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u p d a t in g a n d in f o rmin g t h e Gre a t e r E a st Ta ma ki b usin e ss co mmu n it y

ON LEADERSHIP

AUTUMN 2017

3 HYP: OUR FUTURE LEADERS 6 GOODMAN NZ’S GLOBAL LEADERSHIP 8 CARTERS’ YOUTH EMPLOYMENT SUCCESS 10 SWISS DELI’S GROWTH STORY 20 COUNCIL PROPOSES BUSINESSES PAY MORE 24 NEW EMPLOYABILITY SKILLS FRAMEWORK


Editor: Jane Tongatule E gm@getba.org.nz Advertising: E events@getba.org.nz

From the Chair

PO Box 58260 Botany Auckland 2163 P 09 273 6274

getba.org.nz

Welcome to the first issue of GETBA Focus for 2017. Well, 2017 is going to be an interesting year on several fronts. From an economic perspective, the New Zealand economy continues in much the same shape as 2016, with GDP growth of around 3.5% driven mainly by construction and high immigration. Inflation has risen to a little over one percent and interest rates remain stable with no expectation of a lift in the OCR at this stage. We have a new Prime Minister in the seat and an election this year, and unlike the past two elections, the result is somewhat uncertain. On a global stage, concerns for New Zealand are the economies of Europe, China and the USA, where the Trump factor has introduced a level of anxiety and uncertainty in many areas. On the home front, we had our new Auckland Mayor, Phil Goff at a recent GEBTA breakfast, where he jumped straight into voicing his concerns around the three big issues facing Auckland, being transport, infrastructure and housing affordability. He was rightly critical of past leaders and planners for allowing these issues to get to this critical stage, and explained the need for a large increase in revenue at a time when the Auckland Council are not able to increase borrowing. Over the next three decades, an estimated $20b is required for new infrastructure with $6.7b needed in the next decade. The Mayor proposes target rating be adopted to fund this in preference to rate increases, with general rates held at 2.5% increase in 2017/18. Obviously central government funding is required but unlikely during election year. GEBTA has made a submission on the Annual Budge, some of which is summarised in this magazine. The full submission can be found on the GETBA website.

Upcoming events 12 April People Essentials: Dealing with Difficult People 10 May People Essentials: Dealing with Poor Performance 16 May Everyday Leadership Programme 25 May Business Owners Forum 22 June Property Owners Forum 14 June People Essentials: Managing the Disciplinary Process

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The theme for this issue of Focus is ‘Leaders in Business’, and you will find some great examples of personal and sector leadership in East Tamaki. Keep an eye out for our ongoing training and upskilling programmes too. You will find courses which your staff can benefit from, and as always, check in regularly with the GETBA website so you don’t miss out on anything. RICHARD POOLE, CHAIRMAN, GETBA

GETBA SPONSORS


HYP: OUR FUTURE LEADERS A group of East Tamaki employees has taken the initiative to develop a Highbrook Young Professionals Left to right: networking group (HYP), the first of its Maree Worrall-Bader, Liam Closey, kind in the area, and it’s got off Hamesh Bhana, Claire Ward, Narina Bali to a great start. Targeted at young professionals with the goal of providing an opportunity to meet and socialise together, HYP aims to help local businesses attract and retain young employees who might otherwise be attracted to the CBD. Co-founder Terri Bray of Wynyard Wood Lawyers & Notaries was a key instigator in launching the HYP group. “HYP’s main aim is to connect the next generation of professionals who work in Highbrook and the surrounding East Tamaki area. Businesses in this vicinity are quite spread out, so it can be hard for people to naturally come together. In the city there are lots of groups to join and places to network, and we want our young people to have the same opportunities locally.” Terri had the idea for HYP three years ago, after previously belonging to the successful, central-based ‘Auckland Young Professionals’ group. “It was clear that there was a need for something similar in this area but to begin with it was difficult to get people on board and see the benefits. Towards the end of last year a small number of us got together to formalise regular events and I think the value is becoming more apparent and hopefully local businesses will encourage their young people to get involved.”

Check out the HYP Facebook and LinkedIn pages for more info

Along with Terri, co-founders Vimal Theva of BNZ and Hamesh Bhana of Wynyard Wood were instrumental in getting HYP off the ground, and ranks have now swelled to include committee members James Meyer of Goodman, Ben Cooper of RSM New Zealand, Charley Grant of BNZ and Claire Ward of Wynyard Wood. Maree Worrall-Bader of Wynyard Wood created the HYP branding and coordinates the group’s social media presence and communications, and Prianka Govender at Snap Printing East Tamaki is the HYP photographer. “We all have various ideas for future events which is great as we want to keep it fresh and different every time; if numbers keep increasing we’d love to do a big event like a ball.”

Turnout has grown each time for the three events held so far. “At our first event we had guest speakers from Bird On A Wire, one of the fastest growing restaurants in Auckland, then we held a Quiz Night just before Christmas and most recently a Cocktail Night. The events were generously sponsored by local businesses such as BNZ, Wynyard Wood and Goodman which is amazing.” The next HYP event on May 18th will feature guest speaker Tony Alexander, BNZ’s Chief Economist. “Tony is one of the highest profile economists and we are delighted to have him involved. He will be covering specific topics targeted at Young Professionals such as the outlook for first home buyers, the Trump effect on NZ & interest rates, with Q&A’s at the end.” As Terri points out, meeting like-minded people outside of work can be a challenge. “We want to create an environment where people feel comfortable and make the process not really feel like networking! So hopefully they’ll become relaxed in that environment and it will aid relationship building. In some local businesses, particularly smaller ones, there aren’t always others of your own age so HYP provides the opportunity to interact with such people. It’s great because you could meet someone who works just around the corner that you wouldn’t have known about otherwise.” A U T U M N 2 0 1 7 FOCUS ON LEADERSHIP

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CHANCELLOR CONSTRUCTION

The winning formula Chancellor Construction is on track to achieving their goal of becoming one of the top residential construction companies in Auckland after winning the ‘Employer of the Year’ award at the Westpac Business Excellence Awards South at the end of last year. Group Managing Director, Wayne Zeng, founded the business in 2012 and five years later it has grown exponentially in both team numbers and turnover. With an impeccable track record and focus on building superior homes of high quality, the team at Chancellor Construction strive to provide clients with competitive pricing and superior workmanship. “We understand the Auckland property market and have over 20 years’ experience amongst our team, which is made up of designers, project managers, quantity surveyors, sales, finance and a health and safety coordinator. We’re a small team, but very capable.” Wayne places emphasis on how important his team are to the success of Chancellor, and that “people come first with us. Our guys are trained from the ground up; they’re young, enthusiastic and always 4

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looking to upskill and develop. Some of them work ten hour days then go home and study further for construction industry recognised degrees – now that’s commitment! Because of this we do involve the families and try to get them behind us so when we do work those long hours, hopefully they understand why.” Wayne is passionate about listening to his team and conducts engagement surveys annually. “Our last survey showed a 96% engagement rate which was really encouraging. Training is important to everybody at Chancellor and I think that desire for continuous improvement sets us apart from the traditional environment in this industry; sometimes a person’s skillset can become stale, but our guys consistently want to challenge themselves and ask ‘What can we do better next time?’”

