to a surge in claims as New Zealanders use private insurance to avoid long waits in the public system. ACC and Southern Cross posted large deficits in 2024 as a result.

In response to these pressures, ACC is proposing to increase levies and

alongside this New Zealanders could expect larger than normal increases to their medical insurance premiums.

Against that financial backdrop, it’s important to work with a financial adviser to ensure you’re getting the best deal, and fully understand your cover. Financial advisers can also help with navigating the insurance process, particularly when it comes to claim time.

If you’re concerned about managing costs, speak to Advice Financial before you cancel insurance. Once cancelled, health insurance can be very difficult to reinstate for the same terms and benefits further down the road when your financial situation improves.

Advice Financial can suggest ways to manage costs in the short term, for example by increasing excesses, or revising benefit levels. Talk to your adviser about how to reduce your premiums to alleviate financial pressure until the storm blows over.

According to many interviewed in the survey by EMA/nib, business owners and directors appreciated the lack of stress at a time of uncertainty: “It ensured the cost of my treatment was not a financial burden on top of the emotional and physical stress I was already experiencing.”

Partnership to minimise construction waste

A new app helps the construction industry rethink waste and building practices.

Reuse materials to become more sustainable with the click of a button. When a project ends there are always materials left over. Typically these get thrown in a skip or transferred back to the yard to be forgotten about. Using your phone, in less than 1 minute, Mutu lets you photograph and list these materials on the app directly from site. Contact Mutu: 0800 420 134

EVERY YEAR, New Zealand’s construction industry sends more than 1.6 million tonnes of waste to landfill –enough to fill Eden Park eight times over.

NZCB is partnering with Mutu on a pilot programme to help address this problem, saving builders time and money in the process.

The Mutu app allows builders to list

surplus construction materials on a public marketplace, making it available to other app users. This means that materials such as excess GIB board or reinforcing mesh that might otherwise be sent to landfill can be used on other building sites, often at a discounted price to what they would cost new.

In addition, the app measures and tracks the environmental and financial impact of material sharing, including cost savings, waste diverted from landfill, and carbon emissions avoided.

Previously available only to major construction firms to coordinate the allocation of materials between their sites, the Mutu-NZCB pilot will be the first time the app has been made available to smaller residential builders.

Selected NZCB members in Auckland and Christchurch are trialling the app for six months, with a view to understanding how it performs for builders in this different market segment.

“We’re excited to be the first building association in New Zealand to partner with Mutu,” says NZCB Chief Executive Malcolm Fleming.

“Our members are always looking for ways to build sustainably and affordably for their clients, and the Mutu app will allow them to do both.

“This partnership allows SME residential builders to access a programme normally reserved for larger businesses for the first time. It’s a great tool, and one that NZCB members will get a huge amount of value from.”

“This isn’t just about waste – it’s

about rethinking how we build,” says Ben Redwood, Mutu’s CEO.

“By connecting NZCB’s trusted builders with Mutu’s circular economy tools, we’re making it easier to reveal, reuse and report. This is more than a partnership. It’s a major milestone in the journey towards a circular economy in New Zealand construction.”

What’s next?

The Mutu-NZCB partnership will begin with pilot programmes for NZCB members in Auckland and Christchurch.

Based on the results of these pilots, the app is likely to be available to all NZCB members around the country by the end of 2025.

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Media and government advocacy

Brand awareness drive has payback for industry and members.

IT’S BEEN another busy few months for NZCB in terms of advocating for our members both in the media and with Government ministers and officials.

The reason we put so much effort into making submissions and speaking about issues affecting the industry is twofold.

Firstly, it’s crucial for us to ensure that future legislation and regulation are shaped in a way that will be positive for the industry as a whole and for NZCB members specifically.

Secondly, it is an important way to raise our profile in the public eye: promoting the skills and expertise of our members and ultimately getting homeowners thinking about NZCB members when they come to plan their build or renovation.

We’ve had some great results on both counts. As far as raising public awareness of NZCB and our members, we’ve been tracking how our brand compares against those of relevant organisations: Master Builders, Green Building Council, Engineering NZ, NZ Institute of Architects, and the Property Council.

