FOCUS Spring 2018 by Business East Tamaki

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

3 FLEXIBLE WORKING 6 LIONFLEX 10 CLOUD39 CO-WORKING SPACE 18 WORKPLACE TRAINING CASE STUDY 21 CRIME PREVENTION 24 DEMYSTIFYING ABESTOS MANAGEMENT

ON FLEXIBLE WORKING

SPRING 2018

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

From the Chair

PO Box 58260 Botany Auckland 2163 P 09 273 6274

getba.org.nz

Welcome to the spring issue of our GETBA Focus Magazine. With winter now well behind us, we can look forward hopefully to a good old-fashioned New Zealand summer without the unusual weather events which seem to be occurring, not just in New Zealand but globally. Government policy and changes to employment and other long-standing legislation are proving difficult for businesses to accept and are further reducing businessÂ confidence. Meanwhile, Auckland Council are grappling with how to fund the tens of billions which are required to fix the many transport and infrastructure problems which affect us all, with traffic congestion being the biggest and taking a toll on all businesses. In this issue we feature flexible working and look at examples of how this could be applied to your business and what other businesses are doing in this area. Without doubt, flexible working will become more common with work life balance being a major driver and technology a game changer. The GEBTA AGM was held on 25 September and thank you to those who attended. Our GM, Jane Tongatule, covered our achievements over the past 12 months against the corresponding business plan, and then outlined our plans and budget for 2018-2019. The GETBA Committee was re-elected unopposed, and I would like to welcome Nick Steele of Boyd Visuals Ltd who was appointed in July to replace retiring Committee member Kim Luxton. Our thanks to Kim for his five years of service. As this is our last Focus for the year, I take this opportunity to thank our GETBA committee members for their voluntary contribution over the past year, and our sponsors for their much-valued support to our business community.

Upcoming events

As always, please visit our GETBA website regularly to keep yourself and your business up to date with all that is happening in East Tamaki. RICHARD POOLE CHAIRMAN, GETBA

18 October Bayleys Business Showcase and Property Market Update GETBA SPONSORS

23 October Business Owners Forum: How to be exit-ready 8 November Business Showcase: Cloud39 21 November St John: First Aid Level 1

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FLE G N : I K XIBLE WOR

The growing demand for work/life balance There is growing demand for flexible work practices, influenced by a range of factors, including the increase in the number of women entering the workforce who are also primary caregivers, the increasing involvement of fathers in care roles, the increase in one parent families and in dual career couples, and our ageing population with people choosing to stay in the workforce for longer.

THE PROPORTION OF PEOPLE AGED 50 OR OLDER IN EMPLOYMENT GREW 30% FROM 22% IN 2001 TO 29% IN 2013 (Statistics NZ) Workplace flexibility has however become highly desirable for job seekers across the spectrum, not just those who have responsibilities as carers. Work-life balance and health and wellbeing has become a key driver as workers juggle work/life priorities. Employees are looking for opportunities to spend more quality time with their families, to participate in sport or coach their children’s sports teams, to study, to phase into retirement, and for many, to avoid the increasingly long commute to and from work on congested roads.

McKinsey research shows that as recently as 2015, employees, especially women, were concerned that flexible work programmes to help balance work and family would negatively affect their careers and chance of promotion. This stigma around using flexible options has been a barrier to flexibility uptake, along with a ‘presence’ culture where people felt they needed to be seen in the office or attend meetings or miss out on information. However, these barriers are gradually being addressed with improved technology and a growing awareness by employers of the need to change existing ways of working in order to attract and retain top talent. Research shows that there are good business reasons for introducing flexible work practices including being seen as an attractive employer leading to improved job satisfaction and loyalty, improved work/life balance and increased productivity.* At a time when finding and retaining the right employees with the right skills and attitudes is increasingly challenging, considering flexible work practices can’t be ignored by employers. Indeed in 1917 Getaflex, a niche recruitment agency specialising in finding dream flexible jobs for job seekers, was founded in Wellington. *Chess Media Group Future of Work Research Report 2013. Similarly, the EY Australian Productivity Pulse (2013) showed that workers with flexibility are the most productive.