A keen learner himself, Wayne is always looking to upskill. “I make it a priority to study leadership skills and whilst Googling the topic I came across the Westpac Business Excellence Awards. I read previous winners’ success stories which gave me huge insight and the incentive to apply.” Small business can be put off from applying when they envision endless forms and writing – so how did Wayne find the process? “We were organised, so it was reasonably straightforward. I’d say to business owners considering entering, to get the whole team on board to support the initiative, but ideally have one or two core members set time aside and focus on it.” “We used the entry as a good excuse to review how the business was working. We cross referenced all areas and looked at our processes holistically; not just those we do well, but areas we can improve on too. Sometimes we think we’re doing well but until we measure things, it’s hard to back it up. We wanted to present a whole picture of how we work, so developed a process flowchart which helped crystallise each


OUR VALUES person’s responsibilities. It’s still very useful; we often refer to and review it. We also had some face-to-face time with the judges as they made site visits to the finalists, so we were able to share our self-examination and areas for improvement with them.” When asked what he thought set Chancellor apart from the other finalists, Wayne is modest. “We were up against some great businesses and certainly didn’t expect to win; we just wanted to share our story. I would say, though, that our core values played a big part and perhaps set us apart in the industry.” Winning the award gave Wayne and the Chancellor team great recognition for their success and confirmation that they’re heading in the right direction. “Whatever we’re doing, we seem to be doing it right! It also gives us that extra bit of credibility with customers and has made our strategic direction clearer, too. We focus on the core value of leadership every day so it becomes routine, and the knowledge sharing value extends to our fellow businesses – we’re comfortable sharing our ideologies with others in the industry.”

1 LEADERSHIP

Everyone is a leader at Chancellor. Everyone has the capability and authority to make decisions. For example our Quantity Surveyors can give pricing to clients onsite there and then, which fast-tracks the whole process and really empowers them. We put our confidence in their ability which is a big responsibility, but we’ve found that it pays off.

2 KNOWLEDGE SHARING

In this industry, it’s important to communicate best practices. Our senior staff are open and don’t keep their knowledge to themselves; it’s just good teamwork really. Our junior members are often trained ‘on the job’ by senior staff who spend quality time imparting their knowledge and experience.

3 CAPABILITY BUILDING

For the business to grow, people come first. Growing our people is critical for us to sustain the growth we want to achieve.

4 INNOVATION

Building homes has come a long way and methodologies change continually. We need to stay ahead of the curve and ask ‘Are we smart enough, are we at the forefront of innovation?’

 chancecon.co.nz

SEIZE YOUR OPPORTUNITY Entries are now open It’s time to get your thinking caps on to start preparing for the Westpac Auckland Business Awards 2017 which opens 1 March 2017. The awards recognise and celebrate the excellence, innovation and success of business in the Auckland regions. There are award categories and opportunities for all shapes, sizes and sectors of businesses Businesses entering the awards gain extensive publicity during the awards programme. The entry process also provides a great opportunity to focus on your core strengths and competitive advantages plus review and document achievements and milestones. The process of entering has been significantly simplified with the introduction of an online entry portal.

“We entered the business awards, I guess, firstly, to get feedback on our business. It’s great to be able to sit down with the judges and look at our business critically and take a top down view on how we’re operating. And, then, on a wider scale, it’s great to get recognition of where we’re at with our business. And, it’s also great just to be able to build our profile.” Boardertown The question is why would you not enter!

For more information contact Rebecca Seymour-East rseymour-east@chamber.co.nz or 302 9910 aucklandbusinessawards.co.nz

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GOODMAN NZ

GLOBAL LEADER “Completing the development programme at Highbrook is a key priority. With new industrial facilities being delivered on a rolling basis to meet demand, we have created a real momentum in our business.” John Dakin, Chief Executive Officer, Goodman NZ

Goodman is a global leader in logistics and business space. In New Zealand it manages Goodman Property Trust. With a portfolio value in excess of $2.3 billion it is the country’s largest industrial property provider. Goodman’s strategy of investing in the best properties and continual focus on quality, across all aspects of the business, has paid off. It has redefined industrial space in New Zealand, and the world class Highbrook Business Park is a prime example of this. In November 2016 Chief Executive Officer John Dakin was recognised for his significant contribution to the property industry by being awarded the BSA Law Award for Service by the Property Council NZ.

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New industrial developments for Highbrook Strong occupier demand and historically low vacancy levels are supporting a heightened level of development activity across all Goodman Property Trust’s industrial estates. John Dakin said, “With sustained economic growth and positive customer demand contributing to the lift in portfolio occupancy, it is the right time to be intensifying the development programme at Highbrook Business Park.” With a current value in excess of $1.0 billion, Highbrook is GMT’s largest investment asset. Around 70% through


its planned development the 110 hectare estate features more than 40 buildings, providing over 380,000 sqm of warehouse and office space. The Trust has recently announced two new industrial projects to take advantage of the positive customer demand and strong market conditions that currently exist. They include: • A multi-unit showroom and warehouse facility of 1,730 sqm on Highbrook Drive • A 2,929 sqm warehouse located on Pukekiwiriki Place The adjoining showroom units have a dramatic frontage with full height windows facing onto Highbrook Drive, providing exposure to 30,000 commuters per day. The new warehouse facility, which is of a size and design that is likely to appeal to a wide range of occupiers, is also expected to lease quickly. With GMT’s industrial portfolio recording an occupancy rate of 100% these new developments continue the highly successful build-to-lease programme that is delivering much needed capacity into a very constrained Auckland industrial market. John Dakin said “With most build to lease projects leasing well before completion it’s

The Crossing

an effective strategy that is growing cash earnings and improving an already high quality property portfolio.”

Further commercial stage at The Crossing The Crossing is the commercial heart of Highbrook, providing accommodation, business support services, food and hospitality options, together with other amenity and recreational opportunities for estate customers and others within the East Tamaki catchment area.

John Dakin said, “High occupancy levels at the Quest and a shortage of visitor accommodation in Auckland are the catalyst for a substantial new expansion project at The Crossing. Following the success of the recently completed Building 5 we are also commencing another new office facility and developing an adjoining multi-storey carpark.” The new projects will add an additional 60 serviced apartments, 3,009 sqm of office space and 324 car parks to The Crossing, intensifying its use and providing capacity for future development stages.

CLAIM THE TOP LEVEL AND ENJOY THIS UNBEATABLE VIEW.