Initial results suggest there has been a major uptick of more than 60 percent in our brand awareness since we began tracking in October 2024, and we have overtaken several of these other brands in terms of how well recognised we are by the general public.

We expect this awareness will continue to grow off the back of our new advertising campaign, which went live in April, as well as events like the Apprentice Challenge, which attracted a huge amount of media attention right around the country.

Submission on overseas products regulations

Last year, we made a submission about opening up the New Zealand market to more products from overseas, as part of efforts to drive down the cost of building.

Thanks to that submission and our close relationship with MBIE more generally, we were invited to participate in a more focused consultation on the regulations that might be needed to make these reforms a reality. We advocated for opening up the market to products that can meet New Zealand standards around environmental risks and labour standards.

Vocational education and training

Over the past six months, we have been closely involved in discussions and consultations around how VET training might be reformed.

In April, the Minister for Tertiary Education and Skills, Penny Simmonds, announced her decision on how these reforms would be implemented, and we were pleased to see our preferred option adopted, in which an industry-owned training provider will potentially pick-up the assets of the training arm of the former BCITO and provide nationwide onsite and off-site training coverage.

Risk and liability

We’ve been working with MBIE to explore how we might change the country’s approach to risk and liability for construction projects, shifting from joint and several liability to proportional liability.

We have been attending workshops with MBIE on this issue, and we expect to have further involvement with them over the coming months.

Initial results suggest there has been a major uptake of more than 60 percent in our brand awareness since we began tracking in October 2024, and we have overtaken several of these other brands in terms of how well recognised we are by the general public.

Read our submissions on these and other issues in detail by visiting nzcb.nz/submissions

The good, the bad, the ugly

Women’s experience of building and construction industries focus of new study.

Researcher,

DR KATE BRYSON is a social scientist who has spent the best part of the last decade researching what it’s like to work in construction.

Her BRANZ-funded research mobilised the industry to action over the mental health of our workforce, and now she’s at it again. This time BRANZ and ConCOVE tasked Kate and her team to investigate what it’s like for women working in construction and infrastructure. The researchers want to hear from men too.

The first study in the project is a survey about bullying, sexual and racial harassment, and discrimination, and is open to everyone who works in construction and infrastructure – regardless of gender.

The research team wants to know how common these experiences are in the industry, and you don’t need to have personally experienced these issues to fill in the survey.

“We want to get a picture of what’s typical in construction workplaces, the good, the bad and the ugly,” says Kate. “So we are keen to hear from as many different people as possible.”

Everyone who completes the survey goes in the draw to win one of two $500 trade vouchers. The survey will be online until mid-June, so don’t miss out. branz.co.nz/hows-work

Following this general survey, Kate will conduct a second piece of research focusing specifically on the experiences of women in construction. The researchers are not only interested in the challenges of working in construction as a woman, but also what’s great about it.

Why do we need this research?

Increasing numbers of women are training and working in the construction and infrastructure industries – rising from 11.3 percent in 2013 to 15.8 percent in 2023 – and work is underway to further increase the diversity of the sector.

However, there is ample anecdotal evidence that women working in construction and infrastructure are being discriminated against, harassed and bullied in their work environments.

To date there has been no in-depth research conducted in Aotearoa to understand the nature, extent, or impact of these experiences for women, or the workforce as a whole.

The goal of this research is to get a clear understanding of what it’s like for women in construction and infrastructure, so these industries can find ways to improve the working experience. The ultimate goal is that the construction and infrastructure industries are safe and rewarding places for everyone to work in.

Building Research Association of New Zealand (BRANZ). Building with science. At our heart, we’re a team of scientists, engineers and professionals committed to ensuring that Aotearoa New Zealand’s buildings are the best they can be. We provide practical research, testing, quality assurance and expertise to support better buildings.

DR KATE BRYSON Director and Principal

Axon Consulting.

NZCB up in lights

NZCB is up in lights with our new marketing campaign ‘Find a Builder You Click With’.

TARGETING HOMEOWNERS across New Zealand, the campaign launched in April and runs through until September, and includes video, radio and social media ads.