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DIFFERENT TYPES OF FLEXIBLE WORK PRACTICES There are many options for flexible work arrangements. • FLEXI TIME – in relation to hours, days, seasons or school terms, such as: - a set number of hours per week but no fixed start / finish times - starts and finishes early or late - term time only working - shift selections - annualised hours - set number of hours per year with flexibility within - a compressed workweek eg longer hours over fewer days - weekday / weekend swaps - week on / week off - phased return to work - phased retirements - sabbaticals • FLEXI PLACE – in relation to remote working, where the employee may work from home (short or long term or split) or from an agreed shared work space which may save them a lengthy commute. • FLEXI LEAVE – where employees may buy additional leave, use unpaid leave or be granted volunteer days. • FLEXI ROLE – such as job/role share. Sources: Diversity Works NZ and MBIE Flexible Work Toolkit

REQUESTS FOR FLEXIBLE WORK ARRANGEMENTS: RIGHTS AND OBLIGATIONS OF EMPLOYERS AND EMPLOYEES Employers have a legal obligation under the Employment Relations Amendment Act (2014) to provide a process for employees to request a flexible working arrangement, give that request due consideration and respond within one month in writing. Any employee, whether permanent full time or part time, and at any stage of their employment, has the right to apply for flexibility. There are no tenure requirements and there are no limits on the number of times an employee can make requests. The request should be completed in writing and outline the rationale and details of the arrangement being requested. While an employee’s ability to work flexibly is at the employer’s discretion, the employer must consider the request in good faith, which may require discussions with the staff member and other team members. The key consideration for the employer must be the impact the proposed flexible arrangement will have on the business. This means looking at the impact on their clients/customers, teams and manager, the impact on the execution of their responsibilities and any associated mitigation costs. It also means assessing the benefits from approving the request and consequences of rejecting the request. It may involve setting up a trial with a review after an agreed period. Some of the legitimate grounds by which an employer may decline an application include: • the arrangement may not be easily accommodated / impractical logistically

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• cannot reorganise work amongst existing staff • potential negative effect on quality or performance • potential detrimental effect on the ability to meet customer requirements • potential negative effect on the ability to meet other team members needs • may impose an additional burden or cost to the business • future plans for structural changes • it may conflict with a collective employment agreement If the employer approves the flexible working arrangement, it’s important to draw up a flexible work plan documenting the agreed arrangements in detail, so all involved are very clear. It’s also important to allow for regular reviews to monitor effectiveness or reconsider arrangements should things change.

REMOTE WORKING: IMPORTANT CONSIDERATIONS FOR EMPLOYERS The most common form of flexible work is working from home and there are some key considerations for employers to be aware of. TECHNOLOGY REQUIREMENTS Technology advancements have been a factor in enabling remote working. Things to consider before agreeing to a remote working request include hardware and software compatibility, internet speed, security and remote access, mobile reception, video conferencing / skype facilities, consumables. Employers may provide employees with certain technology which may include a laptop, phone or other equipment relevant to the role.

WORK EXPENSES AND WHAT IS REIMBURSABLE BY THE EMPLOYER The cost of general utilities such as electricity, gas, water and smoke detectors are generally the responsibility of the employee. OFFICE SPACE AND FURNITURE, AND HEALTH AND SAFETY CONSIDERATIONS

WHAT TO INCLUDE IN A REMOTE WORKING PLAN • Duration of the arrangement, hours of work, etc • Accountability and reporting • Technology and equipment needed and who provides, maintains, pays • Internet speed, security and remote access • Office space and furniture

• Hardware and software – compatibility, file sharing, video conferencing • Office space and furniture • Consumables / work expenses – what is reimbursable • Caregiving responsibilities during work hours • Process if things change

When working remotely the employee is responsible for organising a work area that is set up so that they can work safely. To ensure that this is the case the employer may request the employee provide photos of their work location and may also request a health and safety assessment of the workstation. EMPLOYEE SKILLS AND ATTRIBUTES Both the employee and employer need to consider whether the applicant has the skills to perform with less support and guidance; whether they require input from others into tasks; whether they are disciplined with their time management. On the other hand, remote working requires a shift in mind-set for the employer / manager from managing by seeing to managing by results. Remote working relies on mutual trust and commitment.

RETAINING TEAM CAMARADERIE AND CUSTOMER RELATIONSHIPS Generally, the types of roles which can be performed from home don’t need a high level of face-to-face interaction with customers or other team members. However, it’s important for the employee to continue to feel part of the team and retain co-worker and customer relationships by

using video conferencing/skype facilities, and maybe attending fortnightly or monthly staff meetings in person. The employer may have hot desks and shared spaces on site for remote workers. Source: Diversity Works NZ and MBIE Flexible Work Toolkit. There are useful resources available on the MBIE Flexible Work Toolkit including A Flexible Work Application Form and an Employer’s Response Form.

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LION NEW ZEALAND

FLEXING,

THE KEY TO BALANCE Banishing the perception flexible working was ‘just for carers’, changing a companywide meeting culture, improving technology and being courageous enough to change the status quo have been key to developing flexible work practices that are raising staff engagement and improving wellness at Lion.