FOR LEASE 1,192 SQM OFFICE SPACE HIGHBROOK is a world-class business park and home to over 70 businesses. Building 5 is already home to Barfoot & Thompson, Madison Recruitment, Public Trust and Skills Organisation with the last remaining floor on the top level available for lease.

TO VIEW CONTACT:

EVAN SANDERS

MATTHEW COLLIER

evan.sanders@goodman.com

matthew.collier@goodman.com

021 826 462

027 534 1995

highbrook.co.nz

This document has been prepared by Goodman Property Services (NZ) Limited and has been prepared for general information purposes. Whist every care has been taken in relation to its accuracy, no warranty is given or implied. Further, you should obtain your own independent advice before making any decisions about any of the products and/or properties referred to in this documents. All values are expressed in New Zealand currency unless stated otherwise.


CARTERS INVESTING IN

THE FUTURE OF YOUTH

Along with GETBA, Carters on Harris Road passionately supports business interaction with local schools and has had remarkable success in employing school leavers. Alan Westwood, National Operations Manager at Carters, has been with the company since August 2015 and has already made serious headway with the initiative, along with Carters Technical Manager Peter Wilson and John Kotoisuva from Oceania Career Academy, who serves as the conduit between Carters and local schools. They have had great success with their three intakes of students since November last year. 8

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Alan was happy to share their experience as he feels strongly that it’s important to draw attention to the help and funding that’s available to businesses. “We employ 380 employees over nine manufacturing sites, and most staff in our Auckland factory have received government-funded literacy and numeracy training, which was the starting point. In the past, there was a shortage of detailers industry-wide, so Carters decided to create a ‘Detailer Academy’ and carry out training in-house.


“We give them life skills, get some money behind them and give them pathway options.”

New trainee estimators: Laurent Lilomaiara, Sione Finau Uele, Alosina Futialo, Jared Riley

We ensured everyone passed the exams and 18 months later we had 10 fully trained detailers, ready to go.” A further problem Carters faced was trying to recruit reliable factory workers, and using agency temps wasn’t working. “Our business isn’t something you can learn in one or two days, so we’d invest in training someone and then they’d stop turning up. Peter kept saying we should get involved with local schools to address the problem, but I never got around to it until we put our next intake of detailers through the Academy and we ended up getting applications from all our estimators. We realised it was a great idea to bring people in, turn them into estimators, then train them to be detailers. So instead of taking 18 months, the process would only take 12 months.” Peter, who was on the BCITO (Building and Construction Industry Training Organisation) Apprenticeships Committee, then met John at Oceania Career Academy who gave him the idea of recruiting school students and training them to be estimators. “We’d bring them in at the bottom, train them up then give them career choices and the option to move throughout the organisation. There’s room to earn good money and with 50 Carters branches and nine plants nationwide, there’s opportunities to move around. We did the same for our factory workers, too.” Working with John, Alan and Peter put a two-day introductory programme together, the first of which attracted 12 students and

resulted in Peter filling all vacant estimator roles. “They’re brilliant and already earning their keep after one month, which is unbelievable. One of the female students wanted to work in the factory which was a first; we’d actually just taken out all the manual handling processes from the factory, so it was quite exciting!”. So far Carters have employed nine students through the scheme with another five currently going through the process. “The benefit for us is that they want to work here and can see that there’s a career for them. They’re fully employed straight away with overtime, health benefits and superannuation, and a good base salary with the potential for increase if they undertake training, which they can do quite quickly. For example, if they pass the frame and truss software exam with MiTek they can get a $2,500 annual increase within two weeks of starting the programme. The qualifications they earn can be taken anywhere.” A Buddy Scheme also encourages team morale and communication. Supervisors are included throughout the programme so students find them approachable. “It’s working really well for us and we’d like to do something similar for our factory workers. At the moment the step from entering the business to gaining a qualification is too big. For many of the workers, English is their second or third language and it’s difficult for them, so with my other hat on as the Chair of the Frame and Truss Association of NZ I’m trying to establish an entry level qualification that includes literacy and numeracy and work skills as well as technical skills, that’s easier for them to attain. We can then roll it out to the whole industry through the BCITO.”

Alan is quick to point out that the scheme didn’t come about because Carters is a big company, but is down to his and Peter’s dedication. “We’ve done it off our own bat and because we care. I love watching the people change. After the numeracy and literacy course, the students present what they’ve learnt and some have been real tear-jerkers! Twelve months ago, I was the big boss and no one would even look at me but now they speak to me and ask questions, which is amazing. We encourage that communication and make sure to let them know they’re doing a good job.” A big consideration for the success of the programme is cultural understanding, which can have a big impact on performance. “We had a student who was struggling with timekeeping, so John chatted to him and it turned out to be a family issue. Family values play a big part in their lives and John has a very holistic approach, which makes such a difference. We’ve had many of the mothers in to see where their kids work, which has been really nice.” So how is this scheme different to apprenticeships and training academies? “We give them life skills, get some money behind them and give them pathway options. It’s also more fast-tracked in terms of upskilling and getting started – after the initial presentation, most sign up straight away. The link between businesses and schools is still a challenge and we’re lucky to have John to ensure our students are work-ready. It can be hard to break bad habits, but this way we instill good habits from the start and we can mould them. It’s amazing how they’ve stepped up.”  carters.co.nz A U T U M N 2 0 1 7 FOCUS ON LEADERSHIP

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SWISS DELI

A CUT ABOVE THE REST Neighbouring business A Touch of Italy’s Managing Director Phil Clarke said, “You must feature Val and Angela Kudrow in this issue. It’s a great story of perseverance and success: an immigrant couple in an unfamiliar industry, taking over a Swiss delicatessen and building it into a dynamic and innovative family business acknowledged as a leader in its field.”

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Travelling along Greenmount Drive in East Tamaki, keep an eye out for the large Swiss Deli sign, as this New Zealand artisan manufacturer of continental style delicatessen is tucked away at number 68. Their shop, which has been entirely rebuilt in recent years, is a meat lover’s dream with several samples continuously available for tasting. Owner and director Val Kudrow insists that customer feedback is key to their constant product development process. “We test our products in store and at trade events such as the Auckland Food Show and Hamilton Fieldays.