Having lifted public awareness of our brand from 10-16 percent over the past nine months through media and PR activity, our goal now is to make NZCB a household name. We want all home-owners with a building project to come to NZCB to find the best builders in Aotearoa New Zealand.

them thinking about NZCB and will generate business enquiries for our members. And if we generate more business leads, we’ll also attract new builder members.

As well as advertising NZCB, you’ll start to see Halo in our advertising with a slightly new look and feel. We aren’t planning on launching this new logo all at once – when someone needs a Halo logo, we’ll supply the new one rather than the old, so it will gradually roll out over time.

Where will the campaign be seen and heard?

We’re running a mix of video, radio, and social media ads, across a range of channels.

We’re running digital advertising on NZME (including New Zealand Herald online) and Stuff, as well as social media ads. Digital ads link back to the main campaign webpage with easy, quick routes for homeowners to Find a Builder, or for prospective members to join NZCB.

Radio ads directed listeners to our website and ran for an initial four weeks. We’ll be running video ads for around eight weeks, showing on TVNZ+ and ThreeNow.

The first big out-of-home advertising – billboards and digital signage –launched at Hamilton Airport on 2 June (just in time for our conference).

This is just the start

We’ll be tracking and measuring the results, with a short-term goal of increasing business leads for members and long-term goals of increasing brand awareness of NZCB.

ABOVE: A promotional campaign encourages homeowners to put NZCB and Halo front of mind.

The launch is a major milestone for NZCB and we’ve been working on it with our brand agency Stanley Street since the end of last year.

This campaign is different to previous ones as it targets homeowners to get

With live tracking and a digital campaign, we can adjust the mix of ads as we need to, and swap them out with new ones if required.

If you have any questions on the campaign, please email marketing@nzcb.nz.

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Charity Golf Day

At the heart of community spirit and camaraderie, our regional golf days demonstrate just how powerful collective efforts can be.

A Swing for Charity: Auckland’s Annual Golf Day

On 13 March, we hosted our much-anticipated Charity Golf Day, and we couldn’t be more thrilled with how it unfolded. With wonderful weather and an enthusiastic turnout from both players and sponsors, the event was a resounding success. This annual event is a staple in our calendar and this year, we were proud to support the Starship Foundation.

Our gratitude goes out to everyone who attended. Your generosity and participation helped us raise a substantial amount for the Starship Foundation, known for its remarkable support for children in need and their families. Whether directly or indirectly, many of us have been touched by Starship’s work.

The sun came out as participants enjoyed the friendly competition. The atmosphere was energetic. If you weren’t able to join us this year, mark your calendar for our next one –you won’t want to miss it.

The sun came out for our Charity Golf Day, which raised a substantial amount for the Starship Foundation.

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One Business with Webex brings you everything your business needs to transform every way you work with your team and customers.

Modernization giving an improved UX –Greater Collaboration Tool set.

One Business with Webex is a unified communication solution operating over desktop, mobile and IP Phones. Leveraging our partnership with Cisco, One Business with Webex offers a secure and modern workplace experience, enhancing productivity.

Easily transfer and pickup calls between co-workers by pressing a button/intuitive user interface.

class security, collaboration, and experiences. To redeem email certified builders@one.nz

Get your business performing better in all locations, with world-class security, collaboration, and experiences.

For NZCB members, this is a practical solution that ticks all the boxes: better thermal performance, easier compliance, and no extra headaches.

Want to see it in action? Get in touch with Cavity Sliders NZ today or visit cavitysliders.com to book a demo.

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To redeem email certifiedbuilders@one.nz.

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One Business with Webex brings you everything your business every way you work with your team and customers.

One Business with Webex brings you everything your every way you work with your team and customers.

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Terms and conditions: This offer is exclusive to members of New Zealand Certified Builders. To qualify for this offer, members need to pay by Direct Debit. All plans must be on the same billing account, held by the member who will be liable for all charges. The 1 month free is applied when the subscription becomes active and will appear on your first bill. Offer may be withdrawn and only available while Certified Builders is a One New Zealand customer. Subscription profiles are priced per user, per month on 36-month term and are exclusive GST. One Business with Webex Mobile subscription available on 1, 24 or 36 month terms. One Business with Webex Softphone, Premium and IP Phone subscriptions are available on a 24 or 36 month term. Charges may apply if changes are made to profile subscriptions. Early termination fees and exit criteria apply, see one.nz/business/one-business for details.

