FOCUS on Roads to Recovery Spring 2020

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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




Editor: Jane Tongatule E Advertising: E

From the Chair

PO Box 58260 Botany Auckland 2163 P 09 273 6274

COMMITTEE ELECTED MEMBERS Brendan Kelly – Chairman Henry Jansen – Secretary Liz Groenewegen – Treasurer David Lindsay Nick Biland Nick Steele Andrew Turner LOCAL BOARD REPRESENTATIVES Mike Turinsky – Howick Dawn Trenberth – Otara-Papatoetoe

Welcome to the Spring / Summer issue of the GETBA magazine. The theme for this Focus is on business recovery and regeneration. Firstly, what a roller coaster our COVID-19 journey has been. Who could have predicted 2020, and who could have budgeted for the March and August lockdowns? The impacts on business could not have been forecast and have been massive. We still do not know the full economic impact, but it’s in the region of -15% to -5% loss of GDP. Some businesses have closed, some have changed size, shape or direction. Markets have changed as have business models. Who would have foreseen retail going to a hybrid internet mode for ‘click and collect.’ In this issue of Focus, we have useful articles and examples of what we are all doing to regenerate and restore our businesses. How we have had to change, adapt and modify virtually every area of business affected by this COVID-19 change in our social environment. We want to share case studies and success stories – yes there are successes as well as survivals. There has been talk and hype about ‘pivoting’ (in my view the word has been worn out), but we have all had to adapt to these uncertain, uncharted waters – adapt to new market constraints and ways of doing business. Even something like the wage subsidy was tossed at us with little or no definition, and many struggled to interpret how to execute and implement the necessary restructuring of the workforce, but most have made it through thus far. One way or the other, we’re coping and getting on with the job. Let’s take a restorative deep breath, celebrate the successes and learn from each other as we chart our business pathways over this entirely new business terrain and still uncertain future. It’s what we do!



GETBA 2019/20 Annual Report and 2020/21 Business Plan is available on



THE COVID OPPORTUNITY Digitisation: the way forward in manufacturing Brett O’Riley Chief Executive, EMA

It’s difficult for businesses big and small to pick themselves up and carry on through COVID-19, which looks like it’s here to stay. We hear from our members every day how stressed and worn out they are, especially following the most recent Alert Level 3. Kiwis, however, are known for our glasshalf-full attitude and being tough, so we also know that businesses are keen to make the most of opportunities created by these turbulent times. These businesses are the ones that will lead the charge in not just getting back on track and recovering, but helping fundamentally transform our economy and communities to be more productive and resilient. This will take a new approach grounded in technology driven change, which is particularly relevant for the manufacturing sector. Working hand-inhand with productivity growth comes the development of higher skilled and consequently higher paid jobs in this globally competitive sector. Manufacturers suffered during the original lockdown because if they weren’t classified as essential, they were unable to operate. But under Alert Level 3 many worked out ways that they could continue to do business within the guidelines, although productivity definitely took a hit. This has given rise to many manufacturing businesses looking more closely at implementing digital transformation of manufacturing (Industry 4.0) or robotics. Now is the time for them to take stock of their operations, from production through the supply chain and consider accelerating digitisation. You have GETBA members like Nautech Electronics which is one of the New Zealand manufacturers leading

the way in this space, and Facteon which is producing robotics based Industry 4.0 production lines for manufacturers around the world. For manufacturing, digitisation means gaining insight and value from data collected by the digitisation of analogue processes. It involves tools like digital twins, augmented reality and virtual reality. Machinery can be loaded with sensors when they are built or retrofitted otherwise. These sensors can provide continuous feedback throughout the manufacturing supply chain, as well as respond to realworld data on maintenance requirements giving manufacturers the ability to respond in real time. From a robotics point of view, with COVID-19 here to stay, there may be an opportunity to use robots for tasks such

as cleaning and distributing hand sanitiser, relieving pressure on premises and operations created by social distancing. Companies that will survive long term have the right tools to be flexible and agile and can quickly change productions lines, control and monitor their plants and adjust their supply chains. That is what will give them the competitive edge. The EMA is pleased to work with GETBA and to provide both day-to-day support for its members through our Business HelpLine and AdviceLine, our Learning and Development programmes, and through sector specific Manufacturing and Export programmes. We are here to help your business succeed. Stay well and transform. Kia kaha.  S P R I N G 2 0 2 0 FOCUS ON ROADS TO RECOVERY



BOUNCING BACK Managing Director Andrew Turner briefly outlines Nautech’s COVID experience and how they were able to respond, such that they are back in growth mode again. Early impact Nautech first noticed disruption due to the COVID-19 virus back in November 2019. Suppliers and customers were reporting issues with delayed purchases and deliveries as businesses and factories started to close in China. Our January - March sales dropped 30%, primarily due to logistics out of China. The lead time on PCBs, hardware and metal work increased from 2 - 3 weeks to 8 - 10 weeks.

Lockdown response By April, New Zealand was in complete Level 4 lockdown. We cut one person from each department, laying off 6 staff and claiming the wage subsidy to keep jobs secure. We put plans in place to separate our production shifts and enabled remote access for all those that could work from home. After one month we had obtained essential services classification and were back to full production running two shifts. May / June saw us recover strongly, and July / August saw us back to normal with approximately 20% growth.

Buy NZ Made Promoting ‘Buy NZ Made’ has also been important to our new business. Customers are nervous of the volatile world economy and the quality / IP issues associated with 4


China. Buying NZ made not only keeps it local, it gives customers the ability to visit our production facility, reassure themselves on quality, and keep in close contact with our engineers designing their products.

wherever possible including automated assembly, robotics and dynamic storage machines.

Invest in R&D

One of the most critical strategies for coping with adversity is to be completely up to date with financials, especially cash flow and forecasts. Knowing our true costs and anticipating peaks  and troughs has been one of the reasons we have coped so well during the past 30 years of business and the challenges it brings.

When times are tough one of the first areas people cut back is R&D. We totally disagree with that and invest heavily in R&D, designing our own products as well as for our customers, increasing our engineering team and looking at ways to bring outwork back in-house. Innovation and new products are the future and without that initiative you will be left behind, selling old technology, at the lowest cost. A race to the bottom!

Update the business plan

Invest in new machinery

We also take time each year to update our business plan – how are we tracking, where do we want to be, how will we get there and what challenges are we facing during the journey. We stick to what we know and concentrate on our strengths. If any parts of the business are not profitable, we look at fixing them, changing their focus, or cutting them completely. There are two main ways to fix a poor performing business:

Interest rates are at an all-time low, so it is a great time to be investing in new machinery and technology, especially automation. Keep ahead of the competition. We are constantly upgrading our plant and machinery and have just implemented new Overall Equipment Effectiveness (OEE) software which enables live monitoring of our operations. OEE is known as the gold standard for measuring manufacturing productivity. ERP (Enterprise Resource Planning) and OEE systems are becoming increasingly more important if you want to increase efficiency and be more competitive in today’s ever-changing market.

Up-to-date financials

1. Sell more – find new customers, develop new products, market, and promote. 2. Cut costs – reduce staff where possible, know and manage all costs, reduce wastage.

Lean manufacturing We operate on lean manufacturing principles, i.e. reduce wastage which includes downtime, rejects, consumables, power, stock, etc. We aim for 100% quality and > 90% efficiency. We automate

Key staff Rewarding key staff is also important. Innovation, ideas, and productivity are not possible without good skilled people doing the business and working as a team. 


“It’s our job, first and foremost to support the journey towards lifelong learning,” says MIT’s Head of External Engagement, Julie Prentice. “We recognise the really important role we have in making sure displaced workers can make swift transitions from sectors that have been hit hard into areas like the trades and health care.”

The government has also acknowledged the significance of the vocational training sector in rebalancing the COVID economy. In the Budget, trades training was made free for the next two years.