Customer opinion is invaluable in the finetuning of our recipes. We introduced this way of product development early on and it allows us not only to stay relevant, but also to continuously engage with our key clients,” says Val. As a small player in a big field, how does Swiss Deli stand out? “We focus on quality, not quantity. We don’t use fillers or artificial agents and our meat is 100% New Zealand grown.” Despite fierce competition, Swiss Deli is uncompromising in its standards. It is this dedication to superior quality and taste that helped the brand achieve unparalleled loyalty and trust among its discerning customer base. Established in 1982, Swiss Deli was originally a partnership of two enterprising Swiss travellers who saw an opportunity to manufacture and market a range of quality meat products inspired by traditional Swiss recipes within Auckland. More than 30 years later, and with significant input of incoming owners, Swiss Deli has grown into one of the leading New Zealand manufacturers with customers nationwide including major retail food stores, top restaurants, hotels, cafes and caterers. Val and Angela, who took ownership of the business five years ago, along with their dedicated staff, have expanded the business and now Swiss Deli holds a unique position in the Auckland market.

 swissdeli.co.nz

“Our team members bring a diverse set of skills to the business including engineering, finance, marketing and food science, as well as a deep knowledge of food manufacturing,” Val explains. The company is proud of its diversity and attributes this acquired multi-functionality among the staff to its continued success. In addition, the company’s philosophy in terms of leadership is quite different to others in the industry. “We’re a small, family business and don’t wish to run a dictatorship. Staff members are given authority to act autonomously which in turn maximises their performance,

yielding outstanding business results coupled with increased camaraderie.” When Val and Angela arrived at Swiss Deli, they could sense there was an untapped potential for growth. “When we bought the business the production process was sound, but in our opinion the marketing strategy wasn’t effective. At that time, Swiss Deli was known as a specialist in the market, in that it primarily serviced the hospitality industry, yet the brand had an underdeveloped image and limited presence in the retail market.” One of the ways in which they decided to grow the Swiss Deli brand was to expand into retail, offering both new products and a new look with a fresh packaging design. “We’re pleased with the results of our newly found brand awareness among a wider client base and will continue the strategy of servicing both wholesale and retail customers.“ As Val points out, it’s never easy to come into a business that is underperforming and try to turn things around. “We initially lost some customers – including one of our biggest – and at first there was some scepticism from other businesses as to whether we could make it a success, but now we’ve gained their respect and acknowledgement of a job well done. We’ve since won that customer back and gained several more, so after years of hard work new doors are opening for us.” Despite this turnaround, Val isn’t resting on his laurels. “Business hasn’t got easier, but those within the industry can see how we’re performing now and what we’re capable of offering. We’ve had some positive comments from competitors nationwide about our products, and we won a Bronze Medal in the NZ Sausage Competition for our Hunter Pork Stick. Often we’re the first company to try something new, then the bigger companies follow suit and produce something similar! People notice us now, which pushes us to stay innovative.”

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A U T U M N 2 0 1 7 FOCUS ON LEADERSHIP

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SOME OF THE LAST REMAINING INDUSTRIAL SPACES Artist impression of brand new warehouse

New Warehouses

Artist impression of brand new warehouse

PUKEKIWIRIKI PLACE

2,613 sqm warehouse, available Nov 2017

7,050 sqm warehouse, available June 2017

2x Showrooms and Warehouses

Lease the whole facility or one of the two units

HIGHBROOK DRIVE

214 – 428 sqm 614 – 1 , 302  sqm SHOWROOMS

WAREHOUSES

Artist impression of brand new showroom and warehouse

828 – 1 ,730 sqm

Available Nov 2017

TOTAL SPACE

HIGHBROOK is now over 70% complete and reaching its final phase of industrial development. With all existing facilities at Highbrook 100% leased, Goodman is building new spaces to meet demand on the limited land available. CALL NOW to view these options or find out what design and build options are available for your business.

WILLIAM MAIN

BRUNO WARREN

william.main@goodman.com

bruno.warren@goodman.com

021 583 887

021 506 010

This document has been prepared by Goodman Property Services (NZ) Limited and has been prepared for general information purposes. Whist every care has been taken in relation to its accuracy, no warranty is given or implied. Further, you should obtain your own independent advice before making any decisions about any of the products and/or properties referred to in this documents. All values are expressed in New Zealand currency unless stated otherwise.

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highbrook.co.nz


HIGHBROOK ROTARY

Change leaders We talked to two of the founding members and drivers behind the relatively new Highbrook Rotary club – Liz Groenewegen, Managing Partner at RSM New Zealand, and Brendan Kelly, Franchise Owner at Quest Highbrook – about what makes Highbrook Rotary different to other longer established Rotary clubs and why. “The way we do things is quite unique” says Liz. “Because we’re a relatively new club we have shaped things to suit our members, so we don’t have a lot of the formalities you might find in other clubs. From the start, we emphasised that it needed to be a club that would fit into people’s lives – people are busy. Family first, business second, Rotary third.” For example, Highbrook Rotary meets three times a month – as opposed to the traditional once a week. A further break from tradition is the format of their corporate membership scheme, which offers an alternative to individual membership. “For corporate members, we offer flexibility in that the same person doesn’t have to attend each meeting (but we do encourage some continuity), which I know bigger organisations in particular find helpful. We also place less emphasis on the requirement of professionals – anybody who has a genuine desire to give back to the community is welcome.” As Liz points out, “Rotary is all about giving back and making positive changes in our community. Becoming a Rotarian connects you with a diverse group of people who share your drive to give back.”

An impressive $25,000 was raised by over 500 entrants at the recent Fun RunWalk hosted by Highbrook Rotary, held in support of Middlemore Foundation and KidzFirst Children’s Hospital. “The primary purpose for Rotarians is to raise funds for community projects and charities through events such as the Fun Run-Walk and a Trivial Pursuit Night, amongst others,” says Brendan. “These charities include CureKids, which funds research into treatments for conditions affecting children, and KidsCan, a foundation founded on the belief that education equals opportunity. We also support a local primary school through projects such as the Garden to Table Project and Dictionaries in Schools, and we are helping to clean up the Otara Creek.” The club also actively encourages young people to join, and through programmes for emerging leaders like RYLA (Rotary YoungPerson Leadership Awards), a week-long leadership development programme for 20-28 year-old participants, helps young people get the skills and experience they need to make a real difference in the lives of others.

Now standing at 30 members of mixed age, gender and culture, there is a real blend of skills, knowledge and experience within the club, and all members share a passion for community service. The diverse range of companies represented also means there are benefits for members in building relationships with other businesses. The club also benefits from the sponsorship of local businesses such as Goodman, Waipuna Conference Suites and Carters, which supports the recognition of Rotary’s aims. All of this goes to show that some of the stigma associated with Rotary is not present at Highbrook. As Brendan points out, “There can be a perception that Rotary is stuffy, which may deter some people. We try to steer away from that and plot our own course. Rotary supports many charities and community projects which people aren’t aware of.”  highbrookrotary.org.nz

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BUSINESS OWNERS FORUM, WORKPLACE CULTURE

BUSINESS OWNERS FORUM, REINVESTING IN YOUR BUSINESS

Photographs by Grant Southam, grant@southam.co.nz

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BREAKFAST WITH AUCKLAND MAYOR PHIL GOFF

HIGHBROOK FUN RUN-WALK

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GETBA Everyday Leadership Programme

BUILDING LEADERSHIP IN EAST TAMAKI Do you have a manager or a team leader with leadership potential? GETBA has collaborated with the Capability Group and The Skills Organisation to develop this practical programme targeted at building the leadership capability of managers or potential managers in small and medium-sized businesses (SMEs). Piloted and independently evaluated in 2015, this popular programme will be into its third year in 2017. Five modules, consisting of a three-hour workshop, are preceded by two weeks preparation and followed by four weeks implementing key learnings in the workplace. New this year is an online reinforcement programme where participants will have access to videos and information to reinforce their learning from the workshops. Participants also have the choice to be assessed for 44 credits towards the National Diploma in Business (L5).