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The company, which can trace its roots in New Zealand back to 1840, is the country’s largest alcohol beverage company, focusing on production, marketing, sales and distribution of beer, wine, spirits, cider and ready-to-drink products, as well as a range of nonalcohol beverages. It has about 1000 NZ-based staff. People and Culture Director Robin Davies says the business developed its LionFlex programme to meet people’s changing needs and to ensure it could continue to attract and retain top talent.

Lion’s 2014 diversity survey showed that almost 40 per cent of the workforce would require flexible work options in forthcoming years, and while the option to work flexibly had always been available, it was not championed cohesively across the company, and was seen as intended mainly for parents. A series of “flexperiments” in 2015 and 2016, where team members across various business functions trialled flexible work arrangements, gave the company important insights into barriers to flexibility at Lion, including a stigma

LIONFlex

“

FlexiSchedule I AM PROUD TO Flex. I start and finish early to spend time cycling before and after work. Some days I mountain bike through the national parks and on others I take a long ride north to Akuna Bay. It’s definitely the best way to commute to work! Jonathan Harrison Commercial Manager – On Premise

(real and perceived) around utilising flexibility options, a culture where people felt they needed to present in the office for meetings or miss out on information, technology that did not support efficient remote working, and a reluctance to change the existing ways of working. Lion Group Chief Executive Officer Stuart Irvine relaunched the flexibility policy as LionFlex in May 2016. It had four categories for flexibility: • FlexiPlace – working from a safe and productive location outside of your usual workplace. • FlexiLeave – the ability to purchase up to two weeks’ additional leave, utilising unpaid leave, plus up to two paid volunteer days per year. • FlexiSchedule – varying start and finish times or altering work schedules (for example starting early and finishing early to avoid congestion). • FlexiRole – redesigning a role to enable job sharing or role sharing (for example part-time or job share arrangements). It was communicated to staff via email and Q&A sessions, and an intranet site was launched as a ‘one-stop shop’ for information on LionFlex. To counter perceived stigma around flexible working, a Proud to Flex initiative was launched, including a video, screensavers, posters and a Yammer campaign that challenged the stereotype of flexible

”

working arrangements being only for those with family commitments.

questioned if I chose to use flexible work options” in the engagement survey.

A practical toolkit was developed to change the default “meeting culture” and a Meeting Manifesto poster was displayed around Lion buildings to remind people that “how we spend our days is how we spend our lives – don’t spend your lives in meetings!”

Engagement surveys also provide evidence of the tangible benefits of LionFlex to staff engagement and the organisation. 2017 data shows that team members who work fulltime and access LionFlex have higher levels of engagement (93%) than those who do not (89%), a better sense of wellbeing (88% versus 84%), and a more favourable perception of their leader’s leadership (87% versus 82%).

Updating technology to solve issues people were having accessing the network remotely or dialling into meetings became a major focus and significant resources are being invested to ensure technology is fully flex-capable. Guidelines were put in place to address the reluctance to change the status quo – the new starting point was that a flexible request can be satisfied, unless there is a significant business reason why it cannot. “This empowered people to confidently approach their leaders to have a conversation about flexible work options,” says Robin Davies. Members of the Group Leadership Team (encompassing business units across Australia, New Zealand and Asia) actively championed LionFlex by sharing the flexible working styles used and supported within their teams. All of the NZ Senior Leadership Team (SLT) members have the same LionFlexrelated achievement goal (linked to annual remuneration outcomes): More than 70% of their teams must respond favourably to the question “my commitment would be

Since the policy has been introduced, there has been a seventeen per cent increase in the number of staff who disagree with the statement “my commitment would be questioned if I chose to use flexible work options,” and in 2016, 42 per cent of Lion’s New Zealand staff were accessing LionFlex. Lion won the Work-Life Balance category in the Diversity Works Awards 2017 for LionFlex, and earlier this year won the Outstanding Workplace category in the NZ HR Awards. “LionFlex presented an opportunity for us to reiterate how we measure success – by achievement against outcomes, not by hours spent at a desk,” says Robin Davies. “Flexing has become part of the Lion vocabulary, and team members and leaders are starting to challenge each other to make the most of flexible work options.”  lionco.com S P R I N G 2 0 1 8 FOCUS ON FLEXIBLE WORKING

FLEXIBLE WORKING: IT’S GOOD FOR BUSINESS

What’s stopping you from embracing it in your business and what to do about it. Does this sound like you? You’ve long been convinced of the many benefits of offering flexible working arrangements to your people, but you’ve been holding back. You’ve even been able to identify why. But just how can you overcome your fears in order to truly realise the proven benefits of flexible working?