When Ben Moors disembarked a flight from Honolulu on March 15 this year, he had no idea it would be his last after almost twenty years with Air New Zealand. In that time, he’d served our national carrier as a long haul flight attendant and flight service manager. “Flying was a lifestyle. You pinch yourself occasionally and think – not many people get to do this,” he said.

This support package coupled with increasing uncertainly has led to a 58% growth in Semester 2 enrolments.

Ben was one of 4,000 employees who have been made redundant so far as the airline looks to drastically reduce capacity in the wake of the global pandemic. Be kind to yourself – is his first piece of advice to those in a similar position.

the competency assessment programme to renew his practicing certificate.

“Depending on how you look at it, contemplating your next career move can be stressful, but also an exciting opportunity to reinvent yourself.”

“It (the Manukau campus) was close to home. I didn’t know too much about MIT. But going to the campus for an interview, I thought – wow, this is pretty high tech and modern.”

After so many years in the workforce, the Pukekohe resident has got a very impressive CV having managed budgets, inventory and overseen up to fifteen direct reports.

“Sheona Watson is our main lecturer and she is excellent; really patient, understands and appreciates all levels of experience. Nothing’s a bother for her. It’s great to have someone walking you through it, especially when you are floundering around trying to remember your skills,” he laughs.

Health and safety is one of Ben’s big areas of expertise and something he’s really passionate about, chairing in-house health and safety groups as well as holding the position of H&S COVID-19 Crew Lead. It was the field he looked to first when thinking about transitioning careers. “I applied for twenty-five jobs and got one interview. The market was so swamped,” Ben said. Fortunately, he also has another string to his bow as a qualified nurse, so he enrolled with Manukau Institute of Technology in

MIT is helping New Zealanders like Ben get back into the workforce when their careers are disrupted. The institute trains students for essential careers including logistics, engineering, trades, nursing and healthcare.

“MIT is in a good position to assist local learners. In 2020, we are celebrating fifty years of helping South Aucklanders transform their lives through education. We’ve had to put the bubbles on hold for a bit and cancel graduation because of COVID. But we’re still concentrating on what we do best,” says Ms Prentice. In recent years, the institute has invested in a new home for School of Nursing and a major refurbishment of our North Campus in Ōtara. It’s part of a three-year plan to deliver inspiring facilities for students. The largest project is the soon-to-open TechPark development, a state of the art home for all the institute’s trades schools located in the heart of Manukau. As for Ben, he has landed a clinical placement in the care centre at the Summerset Karaka Retirement Village as he works towards re-registration. “It’s natural to be a bit nervous, but once you take that first step you grow in confidence each day in developing the skills needed for your next role,” he says. 




FOOD RESCUE MORE IMPORTANT THAN EVER Gavin Findlay, KiwiHarvest CEO and New Zealand Food Network CEO briefs us on latest developments. When the country went into full lockdown in March, the effect on KiwiHarvest was profound, and the month that followed saw us weather two extremes – with food supplies dwindling at first, as supermarket shelves were emptied, and then overabundance as hospitality and certain parts of the retail sector took a real hit. Add in the fact that our Auckland team had shrunk to just two staff to operate the warehouse and office (along with our three hard-working delivery drivers) due to resignations, we were in a bit of a hole! Fortunately over the next few weeks we secured the services of a Warehouse Manager and storeman which allowed us to continue to ensure sufficient food was able to be distributed amongst the 125 front line organisations dealing with those members of our communities struggling with food security. Through this period, we managed to rescue and redistribute (among other things):

35,000kg of UHT milk


of processed pork (an initiative with the Ministry of Primary Industries)

19,500 kg

of juice and drinks


of frozen pre-cooked meals

350 pallets of Easter Eggs

25,000kg of fresh produce

It is fair to say that there are many within our community who are finding times tough. KiwiHarvest is committed to rescuing as much food as possible and is extremely grateful to our many food donors who are committed to ensure no food goes to waste. 6


Dumping food in landfill is an environmental menace and as we grow more than enough food to feed our country, we all need to work together to ensure we have a foodsecure environment. In June, the Ministry of Social Development announced the Food Secure Communities project. As part of this project, funds were made available to organisations working towards helping out food-insecure New Zealanders. In response our General Manager, Blandina Diamond, developed Project Whakarahi – a new expansion programme across the business to enhance our capability to increase our operational capability and to deliver more rescue and donated food across our 250+ engaged agencies throughout Aotearoa. With this increase in activity, ensuring a safe and secure work environment has been top of mind. We recognised the need to adapt and improve our safety systems so have introduced Safe365, a robust mobile app system which streamlines health and safety recording, reporting and management. Combined with the Eroad transport management solution, our warehouse and delivery staff can go about their work in the knowledge that they are operating in as safe an environment as possible.

So what does the future hold for KiwiHarvest? It is very clear that whatever may happen, the “new norm” for us is a significant step up from what it was pre-Covid. Demand for our services is continuing to rise, both from existing recipients and new entities looking for help. Currently we have 29 agencies on our waiting list! We will do our best to deliver as much food as possible. We could not continue to survive with the extraordinary generosity and support of our partner organisations. We have incredible support from our founding funder, the Goodman Foundation, coupled with the backing of a number of other key partners (Rabobank, Jasmine Foundation, Countdown, Foodstuffs, Forsyth Barr and others). There are many more fantastic companies and organisation that help, so a big thank you to you all. Ehara taku toa i te toa takiahi. Engari, he toa takitini. Our strength does not come from ourselves alone, our strength derives from the many.  0800 601 609

Launch of the New Zealand Food Network With food insecurity levels growing rapidly from the start of the COVID-19 pandemic, it quickly became clear that our long-held vision of creating a national supply chain solution to more efficiently handle large surplus volumes of food – was desperately needed. We assembled a dedicated team of industry specialists to help design our solution and put a comprehensive proposal to Government to be funded as part of the Wellbeing Budget. The proposal was accepted, and over the following 12-15 weeks (largely collaborating from afar during the nationwide lockdown) we sourced, secured and built the infrastructure (personnel, IT, operational processes) required to establish the organisation now known as the New Zealand Food Network (NZFN). The fully fitted warehouse and office (located right behind our KiwiHarvest Auckland branch within Highbrook Business Park), IT infrastructure and systems, procedures and our team have all been built with one aim in mind: to

provide a highly efficient and productive environment that will live up to our raison d’être – Getting Food to Where It’s Needed Most. As the food supply chain is manned by us mere humans, errors and mistakes can be made, resulting in some significant amounts of food that cannot be sold through normal channels. Some examples of this are: • 257 pallets (approx. 100 tonnes) of chicken rice risotto • 40ft container of frozen fish • 55 pallets of orange juice • 52 pallets of muesli bars • 35 tonnes of potatoes 80% of the above products were sent to landfill! If food in landfill was a country, it would be the third largest greenhouse gas methane and carbon dioxide) on the planet. We now have the capacity and capability to handle and distribute these volumes. NZFN are working towards engaging with approximately 75-80 main Food Hubs (Food rescue organisations, Salvation Army, City Missions, Major iwi marae etc) who will act as regional, urban and rural main centres for onward distribution into our food insecure communities.

We will bridge the gap between bulk supply and demand – efficiently and safely capturing then distributing surplus and donated food nationally. We will be a single point of contact for major food producers, manufacturers, wholesalers and distributors and will increase the level of food supply to our Food Hubs. We are currently working with our Food Hubs to better understand what the level of demand is across the country, including developing a core product catalogue that could be used for a co-operative purchasing model to maximise value and fill in the shortfall of certain products due to seasonality or supply shortages. We would like to thank our founding partners (Fonterra, Sanitarium, Turners & Growers and Air New Zealand) for their generous and ongoing donations. A further dozen or so food donor partners have stood up to help and we will continue to look for more help for all food companies. An enormous thanks must be given to the team at the Ministry of Social Development, for without them, we would not be here today.  0800 366 369

I see business insurance the way you see it. Through a business owner’s eyes. I know what really matters – making sure everything is covered and your risk is minimised. The lessons and the learnings from taking care of my own business I’m ready to share with you. Let Northcrest provide a tailored insurance package, put together by drawing from the best the market has to offer. As you would expect, it will be as competitive as it is comprehensive.