FACTS

At $1,650 plus GST it is an affordable way to improve staff leadership skills.

• For t ale leader nted mana s in SM gers o r team Es • Five modu les ov • Prac er five tical w month o s r k p lace fo • Onli cus ne lea rning reinfo • Star rceme ts May nt 2 0 1 7 • $1,6 50 +GS T

Participants will learn to:

2017 DATES

• Motivate, delegate and coach to drive improved performance

Tuesday 20 June

• Take an objective problem-solving approach to difficult situations • Influence others to gain support for their ideas and solutions • Build effective B2B working relationships across the greater East Tamaki business area • Define their role as a leader and the difference they make in a business • Plan for their continuing development as a leader

Tuesday 16 May Tuesday 25 July Tuesday 29 August Tuesday 10 October For information:

Jane Tongatule

09 273 6274 gm@getba.org.nz

5 MONTHS MODEL THE WAY

ACHIEVING RESULTS THROUGH OTHERS

DRIVING PERFORMANCE

3 MONTHS HANDLING CHALLENGING SITUATIONS

prepare / explore / apply

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INFLUENCING AND COLLABORATION

ONLINE LEARNING REINFORCEMENT


PARTICIPANT FEEDBACK

Facilitator Nicky Sinclair, second from left, with some of the 2016 programme participants

“The programme dug deep beneath the surface and because it was made up of people from local businesses, it had a great community feel. I’d definitely recommend it to colleagues. I found the driving performance module really useful. I took the coaching model and the growth chart back to work and got good responses from my team members. I’d definitely recommend it to colleagues. The size of the organisation doesn’t matter, the content applies to anyone in a middle management role.” Customer Service Manager

“For those businesses wishing to grow, investing in your people is critical. We’re looking to grow, so we need to invest in our people for them to have the skills to take on added responsibility in the future. It comes down to succession planning, too; as we want to step back from the business we need to feel confident in handing over the reins.

“Nicky and Annie from the Capability Group, the good people from Skills and GETBA are passionate and smart people – what a great combination!

We sent Tina Woodfield along to the Everyday Leadership Programme in 2015. It was great to find a professional training programme locally that equipped her for the challenges of managing people. I have seen her grow in confidence as a person and in her work, and would recommend it to other businesses. We’re putting another employee on the programme this year.”

When I was a participant in 2015, having the opportunity to actively remove myself from my day to day role to reflect, learn and then make changes in my work environment, was invaluable. I loved every minute of the programme, so much so that I sent along one of my direct reports in 2016 and it’s been rewarding to observe the positive changes in her behaviour, competence and confidence.”

Brendan Kelly, Managing Director, Quest Apartments Highbrook

Jon Taylor, Business Systems and Processes Manager, Altus (previously NALCO)

“Nicky the facilitator was great and built a trust culture within the group. We discovered that we all shared the same challenges in our roles. It was great to be able to discuss these and learn new strategies and ideas to take back to the workplace. I learnt a lot about myself and how to trust the people in my team, even if they do things a different way.” Technical Workshop Supervisor

“I learned that leadership in my role is sometimes about letting go, and having the confidence to build other people up. There was lots of learning from each other. My manager is going to continue to be a mentor for me moving forward.” National Service Manager

Specialist tax leader RSM is excited to welcome tax specialist Lisa Murphy to the partnership team Significant growth in our specialist tax team has provided the opportunity for us to appoint Lisa Murphy as our new Tax Partner. We have seen Inland Revenue initiatives in many areas but in particular cash economy, GST and taxable activities, FBT, transfer pricing and BEPS. Proactive leadership will enable us to ensure that our clients are prepared and compliant with their tax obligations. P: +64 (9) 271 4527 E: lisa.murphy@rsmnz.co.nz

THE POWER OF BEING UNDERSTOOD AUDIT | TAX | CONSULTING

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CRIME PREVENTION

KEEPING OUR PATCH SAFE

Inspector Wendy Spiller Photo: Fairfax Media NZ / Eastern Courier

Business burglaries in the GETBA area have reduced by 70% since 2006, which is a testament to GETBA’s strong partnership with the Police, valuable intelligence sharing between GETBA, Police and security companies, and the growth of a vigilant business community. Inspector Wendy Spiller, who has served in the Police for 29 years, is currently stationed in Counties Manukau East as Area Commander and works closely with GETBA. “We’ve worked collaboratively with GETBA to reduce crime in and around greater East Tamaki. It goes without saying that if an area is safe, people want to bring their business here and stick around. The commitment that GETBA has in ensuring their patch is the safest place to work is commendable.” Together with the Police GETBA has introduced several crime prevention initiatives, the most significant being the Crime Prevention Through Environmental Design (CPTED) project, which involves 18

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GETBA and Police visiting local businesses that have recently been victims of crime to undertake a security audit and give advice on reducing risk to staff and premises. “I think this precinct is quite unique in how rigorously these visits are conducted and they’re very successful, not to mention completely free of charge! The process fosters a close collaboration between GETBA, the Police, local businesses and security managers. GETBA also facilitates monthly meetings with security companies, NZ Police, and security personnel from larger companies to share intelligence and collaborate on crime prevention. It’s a critical partnership.”

Another ongoing prevention initiative is the ANPR Camera pilot scheme, which uses the latest number plate recognition camera technology to monitor stolen vehicles. Inspector Spiller believes the installation of these cameras in the GETBA precinct has undoubtedly prevented many offences and aids in the successful apprehension of offenders, as Police are able to respond promptly to alerts. Prevention collateral created by GETBA such as ‘No Cash on Premises’ signage and posters, has also contributed to the decrease in crime, Inspector Spiller believes. “By distributing these materials to businesses we’re enabling them to take responsibility for their own safety, which in turn creates more caretakers to look after us all. As this locale continues to grow, the


more hands on deck the better. Prevention is key to us achieving our goal of being the safest precinct.” “GETBA’s website also has really useful resources on how to solve common security issues faced by business. We worked with GETBA a couple of years ago making some videos with funding from the Ministry of Justice. The Asian Council on Reducing Crime was also a partner in this project and the videos were translated into Chinese. These are accessible from GETBA’s website and we often refer local retailers to them.”

Burglaries reduced by

Keeping local businesses informed is important in the battle against crime and GETBA’s Security Alert email communications have proven to be effective in both averting crime and pursuing offenders through timely communication of suspicious behaviour. “The Security Alerts are hugely beneficial, allowing us to disclose hot intelligence regarding stolen vehicles and suspicious activity to the GETBA network quickly. Generally, people are supportive and want to help.”