Common concerns Take a common flexible working arrangement, such as a ‘working from home’ day a week – you find yourself identifying with some of the following concerns; specifically that you will have to: • Work through the many practical and logistical considerations to enable working from home (i.e. what day of the week? who will be in the office? how will your employees access their files?), • Acquire the technology to ensure that working from home is practical (i.e. laptops, cloud-based storage, a strong internet connection, mobile phones and/or Skype), • Mitigate risk in the fact that Health and Safety responsibilities extend to the home office, • Field the fall-out of perceived unfairness within your team, if you have some roles that simply cannot be performed from another location (e.g. manufacturing roles / front of house roles), • Ensure that team communication and collaboration isn’t compromised when the team has fewer opportunities to all be together, or when a large portion of the team is not physically present, 8

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• Have frank discussions with those in your team who you’d prefer never worked from home as they are not performing to expectation, And the big one: • You’ll have to somehow get a gauge on your employees’ productivity, as you won’t be relying on physically being able to see your people; the perception being that output won’t be as easy to monitor. If it’s this last point that resonates, ask yourself this: are you judging your people’s performance on their presence at work between certain times? And if so, can you definitively say that this is effective?

Successfully implementing flexible working arrangements Here’s what to consider THE FOUNDATIONS Company values | Many flexible working arrangements – remote working in particular – hinge on trust between employee and manager. Having a strong set of wellembedded company values that your

people buy into and live by – and no, it’s not enough that your values are displayed in fun lettering on the wall – provides the framework to be able to build this trust. Values guide common understanding of what behaviour is considered ‘ok’ within an organisation and what isn’t, what would be considered above-and-beyond and what would let the team down. Policies | Having a sound set of Flexible Working policies in place that also outline the Health and Safety considerations and responsibilities involved with some flexible working arrangements is a good place to start. The intention is not to take a ‘one-size-fits-all’ approach, but the opposite in fact – to simply state what’s available and expected when it comes to tailoring flexible working arrangements to individuals in your team or business. Technology | Where there’s a challenge to be had, there’s probably an App for it! Aside from the technology needed to be able to work in a different physical location / remotely, there are various technology platforms that can be leveraged to assist with setting and keeping track of week by week productivity goals, as well as those that assist with team collaboration and communication. Consult and communicate | Before you go rushing around implementing anything new, first, ask your people what they want! Whether it’s in a team meeting

or via a survey, get their ideas, and their feedback on yours. And then, when you go to implement something, tell them you’re doing it because it’s what they said they wanted! When it comes to communication, ‘more is more.’ LEADERSHIP Management fundamentals and upskilling | Do you and your leaders know how to set expectations, how to give feedback, how to pull someone up who isn’t meeting expectation, how to empower your people, set goals, review progress and tap into / appeal to what motivates each individual in the team? If these management fundamentals aren’t firmly in place, you may find yourselves relying on your employees’ presence and hours as measures of their productivity. Effective outputs and measures | Challenge yourself to consider measuring results and not hours. This shifts management focus to tangibles – is the work being produced high quality? Is it delivered on time? Does it meet your SLAs? Are your clients / customers satisfied? Are you meeting your revenue targets?

To labour the point, seeing your people ‘clock in’ and ‘clock out’ and sitting at their desk all day, has very little bearing on how productive they are being. This is because productivity comes down to the individual; it’s fuelled by a combination of moving parts, like motivation, values and work ethic, how connected the individual feels to the team and the business, and whether they see how their role plays a part in the business as a whole – just to name a few. As we know, the more ‘engaged’ the employee, the more productive. So, it would make sense then, that when we look at flexible working, as well as effective outputs and measures of productivity, each individual and their role may be slightly different. This may seem like a lot of work for management – to consider each individual and their role – but it’s an investment that will pay off when you’ve created a self-starting, empowered, productive team that is pretty much running themselves! Ongoing goal setting | Productivity becomes much less mystical – and easier to measure - when goal-setting becomes part of every-day practice. Here are some tips: • Set individual KPIs (Key Performance Indicators) based on team KPIs / goals, let

DONBURI

• Set up weekly or daily WIP (work-inprogress) meetings where people share how they’re tracking and ask for and offer support in order to hit the week’s collective goals And so, we loop back again to the question: do you know what good productivity looks like in your team? When it comes to flexible working, there’s a lot to consider, but if we can overcome some of our fears with some solid foundation work and great leadership, we’ll reap the rewards.  Kerryn Strong, Operations Manager POD Consulting. POD is part of AdviceFirst, a nationwide network of professionally recognised advisers. In 2018 AdviceFirst welcomed POD to the team to broaden its financial advice business offering and also provide HR expertise to clients. pod.co.nz

is the message promoted in 9 Bowls Café, where the menu allows the customer to build their own meal to their desire.

COFFEE SUSHI 9 Bowls Café is a contemporary Japanese breakfast and lunch spot which has origins in East Tamaki for almost 10 years.