Good business insurance is a meeting of minds

Rely on Northcrest to do the business – so you can get on with yours. Gerard Tilleyshort Northcrest Insurance Brokers, Director

09 271 3963



LEARNING TO CHANGE Dr Mike Ashby, Director The Breakthrough Company

As we seek to change to adapt to circumstances, we might need to start by changing how we learn. in reality when the team delivers on it – especially operations. And that means change, but in quite specific and deliberate ways. So how do people change in the ways we want them to? They have to learn. People don’t change because you tell them to. And people don’t learn because you tell them what or how you want them to think.

Real learning isn’t effortless We all know about the importance of adaptation in the current environment – in fact I’m tired of hearing about it, especially as I really object to clichés. However, it’s important to think about how adaptation happens and take stock of whether we have created an environment in which our people can adapt the organisation (because that’s ultimately what adaptation is – people behaving differently, doing things differently). I want to focus specifically on operations, because while adaptation might start with a leadership decision to change strategy, it happens



This is the bit I’m interested in – and you should be too. Because when we talk about learning, too much of our thinking is rooted in outdated models of learning based on how children learn. Adult learning is different, especially in the area of workplace skills. Here’s my view. The only point to workplace learning is change. Let’s say we want our team leaders to get better at operational management. We make a powerpoint with all our competencies and what they look like, then do a workshop or a roadshow or a town hall or toolbox meeting and keep explaining it. I used to say that about the time you’re sick of saying something, people are starting to get it. Except I was wrong (yes, I said wrong). People don’t learn through having things

repeated at them until they are familiar. All they’ve learned is the words. People don’t learn through having everything explained to them, being spoon-fed. It doesn’t work to tell people “here’s what these behaviours look like, this is what you do in these situations.” And it doesn’t work to make it too easy. If it’s so obvious that people get it easily, they haven’t learned anything. That’s what I call a ‘transmit’ model of learning where you have some content, you push send and broadcast it out there in the expectation (hope) that people will absorb the message. People learn through applying the ideas for themselves, and that requires effort. Real learning is a form of ‘mental doing’. This is especially the case when it comes to improving soft skills like adaptation and managing change. As a manager, you have to prime people for this kind of learning because they might not be expecting to struggle to work things out. You need to be comfortable with people making mistakes because mistakes are a prime source of reflective learning. They have to say “why didn’t that work?” You need to get comfortable talking to people about how they performed rather than what they achieved or the technical problems that arose. You’ve got to get good at providing fearfree feedback. Interesting.

Nor is it mindless

The content bit is your job as leader. For people to learn to change they need some clarity:

While learning at work requires mental effort on the part of the learner, it also requires mindful effort from the organisation. And I’m not talking about saying the same beautifully crafted message over and over.

• Why do we have to change?

So when it comes to learning to change, how do we set up our organisations for success? I’ve mentioned being comfortable with learning through failure and teaching using feedback. In addition to that, when we designed our management training programme we thought about delivering three things: • Great content using blended learning (physical and online) • Peer learning • Leader engagement

• What do we have to change? • What does success look like? They can then start learning how they might do processes differently or refine products or change workflow – any of the myriad ways in which organisations adapt, reduce cost and improve competitiveness. Then the second aspect of learning kicks in – being able to discuss this with their peers, hear their feedback and ideas and further refine their thinking. But none of this learning will make any difference if the leader hasn’t been involved in guiding the learning, providing feedback, encouraging the learning, celebrating the process and continuing to challenge for growth. You might have noticed that none of this involved sending people away on courses or workshops. These are part of the outdated approach to how people learn the practical skills required to improve operational performance. Learning to change starts with leadership.


Working capital or scratching the barrel? Grant Hally Business Development Consultant RSM New Zealand

What a strange year. Covid-19 has proven to be the ‘great divider’ as evidenced across New Zealand businesses. There are two distinct camps; those navigating through the impacts of C-19, and those struggling to know if they can make it through a third lockdown. The most difficult aspect of our current environment is the lack of precedent for what’s next. However, regardless of which camp you’re in, the art of business remains just that – an art, and every art has a discipline. Jim Collins, former CEO of GE and business author, provides an insight to one of these disciplines in his book Good to Great,

“Great companies have three to ten times the ratio of cash to assets when compared to their competition. Great companies take a conservative approach to debt. They see cash as an insurance policy, a buffer. They shave risk where possible. When they hit a difficult time, they really pull ahead of those who are less disciplined.” It’s this discipline or the lack of it that’s hit businesses. There was no pre-warning to enable businesses to gear up for the impacts they’re facing; seven weeks of compromised income, overheads that can’t be mitigated, low cash reserves and tightening lending criteria. The working capital cycle shows clearly how many ways there are to disrupt a business’s working capital cycle and as a result, the ease with which high cash reserves may quickly dissolve to scraping the bottom of the barrel. 10






The first lockdown saw a sharp rise in demand for RSM’s advisory service, and the demand hasn’t slowed. We’ve been working with businesses to review, determine and plan their strategy for the next 12 months; reviewing problems, concerns and opportunities within cash flow, supply chain, investment requirements, manufacturing and production, foreign exchange, delivery timeframes, sales targets, overheads, forecasting, debtor collection – all leading back to cash reserves. Businesses are either in ‘survive’, ‘sustain’ or ‘growth’ mode and eager for support. To ensure businesses can access advisory services, New Zealand Trade & Enterprise has released another $40 million in funding via their ‘Regional Business Partner Network’ (RBPN). Businesses apply for grants between $2,000 to $5,000 for business advisory and support services from accredited service providers. RSM is an accredited provider and over the last few months we’ve helped over 70 businesses apply for funding, working with them to enable them to shift from ‘survival’ to ‘sustainable’. We’ll train, support and work with you to develop Cash Flow projections, Forecasting, Lending Applications, Business Recovery or Business


Improvement plans, Board support and ‘the Power of One’. The benefits to clients is self-evident. In some cases a number of small changes have shown dramatic improvements to cash flow. Ensuring reports are relevant and timely has shifted some businesses to focus on lead and not lag indicators knowing that efforts are being channelled into areas for greatest return. Working closely with Board members and business owners has meant that visibility and accountability in direction, actions and outcomes is ‘real-time’, and facilitating conversations across all layers of each business has enabled employees to ‘join the journey’ for progress. If your business has fewer than 100 full time equivalent employees, is GST registered in New Zealand, a viable commercial entity, a privately owned business or a Māori Trust or incorporation under the Te Ture Whenua Māori Act 1993 and needs support to get through this, we’ll help you apply for funding to provide your required services.  Funding is limited. We’re keen to help you secure your share to survive, sustain or grow. Contact us now.


TIME ON OUR HANDS Local business owner David Gunn of Composite Solutions tells us how his business adapted as a result of COVID-19.

What does Composite Solutions do?

My observation is that with this pivot, we have created a new business model, and the two offerings of product and service, while similar in the work that we do, will have to be fairly transparent to our service customers as our selling style is very relational. There can be no secrets and as long as we avoid areas of conflicting products, there is an exciting way forward. The demand for New Zealand made is certainly there. Many of our other local makers (customers) are also having great success on various local platforms.

This business model has worked well, with our customers doing the selling to market. Without a lot of design involved and repeat customers it is easier to maintain flow through the workshop, especially with a small number of staff.

How did the lockdown impact your business?