A current trend the Police are seeing is handbag theft or theft of other valuables from vehicles, Inspector Spiller explains. “People are leaving bags on their car

passenger seat – as you do – and whilst at traffic lights or a service station, offenders are opening the passenger door or even reaching through an open window and pinching it. Or people leave their bag on the boot or roof whilst putting shopping away, they nip past and grab it. Often offenders work in pairs, one on foot patrolling the area and the other usually in a late model, stolen car, waiting to speed off. It’s human nature to trust but you really must be vigilant – don’t leave valuables unattended and be conscious of your surroundings. Lock your doors and keep bags out of sight, preferably in the car boot.”

Inspector Spiller’s main message to readers is that if something or someone doesn’t feel or look right, go with your gut.

“We’d much rather come out and it be nothing, than have a crime committed. If in doubt, give us a shout!”

Keeping East Tamaki safe If you see any suspicious behaviour please call: 111 if an offender is present 09 261 1300 to report a crime after the event Crimestopper on 0800 555 111 to keep it confidential Don’t support crime. Prevent it. Spot it. Report it.

Proudly supporting

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ADVOCACY

AUCKLAND COUNCIL

ANNUAL BUDGET 2017/2018 In our submission, we argued there is much more certainty for business in paying a 2.5% general rates increase, than additional targeted rates that unfairly penalise certain businesses and create significant uncertainties. A 3.5% increase would only be acceptable if the business differential reduction continues.

46 business associations across Auckland also made a collective presentation to the governing body

Auckland Council has been consulting on its Annual Budget 2017/18, in which they propose increased rates for business including two new significant targeted rates to pay for tourism promotion and housing infrastructure. In addition to advocating for improvements to alleviate local traffic congestion and the timely development of the Greenmount closed landfill into a park, GETBA made a submission on the key Council questions, based on member feedback, some of which is covered here.

Rates Increases Council proposes to increase general rates by 2.5% but also offers options of 2% and 3.5%. Council had previously projected a general rates increase of 3.5 per cent for 2017/2018, but stated that additional savings (primarily related to inflation, interest costs and the timing of capital projects) will allow delivery of the same activities for about $15 million less, which could be used to reduce the rates increase from 3.5% to 2.5%. 20

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As Council acknowledges, inflation rates and the cost index for local authorities are forecast to remain low. Businesses are also continuing to contribute this year through the Interim Transport Levy. Nonetheless, business recognises that infrastructure is needed and must be paid for. However, what businesses need most from Council is a reasonable, transparent and stable approach to rates. Stability for the business ratepayer is about certainty of future costs.

We also said we believed that there were more savings available to the Council than $15M and would like the Council to focus more on internal efficiencies and savings. We feel there is potential to rationalize areas of overlapping services and address the effects of parts of the Council family operating in silos. In this regard, we were pleased about the announcement from Mayor Goff halfway through the consultation period that he was launching a programme to look at savings across the Council.

Rating Stability Auckland businesses currently pay around 2.73 times more rates than other ratepayers, or around $150 million more. Council itself accepts the present share of rates paid by business is too high and must be reduced. However, Council proposes to pause the policy of gradually lowering business rates (Long Term Differential Rating Strategy) for one year, citing rating stability as the aim. Council equates rating stability with all ratepayers paying the same % increase in the coming year, and in their consultation document points by way of justification to reducing the impact on residential ratepayers. But what about the impact of pausing the differential reduction on business? Comparative analysis of a residential and business property of equal value of $770,000 shows that to continue the differential reduction would mean the residential ratepayer pays $12 more a


Paying for housing infrastructure Council proposes a new targeted rate to use alongside existing development contributions and infrastructure growth charges so that those who benefit, including those who get the resulting increase in their land values, help to pay for it. We have concerns from the information provided, that this proposal has not been well developed nor properly explained to the community. The extra costs may prove a disincentive to building new houses. As with the visitor levy we believe the Annual Budget year is not the right time to hold a discussion on such a significant new policy and rating instrument. This is more properly a discussion left for the Long Term Plan.

Paying Council staff a living wage We understand that at the core of the Council’s concern is that employees should be paid a higher minimum wage. However, many believe that the level at which the minimum wage should be set is an issue for central government to consider and not Auckland Council.

year, whereas to pause the differential reduction would mean that the business ratepayer pays $60 more – or five times more. So what amounts to a small saving for the residential ratepayer has a more significant impact on the business ratepayer, the majority of whom are small businesses, family businesses, serving their community. Our members feel very strongly that the business rates differential reduction should continue. Acting contrary to an agreed strategy without good reason also undermines confidence in the Council.

Paying for tourism promotion Council is proposing to fund tourism promotion costs from a targeted rate on accommodation providers, which would impose unplanned and unfair rates

increases of between 150% and 300% on moteliers and hoteliers. An unexpected large increase in costs (such as rates) for a business can have severe consequences for profitability. It is patently unfair to impose this rates burden on accommodation providers when only around 10% of the total visitor spend is on commercial accommodation. We also note that at the Quest Highbrook more than 60% of clients are NZ business people and residents, not tourists. This proposal may save each ratepayer $46 a year, but it will add tens and in some cases hundreds of thousands of dollars of costs to each provider. For example, General Manager of Waipuna Hotel and Conference Centre, David Comery, expects his rates will triple from the current $200,000 per annum to more than $600,000 if the proposed rate increase goes ahead. This also contradicts the Council’s position that there should be rates stability.

The role of the local body elected members is to focus on what services and the levels of services Auckland needs – and then on whether Council management are delivering these in an efficient and cost effective way. We are concerned that the living wage proposal will have a ‘ripple up’ effect across all salaries at the Council, effectively leading to an ‘across the board’ salary increase. We strongly believe that the overall employee head count and use of contractors at Council needs serious scrutiny and reduction.

We understand the challenges faced by a growing Auckland and the need to fund infrastructure. We feel strongly, however, that Auckland Council must scrutinise its spending, and focus on internal cost efficiencies and savings. It must also ensure that any new revenue streams do not unfairly penalise business.  getba.org.nz/getba-submissions for a copy of the full submission A U T U M N 2 0 1 7 FOCUS ON LEADERSHIP

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EVENTS ORGANISATIONAL CULTURE

REAL BENEFITS OR REAL FLUFF?