@9bowlscafe

Located in 9a Allens Road, this eatery formerly known as ‘Sushi Café’, was founded by Winnie – a Japanese food enthusiast who has been in the Japanese food industry for over 20 years.

9a Allens Road, East Tamaki

In the middle of 2017 the café was rebranded to the now 9 Bowls Café.

9 Bowls Café

• Encourage the setting of week by week productivity goals – in terms of projects to be delivered, milestones or timelines to be met

“Your bowl, your taste”

POKE BOWL

09-271 3380

people know what they need to achieve individually to feed into the team and how the team contributes to the bigger picture

9 Bowls Café brings popular Asian food trends from around the world to the heart of East Tamaki with the core focus around good food and quality service.

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FIND YOUR FLEXIBLE WORKING SPACE UP ON CLOUD39

Recent research has shown that up to 70% workers reported they felt healthier working in a coworking space than they did working in a traditional office setting. It also revealed that up to 40% of the workforce will be freelancers, temps, independent contractors, and solo entrepreneurs by 2020. If you’re already one of them then maybe Cloud39 is the right place for you! Source: Officevibe.com via Huffpost.com

“Cloud39 is a dream come true passion project,” says Founder, Nader Luthera. “This was just a piece of land when my family acquired it and thereafter we kickstarted what would become a 2 year development project. My parents had already established a successful early childhood education and learning centre in 2009 next door so initially, it meant a lot of strategising in order to determine what to do with the adjacent land.” Nader’s parents HP and Darshi Luthera founded and established Kiwi Supertots 10

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Learning Centre Ltd 25 years ago, after migrating from the USA. Since opening their first centre in Papakura as a fully licensed private childcare for 0-5 year olds, hundreds of children have attended and graduated from Kiwi Supertots. The Botany branch next to Cloud39 has been active since 2009. With son Nader joining the family business and to keep up with generational shifts and rapid innovation advancements, the Luthera family came together to develop Cloud39 – a purpose built and truly unique facility providing coworking, professional

services, business incubator and innovation opportunities as well as quality out of school care & holiday programmes for the East Tamaki community. “In 2015, I started coworking around the world and exploring the whole concept of the future of work and disruption, flexible work places, how people are changing their working habits, as well as changes occurring due to technology,” says Nader. “It was becoming apparent that people wanted more flexibility with their work arrangements, which meant the ability to work closer to their family and homes and away from peak hour traffic.” Nader also believes that this type of coworking space offers a solution to the problem of isolation that many freelancers experience while working at home and at the same time lets them escape the distractions of home and opens up avenues towards collaboration and business acceleration. “Often people who work from home desire a clear separation between their workspace and their home. But, at the same time, people also want flexibility and to not feel tied down or stuck in that workspace. We focus on giving our community members a feeling of inclusiveness, collaboration,

meetup events, as well as a family friendly vibe with activities and programs for parents and children,” says Nader. “If I look at my own team and existing coworking members, they all enjoy coworking at Cloud39 for various reasons; from the ease of access to childcare next door – including out of school care – as well as improved wellbeing, productivity, free parking and a quiet, peaceful ambience to cowork from,” he continues. And that is essentially the thought behind the creation of Cloud39. It’s South East Auckland’s first and only meeting room + coworking + holiday programme + out of school care innovation space, which opened its doors to the public on 24th May this year. The mission is to provide people with a positive and productive working environment. Cloud39 will also act as a place for opportunity, where individuals or groups can effectively improve their working habits and wellbeing. The potential for growth as an individual, group or small business working at Cloud39 is in their best interest and has been a key factor in both the design and purpose of the space. It’s an opportunity to meet, interact and collaborate with others in the common areas, as well as comfortably work in harmony within the private quiet spaces.

The upstairs area features an open plan coworking area, breakout space, zen room, meeting rooms, kitchen and toilet facilities, high speed wifi with modern and bespoke furniture carefully selected to fit the different spaces and needs of members. Downstairs has a large open plan colourful event space which can be used for after school care programmes and children’s youth programmes, children’s birthday parties, demo days or presentations for audiences of up to 60 people. There are also plans for a Café (last piece of the project) which is planned to open in November 2018. “Members can use our meeting rooms by the hour, and cowork by the day, week or month to month on a flexible plan with no locked in contracts. Members are also invited to our family friendly events and gain access to exclusive member only rates for out of school care, holiday programmes and quality childcare next door at Kiwi Supertots. Members can also gain direct access to multi-disciplinary professional services with FURM Group, a business incubator and boutique professional services firm.” “Our members include stay at home mums working on creative projects – or getting back to work from maternity leave – small business owners, independent

consultants, corporate employees living in the area, and a lot of remote working employees who are mostly on the road for their job. For employees who don’t use their head office as much, this is an ideal space to check in for a few hours and then be on the go again,” says Nader. The Luthera family firmly believe in helping the community and 37-39 Bishop Dunn Place enables young parents, families and people looking for a flexible working space, to all come together to learn, cowork and grow.  cloud39.co.nz

CHECK IT OUT FOR YOURSELF!