Then in my spare time doing some work within my bubble making some development/personal projects that we hadn’t got round to. One of these projects was a Te Reo clock that Tina (David’s wife and fellow director) had been thinking about for some time. She drew it up in our Rhino CAD package, cut the plywood on our CNC Router, engraved the text on the laser engraver, sanded it, and sealed it off with a clear coat. Tina posted a picture of the unfinished clock on her personal Facebook page, and a friend in Bali actually pointed out a spelling mistake

It meant that during the months from the end of April when our regular work was heavily reduced we had an alternative income stream. Manufacturing the product is relatively straight forward, has given part time work to at least three staff, provided good upfront cash flow, and importantly has forced us to create up-to-date ways of accepting orders, payment and dispatch. Currently we are using Shopify lite that integrates with the Tina G Home Art Facebook page, and now we use Courierit which integrates our courier dispatch process. We also have a shop on which charges no commissions and is being developed locally.

Composite Solutions is a small CNC service business in Greenmount Drive, typically supplying some design and input before using our routers, laser engraver and general workshop skills to cut and assemble products from arcade machines, to export packaging, to foam for construction products and more.

During lockdown I registered as an essential service provider as a few of our customers were still operating and strangely still exporting various goods, to Australia and Canada, and we were also looking at the clear acrylic market for COVID protection screens. Apart from a little work from existing essential customers, I made the decision to focus on working on the business doing overdue maintenance and some work on our operational systems.

What has this meant for your business?

– no spell check in Rhino! However with that and an update (version Rua) the following day she sold five units – then posting to the Shop Local Shop Howick page sold 15, and then the fun started. A post went live on the New Zealand Made Products page (now CHOOICE) on the last Friday of level 4 lockdown. There was some pent up shopping demand I think. Over the next four days that site went from 65,000 members to about 150,000 and we rode the social media wave, tried to engage constantly with the comments on the post, and keep up with the orders that were flooding in from various mediums. By the end of August, we have posted only three times, had a combined 12k likes, well over 1000 comments and hundreds of shares. We’ve now sold many many clocks to many homes, kindies, daycares, schools and businesses. We have also produced clocks in 14 different languages and a couple of sizes.

While the feedback has been so positive, and at the time of writing we were in the midst of Te Reo language week, we are proud of what we have achieved, although not everyone has the same view! We are now reviewing cultural appropriation and what it means with what we do, or how that is perceived. We have been able to give back to the local community over this time, and don’t want the actions of a few to affect what we perceive to be adding value to Te Reo as a whole, but we will work through this.

PO Box 38-928, Howick Auckland, New Zealand

021 250 9684



Finding new customers in 2020 is about ensuring they can find you With the cancellation of industry trade shows, expos and events due to COVID-19, many business owners have lost vital networking opportunities that they’ve relied on year after year to meet prospective customers and generate new business leads. To find new customers in this era where mass gatherings are prohibited, it’s vital that business owners review how well their products and services are set up to be found online.

Fact #1: 3.5 billion Google searches are made every day and search volumes are growing roughly 10% each year. Fact #2: 35% of total product searches start on Google. With Google having 95% share of the New Zealand search engine market, every kiwi business owner would be wise to get clarity as soon as possible on a) how many Google searches per month there are related to their product or service and b) how optimised they are to capture leads from these search queries.

Alternatively, Google Trends is simple to use and will give you indicative search volumes for popular phrases although it doesn’t work with more niche search terms.

Regardless of whether you are running Google Ads or not, your website should be Search Engine Optimised to give it the best chance of ranking highly in the organic results.

For a more comprehensive approach, a Digital Marketing Consultant will be able to provide you with a list of relevant search terms in your industry, current volumes as well as how much competition there is for each phrase.

Didn’t my web developer make sure my site was SEO friendly when they built the site?

Additionally, they will be able to provide you with some insight into what your strongest search opportunities are. For example, there may be a lot of competition for your business’s main keywords, making it difficult to rank, but there could be sufficient search volumes for longer-tail keywords that include things like location or a key product attribute. Sort tail keyword = ‘buy socks’ Long tail keyword = ‘Buy breathable running socks’ Knowing where the clear space is will help you develop a Search Engine Marketing Strategy that will generate leads viably.

How do I find out how many searches there are related to my product? If you have a Google Ads account and are a confident user, you can try Google’s free Keyword Planner tool to generate search phrase suggestions and see search volumes.

The fact is that these days the paid ads get much higher visibility than organic search results so you really want to make sure you are near the top of the page.


If you’re unsure whether your site is SEO friendly, please get it checked as a matter of urgency. By examining the current search volumes for your businesses’ keywords and reviewing your website’s SEO performance, it’s likely you’ll be able to find some new customers without even needing to get up from your chair.

Should I use Google Ads or just focus on SEO? If you are in a highly competitive field, the chances are either you or your competitors are already using Google Ads (these are the sponsored listings that appear at the top of the results page). If this is the case, you should either start or continue to advertise with pay per click (PPC) ads so long as it is affordable for you and you are getting a return on your investment.


Unless a specific SEO set up service was included in your website build, it’s likely that your site will have quite a few areas of improvement when it comes to SEO. Most of the time when I perform an audit on a website property, I find a number of critical issues that are holding the site performance back, meaning the business is potentially missing out on leads.

 James Smith is the founder of Xennial, a consultancy specialising in modern marketing for NZ businesses

How to e-commerce In light of the COVID-19 restrictions, many companies are looking to sell their products and services online. The government has recognised the importance of helping give SMEs a leg-up and the 2020 Budget included a new $10 million fund to provide incentives, grants, and support for SMEs wanting to incorporate e-commerce into their business models. In this article, we’ll cover the main considerations and pitfalls SMEs often face when creating an e-commerce store.

Which e-commerce system to choose? If you’re only going to sell a handful of products into the domestic market, then adding simple PayPal buttons to your website could be all you need. PayPal buttons are created in your business PayPal account using an intuitive button builder. The builder generates a piece of HTML code which you drop onto the relevant page of your website to create a ‘Buy Now’ button. The builder can also accommodate simple shipping charges. If you need a more complex store, then consider how much control and ownership you want over your website. Cloud based e-commerce systems such as Shopify and Squarespace are relatively easy to setup, look good, and come with a host of various addons to extend your service offerings. However, they are proprietary systems. In other words, you won’t own your website, you’ll have no control over where it’s hosted, and a developer will have limited ability to ‘get under the hood’ if you want to create bespoke features.

system that calculates the shipping charges based on weight and / or volume. If you’re going to allow purchases from overseas, then you may need a system that can charge varying shipping (and tax) amounts by region.

Taking online payments If you’re selling online, then you’ll probably want to give your customers the option to pay by credit card. The simplest option is to use a payment provider, such as PayPal, Stripe or Windcave. This avoids having to store and encrypt credit card data on your website, with all the associated compliance requirements and costs. However, do your homework and research the fees charged by the payment providers, and consider whether you would absorb or pass on these costs.


GHL Group GHL Group is one of the largest suppliers of temporary fencing and ancillary products in New Zealand, and were first to market in their sector with an e-commerce and personalised quote system. The new GHL Shop calculates the shipping costs, taking into account factors such as freight company discounts and subsidies, fuel price adjustments, minimum charges and pallet type. As the customer progresses through the shopping cart, the website determines the most appropriate way to ship the goods, i.e. either by courier, by freight company or by GHL, and calculates the correct shipping cost, taking account of both the weight and volume of the goods. Customers then pay by credit card, but the system also gives customers outside of Auckland the option to request a personalised quote for delivery direct to their site. See

 For further information, and advice on accessing the government funding, contact: Paul Curtis, Managing Director, Designer Websites

On the other hand, with open source options such as WooCommerce for WordPress, Magento, and concrete5, you will own your website, you can host it anywhere, and you can find developers to create custom coded features and integrations.