One Business with Webex is a unified communication solution desktop, mobile and IP Phones. Leveraging our partnership Business with Webex offers a secure and modern workplace productivity.

One Business with Webex is a unified communication desktop, mobile and IP Phones. Leveraging our partnership Business with Webex offers a secure and modern workplace productivity.

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NZCB Strategic Partners

New Zealand Certified Builders (NZCB) would like to thank our Strategic Partners who play a vital part in assisting to cover costs for our members’ personal development and training through NZCB regional seminars, NZCB Annual Conference and monthly live Zoom webinars. Their support also assists to cover expenses with our marketing and communications.

NZCB Affinity Partners

NZCB is proud to partner with the following companies, who are aligned with the Association to bring our members discounted services and products.

More information on these services and products can be found under the Member Benefits section, on the NZCB members-only Toolshed website, nzcb.nz/members/member-benefits/ or by contacting Linda Moody at linda@nzcb.nz

NZCB National Partners

New Zealand Certified Builders (NZCB) is proud to partner with the following companies who align with our Association and give NZCB members access to a wealth of expertise and support throughout New Zealand.

NATIONAL PARTNERS (PREMIUM)

APL Window Solutions aplnz.co.nz

Carters carters.co.nz

Comfortech Building Performance Solutions pinkbatts.co.nz

Enveloped Solutions Ltd enveloped.co.nz

MiTek New Zealand miteknz.co.nz

PlaceMakers placemakers.co.nz

Red Stag Timber redstag.co.nz

Resene Construction Systems reseneconstruction.co.nz

NATIONAL PARTNERS (PROFESSIONAL)

ASSA ABLOY Opening Solutions New Zealand assaabloy.co.nz

Milwaukee Tool New Zealand milwaukeetools.co.nz

Outdure Decking Systems outdure.co.nz

Resene Paints Ltd resene.co.nz

NATIONAL PARTNERS (STARTER)

Abodo Wood Ltd abodo.co.nz

Altus NZ Ltd altus.co.nz

Bowers Brothers Concrete Ltd bowersbrothers.co.nz

Builda Price (2016) Ltd buildaprice.co.nz

Connected Spaces connectedspacesjoinery.co.nz

CS Cavity Sliders cavitysliders.com/nz

CSR Building Products (NZ) Ltd csr.co.nz

FMI Building Innovation aslnz.co.nz

FreeUp/Released freeup.co.nz

GCH Aviation Ltd gchaviation.com

Glass Vice Products glassvice.com

Green Light Escrow greenlightescrow.co.nz

Hirepool Ltd hirepool.co.nz

HomePlus homeplus.co.nz

Independent Building Supplies ibs.co.nz

James Hardie New Zealand jameshardie.co.nz

JSC Premium Architectural & Building Solutions jsc.co.nz

Kingspan Thermakraft Ltd thermakraft.co.nz

KLC Ltd klc.co.nz

Kopine kopine.co.nz

Laminex New Zealand laminexnewzealand.co.nz

Marley New Zealand Ltd marley.co.nz

Marshall Innovations Ltd mwnz.com

Masada masada.co.nz

Metro Performance Glass metroglass.co.nz

My Smart Office Ltd mysmartoffice.co.nz

Open2view open2view.co.nz

Pacific Steel (NZ) Ltd pacificsteel.co.nz

Paslode New Zealand paslode.co.nz

Pro Clima New Zealand Ltd proclima.co.nz

Productspec Ltd productspec.net

Proven Systems Ltd (DVS) dvs.co.nz

Rave Build Management ravebuild.co.nz

Red LBP Ltd redlbp.co.nz

Red QS Ltd redqs.nz

RK Timbers rktimbers.co.nz

Schneider Electric pdl.co.nz

Simx Ltd simx.co.nz

Soudal Ltd soudal.co.nz

Superhome Movement superhome.co.nz

Unicom Security unicomsecurity.co.nz

Viking Roofspec vikingroofspec.co.nz

Warmup NZ Ltd warmup.co.nz

Your QS Ltd yourqs.co.nz