Cloud39 Business Showcase Thursday 8 November 4.30-6.30pm Where

39 Bishop Dunn Place Botany

No charge Refreshments provided To register Ph 09 273 6274

Accounting

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To do that, we get to know you and your business personally - so we can tailor our services to meet your specific needs and circumstances.

Specialist services

And we’re located right here in East Tamaki.

Tax

Monteck Carter | Chartered Accountants Level 1, Building 5, Eastside Business Park 15 Accent Drive, East Tamaki S P R I N G 2 0 1 8 FOCUS ON FLEXIBL E WORKING

FLEXIBLE WORKING IN PRACTICE

CASE STUDIES:

Adding social consciousness to your career the lucky ones! I have chosen to be a voice to enable those more severely impacted to spend more of their precious time with those who need it most.

A personal account by Fiona Tolich, Sales and Service Manager, Chandler Macleod There are many people in this world who would love to give back to their communities through their profession, whether that’s being a Police Officer, a Teacher, or having a role within a charity to name a few. Working at Chandler Macleod in a part-time capacity, I’ve been lucky enough to continue my chosen career, whilst being a part of an incredible cause that is close to my heart; a cause that affects me personally. I suffer from SMA (or Spinal Muscular Atrophy), a devastating, and for some, terminal neuro-muscular disease. SMA causes my body to lack the protein it needs for muscle growth and strength. Within the last two years, countries like the USA (through bodies like the FDA) have approved the first-ever treatment for SMA, called SPINRAZA. This treatment literally has the potential to be a life-saver and in adults like me it has the ability to stop any deterioration. Currently, there are appeals to Pharmac for funding so that New Zealanders can have access to this vital medicine (no one in New Zealand has had access yet, except those who have been fortunate enough to travel internationally for access on dual passports). I was diagnosed seven years ago, and although the condition has a minimal impact on my life today, there are so many people fighting for their lives. I know I am one of 12

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After a discussion with the General Manager here at Chandler Macleod, I made a conscious decision to reduce my hours and responsibilities to act as an advocate for SMA treatment in NZ by joining a panel within MDANZ. I was fortunate enough to have the support of my employer each step of the way. I wanted to have the balance of working for me and my family, having a sense of purpose and the balance in my life where I can enjoy my kids. People often feel that to be true to themselves, they should be doing X, Y or Z. Having a social conscious whilst cultivating a meaningful career can seem at odds with one another. Not everyone can be in the position to work for a charity, however, you don’t have to give everything up to have a social conscious. You can still be driven by your career, whilst pursuing something that is close to your heart – like I have. Before you look at taking a step like this, there are a few things to think about: • Are you working for an employer that supports you and understands what you’re contributing to? • It’s critical that you’re working for the right company whose values and ethos are aligned with yours. I was so humbled by how supportive my GM was when I told him about my position – and was equally blown away by the support I received from my COO in Australia. • My part-time nature undoubtedly has added and will continue to add extra pressure on the business, but they have been supportive of my personal decisions. • The cause needs to be 100% meaningful! I have always been unique – and it is no different when it comes to this condition...I just feel like I have a strong sense of purpose now. My voice can now be used to help those who shouldn’t be fighting.  chandlermacleod.co.nz

Northcrest

Don’t sweat the small stuff when retaining the best staff “We are a small and tight team of 4, so we look after each other,” says General Manager Gerard Tilleyshort of Northcrest Insurance Brokers Ltd. We have set office hours like most businesses but when a team member needs time to attend to a personal matter and they require time off during office hours the request is never turned down, and annual leave is not affected.” Hours are made flexible with late/ early starts and finish to work around school pickups etc. One member of the team recently had a baby, and Gerard knew ahead of time that the baby was going to require support for some health issues which meant coming back to work in the office was not an option for the employee. She now works remotely from home and comes into the office a couple of mornings a week to catch up with the team and get a change of environment. “Her son comes too, complete with porta cot and buggy. My philosophy is - don’t sweat the small stuff, think about the big picture and retaining the best staff. You get back what you put in,” says Gerard.  northcrest.co.nz

The Breakthrough‘s backbone is working mums “Our business has been built on a flexible working policy at The Breakthrough. We’ve always had a number of working mums and we’re really flexible around the way they operate. I can easily say The Breakthrough’s backbone is working mums,” says Director & Coach Ryan Castle. “They essentially identify the hours that they want to work. We also stay really flexible on our leave policy, working in around school holidays etc. This has allowed us to attract and retain some amazing talent,” he continues. The Breakthrough’s true test for flexible working came when their Operations Manager, Wendy who had been with them for a long time decided to re-locate to Whakamarama down by Tauranga. Initially there was the whole sense of how the team would cope without this person and how difficult it would be to replace them. That’s

“It’s been three years and she’s still delivering us great results as an employee but also its been a great result for her lifestyle wise. She was able to achieve personal and family goals on moving out of Auckland to a more rural lifestyle,” says Ryan.