Charging for shipping Before choosing your e-commerce platform, think carefully about how you will charge for shipping. Can you charge a flat rate, or offer free shipping over a certain amount? If your products are heavy, or bulky, then you may need a more complex

The GHL Shop was custom coded by Designer Websites using the concrete5 content management system.




local Now more than ever it’s important that we support one another in our local business community. GETBA has several web-based platforms to facilitate this.  Find local businesses on GETBA’s online Business Directory. All East Tamaki businesses are entitled to a complimentary listing. Contact us Employ local Did you know we have a free Jobs Board available for members to advertise their job opportunities? Check it out for the latest vacancies in the area! Buy/lease local Find local properties for sale or lease on our website. This page is supported by local property agencies Bayleys, Colliers and Barfoot & Thompson. 14



70% businesses paying too much Businesses are facing challenging times ahead. This includes reviewing staffing levels and costs. But there is some good news – your electricity costs could drop making further investigation a priority. There are two main components to your electricity cost – your combined network and metering charges (usually 40%) and energy cost (approx. 60%). David Parkinson from Powerswap Ltd comments, “In 70% of our business electricity reviews, network charges are higher than what they should be. Why? Because this component has never been audited.” He provides a simple explanation. “Over the last 15 years businesses have invested in energy saving equipment. For example, LED lighting, soft start motors, and energy efficient heaters. Whilst consumption has dropped, in most cases capacity demand has also dropped. Therefore, businesses may be able to apply for a cheaper electricity rate. However up until now, no-one has told them!”

A Simple Solution: All businesses should have their consumption and capacities audited. Powerswap can assist by auditing your data, provide independent assessment and then implement a cheaper rate. Some GETBA members have already taken advantage of this opportunity: “We have worked with Powerswap for over 6 years. Our combined reduction of rates in last review was in excess of 20% to what we were previously facing.” Ian Bosen, JDE Coffee

“Our business has avoided a price increase in our upcoming electricity contract. Instead we analysed our consumption with an immediate drop. A great result!” Chris Barnes, Nutrimetics NZ

We operate multiple manufacturing and quarry operations across Auckland. Powerswap audited each site resulting in a considerable cost reduction for the group. A lot of our electricity charges have simply been eliminated. Unbelievable! Shane Coutts, Group General Manager, Atlas Concrete Group

 If you want to take advantage of an exclusive GETBA offer, contact: Powerswap Limited Freecall: 0800 536 000 Email:


Photographs by Grant Southam, S P R I N G 2 0 2 0 FOCUS ON ROADS TO RECOVERY



E-commerce driving industrial demand

to accommodate the growth in e-commerce. The business has taken additional space at M20 Business Park in Wiri and renewed the CourierPost lease at 23 Underwood Street, Highbrook. The parcel delivery service is one of four NZ Post businesses located within the awardwinning estate. Recent research from CBRE indicates that more than 60% of logistics and distribution businesses surveyed are considering expanding their property requirements within the next two years. James Spence said, “These structural trends are positive for Auckland’s industrial market, supporting high occupancy levels and strong leasing results. It is also being reflected in a renewed level of development enquiry.” Goodman currently has six development projects underway in Auckland with two larger build-to-lease projects ready to commence. The eight projects include expansions for OfficeMax at Highbrook and Ingram Micro at M20. The other Highbrook projects include: Highbrook Crossing Units

Seven new warehouse units available next year at Highbrook Crossing

COVID-19 and the Alert Level restrictions have highlighted the important role a secure and efficient supply chain plays in the orderly functioning of a modern economy. Warehouse and distribution facilities are a key link in the supply chain providing companies with the physical infrastructure to manage inventory. Efficient freight networks link these businesses with suppliers, customers and end consumers.

of all retail sales in New Zealand, for the six months ended 30 June 2020. James Spence, Director – Investment Management said “With a high-quality portfolio focused on urban logistics, Goodman is uniquely placed to benefit from the growing demand for distribution facilities close to consumers. The pandemic is accelerating this trend with businesses responding to the opportunities of a growing online marketplace.” NZ Post is an example of a customer having to expand its property requirements

Consumers have responded to the risks of COVID-19 by embracing the convenience and safety of online sales and contactless delivery. Reliance on e-commerce has grown accordingly with a 30%(1) increase in online spending over the 6 months to 30 June 2020, compared to the same period last year. During Alert Levels 3 and 4, through late March and mid-May 2020, the average weekly online spend in the Food, Groceries and Liquor category was more than 100%(1) higher than 12 months earlier. The trend has been sustained beyond the initial lockdown period and it highlights a continuing shift in consumer behaviour with online sales making up almost 12%(1) 16


Recently completed extension of OfficeMax, Highbrook

Multi-unit development located adjacent to all the amenity at Highbrook Crossing. The warehouses have associated showroom/office space and range in size from 350 sqm to 550 sqm. 20 El Kobar Drive One of the last large sites available at Highbrook. With a 10,000 sqm warehouse planned, customers need to act now to secure the opportunity and have input into the final specification. (1) Sourced from New Zealand Post eCommerce Spotlight:

Goodman’s development programme continued uninterrupted through Auckland’s Alert Level 3 restrictions during August. All projects under construction remain on schedule, with staggered completion dates between now and February 2021. James Spence said, “Urban logistics is an integral part of the modern supply chain and our development pipeline continues to provide customers with high-quality business premises close to major transport networks in New Zealand’s largest consumer market.” With Highbrook Business Park 93% complete and few greenfield sites remaining in the portfolio, Goodman is looking to acquire new sites that provide a future pipeline. The recent acquisition of certain properties on Savill Drive and Alderman Place in Otahuhu is an example of this strategy. The properties which adjoin the Goodman’s Savill Link industrial estate, encompass 13.3 hectares of land area. Currently leased as yard space the properties are expected to support the development of 70,000 sqm of new industrial facilities over time. James Spence said, “Maintaining a development capability is essential if we are to meet the future supply chain requirements of our customers. We’re being disciplined with our investment decisions, concentrating on infill sites and other opportunities that provide the connectivity with major freight and transport infrastructure that fulfilment and logistics businesses demand.” 

SUBLETTING PREMISES? 6. If the rent is subject to review, ensure the sublease records when, and how, those reviews will occur.

Arthur Chung Partner of law firm Wynyard Wood

Have recent events resulted in your business having surplus office, retail or warehousing space? If you are thinking of subletting, here are some key things to consider before granting the sublease. 1. Check your lease does not prohibit or restrict subletting. Most leases require the head landlord’s prior consent. 2. Check the permitted use in your head lease allows for the subtenant’s proposed use. If not, the head landlord’s consent will be required to a change of use.

Bayleys Property Market Update Join other local business and property owners for Bayley’s update on commercial industrial market trends. When: Thurs 29 Oct. 5-7pm Where: 2 Harris Road, East Tamaki Refreshments: Served from 5pm Parking: Onsite

3. Assume the mindset of a landlord when assessing the suitability of the proposed subtenant. Do your due diligence and obtain guarantees and / or other forms of security where appropriate. The information you collect may be required to obtain head landlord’s consent. 4. Ensure the sublease term does not extend beyond the expiry date of your current head lease term. If you have rights of renewal under the head lease, only grant your subtenant renewal rights that are exercisable if you exercise the corresponding renewal right in the head lease. 5. Consider whether a gross rent, or a net rent (with proportionate sharing of operating costs based on areas occupied or some other basis) would work best for you and the subtenant.