Our most recent Business Owners Forum looked at organisational culture and whether an improved culture in the workplace leads to improved business performance. Forum panellist and subject specialist Chandler Macleod General Manager, Greg McAllister, summarises the results of a recent whitepaper and identifies the roadblocks and key success factors to building great culture. I don’t think anybody, anywhere, would disagree that you can’t achieve a strategy without a culture that fosters engagement, focus and discipline across your organisation. However, ensuring those elements are in place is a different challenge altogether. Your culture underwrites everything you do. It creates the context in which results can be achieved, the stage on which your people perform. As part of our whitepaper Organisational Culture: Bigger than the Bottom Line we surveyed employees and employers alike and not surprisingly found that 90% of respondents believed culture was important to driving business strategy. 94% said better culture would bring improvements to staff retention and staff engagement and alongside that customer satisfaction, innovation, productivity and revenue. Culture sets the stage that guides the actions of everybody within the business in a way that ultimately reflects in the external outcomes. If you have a ‘service’ culture 22

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(for example) then it’s an ingrained value that sets behaviour from the ground floor to the executive that “in every contact point with a customer, ‘service’ will be delivered” and to build this service starts internally between each and every staff member. In our research 81% of respondents believed that ‘the way the things are done’ defines corporate culture. So as employers while we look at the first 90 days for on-boarding new employees this is also a crucial period when a new hire makes assessments about whether the workplace ‘sold’ now matches the actual workplace they’ve joined. As we spend a significant part of our life at work, it is not surprising we’re looking for signs of belonging from the very first day at work. 98% of employees said it is important for the workplace to provide a greater purpose (for them) than just making an income. Yet astonishingly 43% considered their current organisations culture to be less than satisfactory, in fact

19% considered their current workplace culture as “poor or very poor”. These are the people who are probably failing to realise their potential or to deliver that extra and discretionary effort.

Leadership and supporting practices are important The findings in our whitepaper demonstrate that you can’t take your eye off the ball if you are building an internal culture that supports your external promise. With so many people saying that a better culture would improve outcomes across the business, why is it that a large number of employees are reporting that their organisations are failing to deliver on this? Rightly or wrongly they suggest a lack of ‘buy-in’ from management lets the game down with over one third saying the leadership team were responsible and many pointing their finger squarely at the most senior executive. To an extent, this is understandable. When challenges hit management saving the day can become the priority ahead of the bigger picture. One of the key call-outs in our research was the core responsibility that leaders at all levels have to walk the walk, not just talk the talk.


98%

90%

43%

of respondents stated it was very important for their workplace to provide greater purpose than just making money

of respondents stated culture was important to delivering business strategy

of respondents felt that their organisation’s culture could be improved

Developing your organisational culture doesn’t happen by chance. Having the practices and systems that establish and support your culture are important. By way of example we all know from experience the importance of good practice and the impact of bad practice when it comes to hiring and promotion decisions. A good or bad decision stands out very quickly when the person “simply doesn’t fit” and no amount of coaching can fix all of that. Good practice doesn’t just match a candidate’s skill and experience with a job description but also requires you to select and promote employees based on ‘fit’ with culture. Good interviewing, reference checking that validates your observations or questions and psychometric assessment if necessary can all help that process.

Closing thoughts Our employee respondents told us their top priorities were the company that “makes a great impression [at hiring]” and is known for having “great people” and a “great reputation.” These of course don’t happen by chance and our respondents also told us having “role-model leadership,” “the right tools,” “a great work environment” and “effective processes” are critical.

BOF panelists Ryan Castle, Sarah Mannion and Greg McAllister

As managers and leaders, it’s important to be consistent and transparent about what matters inside your business. The culture that you’re trying to reinforce needs to be reflected in everything you do.

you deliver on those values, is critical. It’s the basis for selecting, developing and promoting your people, ensuring that the actions they take in turn reflect the promise your organisation has made to its audience.

But the bottom line – a culture that doesn’t attract, retain and build people’s willingness to exert discretionary effort almost always ends up in missed targets and strategic failure.

In closing, if leaders drive culture change effectively, consistently and relentlessly throughout an organisation, then the endresult is a self-fulfilling outcome.

No matter who you are, a strong understanding of the fundamentals of what your organisation stands for, and how

 chandlermacleod.com Contact Melissa Qiri for a copy of the whitepaper on 09 601 8004

Small Business Classes Available in Pakuranga Contact: Rosa Chow 0800 355 553 | 021 375 333

future

Learn how to succeed in business

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EMPLOYMENT

Response to industry concerns GETBA has been involved in the development of a new employability skills framework, endorsed by government on 28 February, in supporting COMET Auckland who have led the development of the Youth Employability Programme (YEP). YEP (now into its third year) is a cross sector business-led initiative, designed to build employability skills, in response to business and industry concerns that young people may not be developing the soft skills needed to succeed in the workplace. The programme provides learning activities to build the competencies business leaders have said they want to see young people display, and a process to assess and record them. Last year 143 students graduated from 9 participating south Auckland schools, including neighbouring Sir Edmund Hillary Collegiate. This year 500 students from 16 Auckland schools are participating, plus another 500 students from six other regions across the north island. The students are required to spend 80 hours work experience with an employer and 20 hours of community service, to practice the skills they’re learning from their workshops.

 If you’re able to help by providing work experience, please e-mail Shirley.Johnson@cometauckland.org.nz We’re particularly keen to encourage students into the manufacturing and logistics sectors. cometauckland.org.nz

POSITIVE ATTITUDE

WILLINGNESS TO LEARN

• Is positive and has a ‘can do’ attitude. • Is optimistic, honest and shows respect. • Is happy, friendly and enthusiastic. • Is motivated to work hard towards goals.

• Willing to learn new tasks, skills and information. • Is curious and enthusiastic about the job, organisation and industry. • Looks for opportunities to work more effectively and to make the business better. • Accepts advice and learns from feedback.

COMMUNICATION • Understands and reflects on the way they communicate and how it affect others. • Asks questions when unsure or unclear. • Understands how employees, employers, and customers communicate. • Speaks, listens and shares ideas appropriately.

• Works well with others to complete tasks and meet goals. • Contributes to developing new ideas or approaches. • Works well with others of different genders, cultures or beliefs. • Recognises the authority of supervisors and managers and follow directions.

SELF-MANAGEMENT • Arrives at work on time, with appropriate clothing and equipment to complete a work day. • Understands and reflects on their own words, actions, and behaviour and how these affect others. • Shows commitment and responsibility. • Is dependable, follows instructions and completes assigned tasks. • Is responsible for their own health and well-being and follows health and safety guidelines in the workplace.

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Shirley Johnson, COMET Auckland Skills Manager

EMPLOYABILITY SKILLS FRAMEWORK

TEAMWORK

MP Louisa Wall and Mikayla Ihimaera

“The students using this framework are being equipped with the competencies that employers have identified as being critical to securing and retaining employment.”

THINKING SKILLS (PROBLEM SOLVING AND DECISION MAKING) • Identifies and assesses options before making a decision. • Recognises problems and uses initiative to find solutions. • Thinks about the consequences before they act. • Recognises when they need to seek advice.

RESILIENCE • Is adaptable and flexible in new and changing situations. • Handles challenges and setbacks and does not give up. • Able to seek support and help when needed. • Recognises and accepts mistakes made and learns from them.