‘WE FOCUS VERY MUCH ON OUTPUTS RATHER THAN TIME AT THE DESK’ when the decision was made to trial Wendy working remotely from her new location. She agreed to it and it has now been three years since she made the move. The team use a series of technology which helps towards the flexible working arrangement. Zoom is used as one of the communications platforms, she dials in for video calls for boardroom meetings and there are the obvious phone and emails used on a regular basis.

“I couldn’t recommend the flexible working approach enough. Yes, it does require a level of trust but in our organisation, we focus very much on outputs rather than time at the desk. Because we know it’s the outputs that deliver the value to our organisation and not how much time someone spends at their desk. I would highly recommend embracing flexible working styles in your business environment.  thebreakthrough.co

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 gerard@northcrest.co.nz

northcrest.co.nz

S P R I N G 2 0 1 8 FOCUS ON FLEXIBL E WORKING

BUSINESS OWNERS FORUM

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

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AKARANA TIMBERS & ANZ BRAVE THE SHAVE

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MEET GETBA’S COMMITTEE Elected at the Annual General Meeting on 25 September 2018.

Chairperson

RICHARD POOLE Richard is Managing Director of MiTek New Zealand Ltd, who have been based in East Tamaki since 1974, employ 90 staff and have been a member of GETBA from the very beginning. MiTek is a global company and world leader in the manufacture of fasteners, engineering, and software for the prefabricated roof truss and wall frame industry, operating in 17 countries. Richard has been a committee member since 2008, and Chair since 2012. He is also on the Board of the Building Industry Federation of New Zealand.

Treasurer

LIZ GROENEWEGEN Liz is Managing Partner at RSM New Zealand (Auckland), a member firm of the global international audit, tax and consulting group located in 120 countries globally. Liz joined RSM New Zealand in 2002 and has been based at the Highbrook branch since 2005, leading a team of 65 people (including 12 partners) at Highbrook, and with 150 people in three branches across Auckland. RSM actively sponsors GETBA. Liz is also a property owner in East Tamaki and an active member of Highbrook Rotary. She joined the GETBA Committee in 2010 and became Treasurer in late 2011.

DAVID LINDSAY

accommodation services to businesses in the Highbrook area. Quest Highbrook employ 14 people and opened for business in 2013. Brendan returned to New Zealand after a 30-year ‘overseas experience’, most of which was with DHL in Europe, where he was a regional operations director and global sales director. Brendan was elected to the Committee at the 2017 AGM. He used GETBA resources to develop and promote his business when he opened, and has used them for networking and education/training. As an SME employer, Brendan feels GETBA delivers real value to his business.

NICK BILAND

Nick is Managing Director of Plummer Compressors Ltd, specialists in energy efficient solutions and ongoing maintenance services for industrial users of compressed air, Nitrogen and vacuum systems. They have a staff of 12 and have been in business since 1995, with the last 15 years based in East Tamaki. Nick was elected to the Committee at the 2017 AGM. Having lived and worked in the area for over 15 years and been a regular attendee of GETBA and East Tamaki functions, he feels a close affinity to the area and is very keen to contribute in some way to the prosperity and well-being of the place he calls home.

David is the designated representative for Broady’s NZ Ltd, having moved one street out of the GETBA boundaries. He is a Chartered Accountant and has operated his own practice, Lindsay and Associates, in East Tamaki for 20 years, offering accountancy, tax compliance and planning, business advisory services and investment planning. David has been on the GETBA committee for 13 years including as Treasurer for 7 years.

Secretary New Committee member

HENRY JANSEN Henry is a lawyer, Partner and Notary with Wynyard Wood. He joined the firm at their East Tamaki office in 1992 and very soon after that began the work of co-founding GETBA which was incorporated in 1994. Born in Canada, Henry has lived most of his life in New Zealand. An avid football fan, he has a University Blue for soccer. This passion is an abiding one despite age and injury limiting his active participation. Henry is a foundation member of GETBA and is currently Association Secretary. Wynyard Wood has been and continues to be an active sponsor of GETBA. 16

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NICK STEELE

BRENDAN KELLY

Nick is one of two Managing Directors of Boyd Visuals Ltd, importer and distributor of presentation products, office furniture and audio visual products. They have 14 staff and have been in the East Tamaki area since 2007. Growing up in Howick, Nick has a natural affinity with the local area, and in his role with GETBA wants to be involved and contribute to the local business community.