7. Consider what facilities and areas will be shared and what will be exclusive to you and to the subtenant. Include clear plans showing exclusive and shared areas and agree rules (where appropriate) to ensure the shared use of such facilities and areas are workable. 8. Check whether building services (such as HVAC, lighting, sprinklers, emergency exits etc) will need to be altered for the sublease. If alterations are required, ensure the head landlord consent is obtained and the subtenant is responsible for reinstatement. 9. Consider whether new security or health and safety protocols are needed and if so, agree these upfront. 10. Where possible, ensure your sublease is granted on back to back terms as those contained in your head lease insofar as they apply to the sublet premises. Most subleases are deemed to have incorporated the terms of the head lease (with certain excepted obligations) and a copy of the headlease is attached to the sublease. 11. Include in your sublease a list of landlord fixtures and fittings and premises condition report. These will be important when the sublease ends and you need to assess what make good and reinstatement obligations are to be met by the subtenant. There is often more to subletting than most people realise. If you need assistance to negotiate and document a sublease, talk to Arthur Chung at Wynyard Wood who has plenty of experience in commercial leasing.  S P R I N G 2 0 2 0 FOCUS ON ROADS TO RECOVERY



THE NEW PRIVACY ACT 2020 A lot has changed since the Privacy Act first came into effect in 1993, including the evolving use of the internet and data storage. A new Privacy Act 2020 (“the Act”) will come into effect on 1 December replacing the existing Privacy Act 1993. Whilst the Act retains the 12 key privacy principles found in the Privacy Act 1993, the additional changes reflect the major developments that have occurred over the last three decades. The new Act brings New Zealand in line with international privacy and data protection laws. This includes mandatory obligations that require businesses and organisations to notify the Privacy Commissioner and affected individuals of a privacy breach that it believes has caused, or likely to cause serious harm to individuals. KEY CHANGES IN THE NEW ACT: (a) Notifiable privacy breaches – If a business or organisation has a privacy breach that it believes has caused, or likely to cause serious harm, it must notify the Privacy Commissioner and the affected individuals. It is an offence under the Act to fail to inform the Privacy Commissioner of a notifiable privacy breach. The Privacy Commissioner will provide an online privacy breach notification tool to give guidance to assist businesses and organisations with this new obligation.

(b) Compliance notices – The Privacy Commissioner can issue compliance notices to businesses or organisations for a privacy breach. The notice will set out steps required to remedy non-compliance with the Act and will specify a date for making the necessary changes. Failure to follow a compliance notice could result in a fine of up to $10,000. (c) Enforceable access directions – The Privacy Commissioner can direct businesses or organisations to provide individuals access to their personal information. Access directions will be enforceable in the Human Rights Review Tribunal. (d) Disclosure of information overseas – If your business is based overseas, but you deal with individuals in New Zealand, you might be caught by the new Act even if you do not have a physical presence in New Zealand. The change introduces regulations on the disclosure of personal information. Under the new Act, New Zealand business or organisations will need to ensure overseas agencies have similar levels of privacy protection as those in New Zealand. If the overseas service provider does not offer similar protections to those in New Zealand, the individual concerned must be fully informed that their information may not be adequately protected.

(e) New criminal offences – There are two new criminal offences under the new Act. It will now be an offence to: (i) Mislead an agency to obtain someone else’s personal information; and (ii) Destroy documents that contain personal information knowing it has been requested. The maximum penalty will be a fine of up to of $10,000.

With the new Act coming into effect in less than three months, now is the opportune time to review your existing practices and check that your privacy policies are up to date and will comply with the new Act.  If you have any queries about matters raised in this article, please contact Zaid Mohammed at Wynyard Wood on 09 969 7903 or

Our specialist legal teams will work alongside you on a wide range of legal services. Our goal is always to create a comprehensive state of affairs for both your personal and business endeavours.

Wood Quarter Page H Bleed 2020-09.indd 18Wynyard FOCUS ON Getba ROADS TO RECOVERY SP R I N G 2 0 210

16/09/20 10:18 AM


Secure your devices

Protect your business online

Cyber security is more important than ever. There’s a lot to consider when keeping your business secure like protecting your data, your network, and your customer information. Follow CERT NZ top tips to help keep your business safe online.  To report a cyber security incident, visit

Install software updates Stop attackers getting access to your business network through known vulnerabilities, by regularly installing the latest software. Software updates often contain security fixes.

Implement two-factor authentication Make sure anyone who logs in to your system has to provide something else on top of their username and password, to verify that they are who they say they are.

Back up your data Regularly back up your business data. Set your backups to happen automatically and store them somewhere secure offline. You can then restore your data if it’s lost, leaked or stolen.

Set up logs Logs record all the actions people take on your website or server. Set up alerts to notify you if an unusual event occurs. Make sure someone checks the logs when an alert comes in.

Create an incident response plan An incident response plan will help you get your business back up and running quickly if your business is targeted by cyber attack. Talk to your staff about the plan ahead of time.

Enable security software, like antivirus, to prevent malicious software being downloaded to any device that accesses your business data or systems.

Change default passwords Check for default passwords on any new hardware or software. If you find any default credentials, change the passwords for them.

Check financial details manually If you need to pay a new supplier, change bank details or unusual request, double check it manually – by phone or text – before you approve any payments.

Secure your network Configure network devices like firewalls and web proxies to secure and control connections in and out of your business network. Use a VPN that uses 2FA if you need to remotely access systems on your network.

Only collect the data you need

Choose the right cloud services

The more data you hold about your customers, the higher your security risk. This data is valuable to attackers so reduce your risk by only collecting what you need.

Select a cloud services provider who will provide the right services for your business. Check their data and security policies. Ask if they’ll do backups and if they offer 2FA.

Proudly supporting




FOR FUTURE GENERATIONS Businesses have the opportunity to build back more sustainably in their post-COVID planning. At the end of 2019 Waste Management NZ moved its Auckland-based team of around 400 employees to a new headquarters in East Tamaki Road. The striking new facility was designed around sustainability, with features including electric car and truck charging facilities and rain harvesting tanks (holding 175,000 litres of water – enough to wash 17,500 wheelie bins!). And during the build an impressive 99.5% of demolition waste and 76% of construction waste was diverted from landfill. It’s all part of Waste Management’s wider commitment to sustainability. The company’s vision for a sustainable future was laid out in the 2018 launch of its sustainability strategy For Future Generations – which was a first for the New Zealand waste industry.

Waste Management followed up last year by measuring the company’s greenhouse gas emissions through the Toitū carbon reduce programme and creating a carbon footprint reduction plan. We put some questions to Marsha Cadman, Waste Management’s General Manager Customer & Sustainability.

Why is sustainability important to a waste company? It is because we are a waste company that we view everything we do through a sustainability lens, which we have done

Waste Management’s new Auckland headquarters is at 318 East Tamaki Road



for a long time (although it wasn’t always called sustainability). We also believe climate change is the biggest environmental challenge facing New Zealand and the world, so it is the biggest challenge for us. We are very aware of the responsibility we have to provide waste and recycling solutions to New Zealanders that support achievement of New Zealand’s – and our own – climate goals. In a first for the waste industry, Waste Management released a sustainability report in May this year

What are some of the ways you are reducing your impact on climate change?

Marsha Cadman, General Manager of Customer & Sustainability

What is For Future Generations in a nutshell? Our sustainability strategy For Future Generations outlines Waste Management’s commitment to practices that meet the needs of the present, without compromising the ability of future generations to meet their own needs. In it, we identified five key sustainability focus areas: our environment; our communities, our customers; our people; our business. Each key area has a set of unique projects, towards which, collectively as a business, we focus our energy and effort. They are also linked to United Nation’s Sustainable Development Goals, which New Zealand signed up to in 2015, and how we can provide a positive influence in achieving those.

Most of our greenhouse gas emissions come from the waste we collect from communities and businesses and disposed at our landfills. Without proper management in a modern, engineered landfill, decomposing waste would release greenhouse gas directly into the atmosphere. At Waste Management’s landfills we capture 95% of this gas to convert into electricity, powering the equivalent of 23,000 homes in 2019. Our Redvale Landfill & Energy Park, for example, is Auckland’s largest renewable energy generator. We are also focusing on reducing diesel emissions. We were the first to introduce 100% plug-in electric trucks into a waste collection fleet in New Zealand and have opened a purpose-built facility to assemble more EV trucks in New Zealand, right here in East Tamaki. We currently have 11 electric trucks in our fleet with seven more in the process of being converted. From the data we have collected, one electric truck saves about 125 litres of diesel per day. We also have a light vehicle fleet of 100 electric vehicles, which you may see out being driven by our sales team.

How do you stay accountable? Internally, we calculate our business-wide carbon footprint every month, split by division, and compare this year on year. This allows us an excellent measure of how we are tracking against our carbon reduction goals and focuses our teams on what they can each do to reduce emissions. We also launched our first sustainability report this year, which also included refreshed goals and targets through to 2025. We will do this annually, and the public can then track our progress. Anyone can view our 2019 Sustainability Report online to see how we are going.