POLY-EMP

Enriched lives for everyone

CONNECTING YOUR NEEDS WITH MIT STUDENTS

Paving Slab Co have faced an issue common to many businesses – “We needed staff and it was proving difficult to find them,” Cathy Brooks, Sales and Office Manager at Paving Slab Co, explains. “Our associate company, NZ Landscape and Garden Supplies, employed a young man through Poly-Emp three years ago to great success, so we met with Poly-Emp to discuss our business and what we were looking for. We’ve worked with similar agencies in the past but Poly-Emp has been the best by far; they take the time to really understand your company, and the support they offer to both employer and employee is exemplary.”

Poly-Emp’s advisors guide employers and work in partnership with them to ensure a great match is made for both the business and employee. “They even come into the workplace on the employee’s first day and do the job with them!” Cathy laughs. “Our Poly-Emp employee Tim’s case worker Anita gets really stuck in and even has her own overalls and gumboots!” Tim, who previously worked in a library, came on board as a yardman 16 months ago, and has gradually built up his skills whilst learning on the job. “Tim is so enthusiastic and even won the Poly-Emp ‘Employee of the Year’ Award last year! He was quiet to begin with – our environment is very different to a library – but he’s one of the team now and fits in well.” Poly-Emp not only provide help in the workplace, but they also offer personal assistance and encourage life skill development. Each employee has a consistent case worker to build trust and avoid disruption. “Every few weeks Anita visits to discuss Tim’s progress and any issues. We needed Tim to work extra hours around Christmas and she helped us approach this. We were conscious of his travel arrangements and didn’t want to put too much pressure on him. Despite Tim being an adult we also spoke with his parents as they wanted to be involved.”

Tim and Cathy

We’ve made it easy for you to engage with us, raise your employer profile and employ our talented students through our innovative recruitment portal – Career and Employment Solutions (CES) online.

After recently being voted Poly-Emp ‘Employer of the Year’, Paving Slab Co was invited by the Disabled Persons Assembly NZ to take part in a Disability Employment Forum, along with other businesses that work with Poly-Emp. “The aim of the forum was to examine how disabled people can get into the workforce and how to build ‘disability confident’ employers. One key idea was to share our experiences with other employers to encourage participation, as I think a lot of businesses shy away from it. We’d like to provide a support network so businesses can connect with one another to ask questions and hear from those with first-hand experience.”

Our team will screen student and graduate applications, at no cost to you.

REGISTER NOW

For businesses facing the common recruitment problem and who want to use Poly-Emp, what tips would Cathy pass on? “Firstly, know exactly what you want and have a clear job description, but be flexible as the person is learning and growing into the role. Secondly, identify your expectations and keep them realistic, and finally don’t be disheartened if you don’t get the right fit straight away. Our first Poly-Emp employee was seeking a livelier environment and Poly-Emp were able to place him elsewhere, and he is flourishing now. Most importantly, you must want to make it work and be 100% committed, as it is a big learning curve.”

manukau.ac.nz/employers

Contact our recruitment team 09 968 8690

 Poly-Emp is based locally at MIT. Contact Cathie.Klatt@manukau.ac.nz poly-emp.org.nz EMIT128_1

Poly-Emp Employment & Advisory Service is a Charitable Trust that assists people with learning disabilities to find paid employment and reach their full potential.

At Manukau Institute of Technology (MIT) we have enthusiastic current and graduating students ready to put their skills into action and join your team.


ATEED & iMONITOR

system, connected to the cloud, monitors the conditions (temperature and humidity) while perishable products are transported through the cold-chain from the source to retailer. Robin Alden, iMonitor CEO

ATEED INSPIRES BUSINESS CAPABILITY AND LEADERSHIP Technology company iMonitor, which started operating in East Tamaki more than 10 years ago, made strong progress after plenty of coaxing from Auckland Tourism, Events and Economic Development (ATEED).

``When we first met ATEED (more than five years ago), we were a start-up company founded by engineers struggling to find our direction, more focused on technology than our customers, and therefore struggling commercially and financially,” said Robin Alden, Chief Executive of iMonitor. Now, iMonitor has launched its world-class monitoring and control system onto the international stage. The real-time, wireless

The communications devices and sensors developed by iMonitor are installed in cool stores and refrigerated trucks so suppliers know exactly what is happening to their products, where they are, and more importantly receive warnings of potential problems, such as a rise in temperature, along the delivery chain. Alden said ATEED truly wanted “our company to succeed and with their help we are now well down the path to realising our vision.” He said ATEED provided great connections with clients, suppliers, business partners (investors) and ‘unfamiliar’ industries. ATEED also facilitated various grants which “allowed us to engage with outside consultants and experts who provided us with fresh perspectives and skills needed to solve various challenges.” ATEED introduced consultants who helped iMonitor to create strong strategies, draw up contracts, negotiate confidentially and create positive sales outcomes. iMonitor got moving after obtaining a $5000 Callaghan Innovation Getting Started Grant to undertake an intellectual property review. Callaghan also provided a R&D Student Fellowship and R&D Project Grant.

THE REGIONAL BUSINESS PARTNER NETWORK ATEED manages the government’s Regional Business Partner Network for Auckland – a programme that is designed to make ambitious and innovative companies grow faster. This in turn creates new jobs, increases productivity and improves the prosperity of all Aucklanders. ATEED’s business support staff will help owners and managers identify opportunities, access expertise and mentoring services, and support research and development activities. During the 2015/16 financial year ATEED was involved with 1042 businesses – including many in the Greater East Tamaki Business Association area - through the Regional Business Partner programme. At the same time, another 3000 companies benefitted from an ATEED intervention. “We will assess where businesses are at, where they want to go and what sort of support they require,” said Kathie Agnew, an ATEED Business & Innovation Advisor based in the South Area Office at Manukau. “We want to help businesses grow their leadership and management skills to develop sector and market leadership, and create points of difference in their products or services.” Through the Regional Business Partner programme, ATEED facilitates R&D support and funding from Callaghan Innovation for progressive businesses. ATEED also offers New Zealand Trade and Enterprise Capability Development vouchers that

help pay for training and can link businesses to mentoring in areas such as: • Business planning and business systems • Business sustainability • Capital raising • Exporting • Management capability and governance • Lean manufacturing/business operations • Managing resources • Marketing The vouchers are available for businesses operating with 50 or fewer FTEs, and the businesses must match 50 per cent of the cost of the capability development up to a maximum of $5000 per year. ATEED can refer businesses to a wide range of capability providers and offer important networking opportunities that can lead to new deals or prospective investors. “We are commercially neutral and provide free and independent advice,” said Kathie Agnew. “Our role is to help businesses grow and we can connect them into networks and services, both public and private.”

 Any business wanting advice can contact ATEED by email on ateed.business@aucklandnz.com or by phone (09) 365 0510

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GETBA advocates on Council plans & infrastructure issues to...

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Reduce costs to business Become more business-friendly Remove rates differential Keep people & freight moving Remove transmission corridors Protect industrial land

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