What’s next? There is always a lot going on! In the next month, we are encouraging our team of 1,700 team members across 70 locations to work out their own personal carbon footprint and will assist them to put in place reduction plans. I have done mine, and found that one of the positive benefits of COVID-19 has been less time in my car and no air travel, reducing my own emissions for the past six months! I am now focusing on this as we come out of lockdown.  Learn more about Waste Management’s sustainability strategy For Future Generations at

Ōtara waterways and lake trust 2019-2020 SUMMARY

7,400 plants

8 sites

The original forecast of 10,000 plants across 6 sites could not be met due to COVID-19. Remaining planting will be completed later in the year. Up from 4,200 plants in 2018-19

Up from 3 principal sites in 2018-19 cared for by the Stream Team


376 volunteers AT 29 EVENTS

Up from 262 volunteers from 12 events in 2018-19 due to regular mini mahi days organised as part of the Adopt a Spot programme in 2019-20


199 homes ASSISTED AT 2 NEAT STREETS EVENTS With 27.7 tonne landfill, 3 tonne wood, 2.2 tonne of e-waste collected from the events



Through two succesful funding applications




Meet our valued association sponsors

We pride ourselves on being in touch with our client needs. With a wide range of insurance broking and financial services, we have solutions for our clients at a local, regional and national level. Solutions include personal lines (house, contents, motor) business insurances, prestige vehicles, life health and benefits, construction, marine and liabilities. At Aon, we work closely with New Zealand’s leading insurers. We consistently deliver effective insurance solutions by negotiating comprehensive, reliable and tailored covers for the needs of everyday New Zealanders.

Aon’s Core Values exercise online doesn’t work for most. We believe in people, relationships, genuine conversations and our services reflect this. Aon, New Zealand’s leading insurance broker with over 30 years of industry experience and a footprint around the country with 65 offices.

We design solutions to meet the specific needs of all New Zealanders and negotiate with insurers on your behalf to save you time, money and the worry arising from navigating and understanding complex insurance contracts.

The Aon East Tamaki team at 2 Harris Road, Highbrook have been a fixture of the East Tamaki community for 13 years. The team led by Jake Bailey understand that there is no “one size fits all” when it comes to insurance and a tick box

Our dedicated team have the experience to provide you with advice and support when you need it most. We act as your independent advocate to insurers and have a dedicated claims service to assist you. We make ourselves available to our clients, always.

Trust, openness, integrity, commitment, teamwork, innovation. We believe that if we are to prosper, we need an environment where our people trust the competency of one another and are open and willing to share new ideas freely. We value having a genuine presence in our communities and providing support and protection. By protecting New Zealanders at work and at home, we can help ensure they continue to thrive. Please do feel free to walk in our doors and speak to one of our dedicated brokers today. 

individuals and teams across the built and natural environments.

The dedicated team at Bayleys South Auckland is New Zealand’s largest industrial team with over 33 sales and leasing specialists who have built an enviable reputation for delivering the best results for our clients – our results speak for themselves. For the second time in three years Bayleys South Auckland Industrial have been awarded the RICS 2020 Agency Team of the Year in New Zealand, Bayleys are proud to have been awarded this global and local recognition. RICS recognise industry leading achievements and demonstrate the upholding of the highest standards of professionalism and ethics by 22


On winning the award, the Bayleys team advised that three years ago, as a team we created a blueprint of where we wanted to be perceived in the commercial and industrial market. Our success and standing have created a sense of achievement of what we set out to do and we are very proud of our last 2-3 years of growth and the gains we have made. All three projects we submitted for the Agency Team of the Year category were entirely different from land sub-division and unit development sell downs through to the largest industrial lease of 2019. We encountered challenges on all calling on our wider team of experts to ensure we delivered the ultimate outcomes for our clients. Ultimately, we are very proud to win the award.

Bayleys. The Best Real Estate Agency in New Zealand.

AGENCY TEAM OF THE YEAR NEW ZEALAND 2020 & 2017 INDUSTRIAL AGENCY TEAM OF THE YEAR NEW ZEALAND 2018 As awarded by the Royal Institute of Chartered Surveyors (RICS) at the Sales Awards.

 To get the best results for your industrial or commercial premise, contact us today 0800 BAYLEYS or email

For many, these challenging times have put pressure on their businesses, while for others there are new opportunities to grow and invest. BNZ is backing New Zealand businesses, which is why we chose to partner with GETBA. BNZ is here to help if you need it – whether it’s identifying refinancing options to free up cash flow, helping with sorting out working capital, accessing our digital channels, or connecting your business with others. Our BNZ Partners team are based locally at Highbrook, and they’re supported by a local branch network for your day-to-day business banking. The team are backed by specialist expertise and a raft of financial tools and other business connections ready and waiting to help. Here’s just a few ways we can help:

MyBusiness Live A smart dashboard that connects your business apps to provide performance

insights which enable better decision-making. You can access relevant information and simple tools that help you manage and grow your business, as well as gaining new insights that help you do business in new ways.

Business Finance Scheme Restructuring your business finances could relieve some cash flow pressure or position your business to take advantage of that next opportunity to support your recovery.

Markets are looking beyond the immediate impact of COVID-19 and are perhaps giving due consideration to other important factors. One consideration is the unprecedented measures being taken by governments to stimulate and support their economies. While the lockdowns and other disruptions are temporary, there is a risk that businesses close permanently if the pandemic persists. Globally, governments have moved quickly to inject trillions of dollars in the form of wage subsidies, business loans and infrastructure investments. These measures

Our Financial Wellbeing Partner would love the opportunity to support you to add value to your people, through educating them about how to be good with money.  Call Amanda Lyster, Business Partner to see how we may be able to help your business: 021 941 022

MyBusiness Live Terms and Conditions apply. Visit for details. BFS is only available to businesses recovering from the impacts of COVID-19. Terms and conditions and eligibility criteria apply. Visit

Sharemarkets look beyond COVID-19 Following a steep decline in share prices in February and March, triggered by concerns over the COVID-19 pandemic, sharemarkets have experienced a sharp recovery. Many, including the S&P 500 and the NZX 50 Index, are now showing positive returns over 12 months. While some sectors such as Energy remain below their pre-COVID-19 share price levels, others such as Technology and Healthcare have reached new heights.

Financial wellbeing for your team

shares more attractive by comparison, in spite of a weaker economic outlook. The COVID-19 pandemic may also accelerate fundamental economic changes that were already underway. These changes include the use of IT in business, automation in manufacturing and more sustainable travel and agriculture. Businesses leading these changes will benefit and in some cases their share prices are reflecting this positive outlook. are designed to help ensure that businesses are in a position to bounce-back quickly once countries reopen their economies, and to support employment. Interest rates are another important factor influencing sharemarkets. Central banks around the world have cut interest rates to record low levels. This has ensured that the global financial system has continued to function and provides further support to the economic recovery. Paltry returns on bank deposits can also have the effect of making

All of these factors have contributed to the sharemarket recovery, supporting the view that investing in quality companies with robust earnings and strong growth prospects provides investors with the best potential returns over the long-term.  For a no obligation discussion, contact David Morgan, Esha Puggal or Mark Steele on (09) 368 0170 or 0800 367 227, or visit their offices at Highbrook Business Park, 60 Highbrook Drive, East Tamaki.

This column is general in nature, has been prepared in good faith based on information obtained from sources believed to be reliable and accurate, and should not be regarded as personalised investment advice. Fees and charges will apply if you elect to have a continuing relationship with Forsyth Barr. Disclosure Statements for Forsyth Barr Authorised Financial Advisers are available on request and free of charge.



A proven development capability extends the property solutions available to customers. It’s been a successful strategy for Goodman with around 80% of its property portfolio developed since 2004. The development programme has included the award-winning Highbrook Business Park, located alongside the Tamaki River in East Tamaki.

Goodman owns, develops and manages high-quality distribution and logistics facilities across Auckland. An investment strategy focused on the Auckland industrial market provides customers with highly efficient business premises, close to major transport networks in New Zealand’s largest consumer market.

Demographic trends, economic growth, and the rapid expansion of online retailing are contributing to the strong demand for well-located warehouse and logistics space across the city. Goodman’s portfolio of 11 estates are strategically located in the key industrial suburbs of East Tamaki, Mangere, Mt Roskill, Mt Wellington, Otahuhu, Penrose and Wiri. Providing over one million sqm of floorspace it is a substantial portfolio that offers customers a variety of space options in a supply constrained market.

Matrix Security is a business founded on protecting the people, buildings and communities they inhabit, developing solutions tailored specifically to meet the needs of their clients. “For our commercial customers, our security solutions focus on supporting the proper functioning of the business, ensuring business premises, infrastructure and staff have continuity. For

Matrix Security is a proud GETBA member and sponsor. We are trusted by many commercial and residential clients to provide a range of security solutions. It’s our strong local presence, security knowledge and rapid incident response that our GETBA customers value. 24


Encompassing over 100 hectares of landscaped space, and adjoining 40 hectares of parkland and esplanade reserves, this world-class business park has set the benchmark for modern industrial property. Over 90% developed, the estate is already home to over 110 businesses and a daily work force of more than 5,000 people. Highbrook is now an established Auckland business precinct. Its use today mirroring the commercial role the Tamaki River once played for local Iwi, as the main transport route between the Waitemata and Manukau Harbours.  If your business needs space today or in the future, contact Goodman and explore the options available: phone 09 373 6060 or to view current opportunities.

residential customers, security extends to ensuring their family, home and assets are safe and secure,” says Scott Carter from Matrix Security.  To find out more, please call Customer Services on 09 579 1567 or visit our website.

New Zealand has become an incubator for innovation and product design to take solutions to the global market. Partnering with many of these pioneering Kiwi’s, Nautech Electronics has over 30 years’ experience in providing electronic engineering, manufacturing and testing services. Constant investment in technology and efficiency has enabled Nautech Electronics flexibility to provide manufacturing capabilities, from prototype builds through to mass volume production, competitive to within a very small margin of Asia. Maintaining control of our quality, technical back-up and intellectual property easily offsets any perceived advantage in Asia sourcing. Nautech Electronics has experience in a wide variety of markets including automotive, marine, avionics, agriculture, military, industrial and IoT to name just a few. Our engineering capabilities include hardware design, software development and mechanical design. Having been involved in mission critical application, we place reliability and performance at the heart of everything we do. This is why we have incorporated inline optical inspection

Wynyard Wood is a four-partner legal firm built on a strong tradition of service to the GETBA community. Their lawyers provide prompt and personal responses and are fully conversant with the private and commercial needs of clients across a range of sectors. Wynyard Wood’s origins go back to 1894 and the firm has evolved for over a century to serve the changing needs of their clients. Wynyard Wood’s lawyers take a real interest in their clients and provide advice based on in-depth experience and specialist expertise. They aim to provide legal guidance that is both effective and efficient and are intent at all times on achieving the best possible result for their clients. Those clients include individuals and families, emerging businesses and established, successful international companies. As a firm with a presence in East Tamaki / Highbrook since 1990, Wynyard Wood believes that their size offers an advantage

on all our surface mount production lines, optical inspection on our selective solder lines, and a dedicated quality control team overseeing ISO9001:2015. In addition, we offer an extensive range of specialist testing equipment such as X-Ray, environmental testing and HALT/HASS testing for temperature and vibration up to 75g. All raw materials are supported by many of the largest electronic component distributors in the world, and all stored in our humidity and temperature controlled Intelligent Storage Machines. Nautech Electronics is regarded by Callaghan Innovation as the leader in Industry 4.0 within the New Zealand electronic contract manufacturing market.

Other services we provide to a number of customers, is full box assembly, packaging and third-party logistics for storage and despatch, locally or internationally. We can remove the manufacturing and distribution headaches allowing customers time to concentrate on growing their business and reducing fixed overheads. We can even arrange warehousing and logistics through Nautech Australia based in Brisbane. If you are in the market for a quality electronics partner to design a new product, review an existing product for improvement, product testing or high yield manufacturing then contact Nautech Electronics today. 

over larger firms. They are big enough to provide specialist legal advice on a wide range of matters, but small enough to maintain personal relationships. Lawyers are able to individualise their approach so that the particular needs of each client is met. Each of the partners have special areas of practice and work is shared, when appropriate, amongst the partnership to ensure that clients benefit from the very best advice. They make it their business to keep up-to-date with the application of existing law and new developments in law and practice. Solicitors regularly attend external seminars and training events. They maintain their own in-house legal education programme and staff are closely supervised by partners at all times. Wynyard Wood welcomes the opportunity to work with you. Their main office is located at 60 Highbrook Drive, Highbrook Business Park.  S P R I N G 2 0 2 0 FOCUS ON ROADS TO RECOVERY


Think outside the CBD

reduce your commute

Outstanding office opportunities

Level 1, Building 6 64 Highbrook Drive

Available now

A three level commercial building located in the heart of Highbrook offering views over the Tāmaki River. + Direct access to SH1 + Signage rights available + Exposure to the 30,000 commuters travelling on Highbrook Drive daily Robyn Barfoot ASSET MANAGER

For lease Office

312 sqm

021 428 446

Evan Sanders

Building 6

Level 1


Flexible car park numbers

021 826 462

Ground floor, 52 Highbrook Drive

Rare opportunity at Highbrook Expected availability

Level 2, Building 2, 60 Highbrook Dr

Right in the heart of Highbrook Expected availability

October 2020

October 2020

Level 2, Building 2

Ground floor

For lease

For lease

Ground floor office

250–830 sqm


Flexible car park numbers

A two level commercial building located in the heart of Highbrook, adjacent to Highbrook Crossing amenities. + Existing fit out + Signage rights available Robyn Barfoot

Evan Sanders

021 428 446

021 826 462



417 sqm

Building 2

Level 2

Flexible car park numbers

A modern three level commercial office building. + Naming and signage rights are available + Existing fit out

Robyn Barfoot

Evan Sanders

021 428 446

021 826 462



This document has been prepared by Goodman Property Services (NZ) Limited and has been prepared for general information purposes. Whilst every care has been taken in relation to its accuracy, no warranty is given or implied.

Making space for 42 Sir Woolf Fisher Drive

Unit C, 70 Highbrook Drive

Newly listed warehouse

High profile exposure

Expected availability

Expected availability

January 2021

December 2020 Unit C

For lease Warehouse




5,570 sqm 550 sqm 710 sqm 1,922 sqm

+ Close to SH1 + Completed early 2019, this new industrial building is both stylish and efficient

+ 3 roller doors + High stud warehouse + Excellent signage

Robyn Barfoot

Evan Sanders

021 428 446

021 826 462



Unit B, 38 Highbrook Drive

Strategically positioned Available now

For lease Warehouse

1,495 sqm




377 sqm 281 sqm 141 sqm

+ High stud warehouse with 9 m operational height + Secure, fenced, drive-though yard

+ LED lights throughout + 22+ parks + EV car charging points

Robyn Barfoot

Evan Sanders

021 428 446

021 826 462



20 El Kobar Drive

Brand new warehouse Expected availability

August 2021

Unit B

For lease Warehouse

883 sqm


76 sqm


190 sqm

+ Conveniently located on Highbrook Drive + 6 car parks + Exposure to 30,000 commuters on Highbrook Drive daily Thomas Papesch

Evan Sanders

021 033 4267

021 826 462



For lease Warehouse




10,000 sqm 400 sqm 1,503 sqm 1,300 sqm

+ High stud warehouse with 10 m operational height + Secure, fenced, drive-though yard

+ LED lights throughout + 60 car parks

Bruno Warren

William Main

021 506 010

021 583 887



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.


A great place to be local