Brendan is co-owner of Quest Highbrook, a hotel apartment franchise business in the Crossings precinct of Highbrook, providing

Nick was appointed to the Committee in July 2018 to replace retiring Committee member Kim Luxton.

MEET GETBA’S ASSOCIATION SPONSORS Thanks to our Association sponsors whose additional financial contribution demonstrates their commitment to the East Tamaki business community and to assisting GETBA meet our objectives on behalf of members. We encourage you to show your reciprocal support by giving them the opportunity to be involved in your business should the need arise.

Every day ANZ’s team of more than 40 banking specialists in the greater East Tamaki area help local businesses plan and achieve their goals. ANZ offers expertise in business and commercial banking, agri business, asset finance, transactional banking and trade. ANZ also has a full service branch and a network of mobile mortgage managers in the area. The ANZ team is proud to be part of the thriving East Tamaki community and to support local events and associations such as GETBA.

With the largest local presence of any broking company in New Zealand, Crombie Lockwood is entrusted with the protection of thousands of businesses throughout the Country. Their focus – “To protect your business and all it provides to you, your family, your staff and their families.”

 crombielockwood.co.nz

Skills is a multi-sector industry training organisation (ITO) working with 22 industries which each have New Zealand qualifications available for their employees. Skills is focused on developing skills to improve workplace performance, by promoting the skill needs of their industries in the education and training sector and brokering the delivery of high quality industry training services to companies in these industries. Recognised by the New Zealand government and these industries as the national standards setting body, Skills works with industry to develop skill standards and qualifications, manage national training systems and provide skills leadership.

 skills.org.nz

 anz.co.nz

Bayleys Real Estate is New Zealand’s largest full service real estate company and has enjoyed a long standing relationship with GETBA. Based in East Tamaki for nearly two decades, they have provided real estate and property services to this high performing industrial precinct and look forward to continuing this into the future.

Goodman is an established business with a premium property portfolio and quality customer base. With property assets of over $2.2 billion, it is New Zealand’s leading industrial and business space provider. With substantial estates, including Highbrook Business Park, M20 Business Park, Savill Link and Westney Industry Park, located throughout South Auckland, it’s a portfolio that offers a range of property solutions for its customers.

 nz.goodman.com

 bayleys.co.nz

RSM New Zealand enjoys a close association with GETBA. Auckland based for 70 years, with offices in Highbrook and Albany, they are committed to working with their clients to provide real value, innovative practical solutions, and to exceed expectations in everything they do. Above all, they are here to inspire and help their clients grow their business. The full range of services they offer can be found on their website.

 rsm.global

BNZ Partners is committed to helping East Tamaki business people be good with money, which is why they open up their innovative Partners Centres for educational GETBA events and business owner forums. Their local, experienced bankers are dedicated to providing businesses with tailored banking solutions and can put you in touch with their network of finance and industry specialists.

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 residential customers, security extends to ensuring their family, home and assets are safe and secure,” says Scott Carter from Matrix Security.

Wynyard Wood is proud to have 20+ years involvement in the Greater East Tamaki business community. With their main office in the Highbrook Business Park, they are literally next door. Wynyard Wood has the expertise to provide a full range of legal assistance, including corporate, commercial, property, family, dispute resolution and notarial.

 bnz.co.nz

 matrixsecurity.co.nz

 wynyardwood.co.nz S P R I N G 2 0 1 8 FOCUS ON FLEXIBL E WORKING

SKILLS AND EMPLOYMENT

FUNDED WORKPLACE TRAINING AT EDL FASTENERS LTD

I gained communication skills and can train others to do what I do

The relationship between EDL Fasteners Ltd and Edvance Workplace Education began in 2015 when an EDL Fasteners Ltd representative attended a presentation from Edvance Workplace Education at an Employers and Manufacturers Association (EMA) Literacy and Numeracy Seminar. At the time EDL Fasteners Ltd were looking for training solutions to improve communication in the workplace. Key personnel from EDL Fasteners Ltd and Edvance Workplace Education met to discuss training needs, and both parties decided that the best focus for the training would be for the team leaders to undertake the programme and to focus on developing communication, presentation and problemsolving skills, as well as critical thinking and leadership skills. EDL Fasteners Ltd committed to releasing 14 of their staff for two hours a week over a 20 week period. The programme was funded by the Tertiary Education Commission’s Workplace Literacy and Numeracy fund with additional costs for unit standards met by the Company. The overall goals for the programme were to: • Communicate effectively with their team by being solution-focused problem solvers, taking responsibility for all aspects of their roles and building communication skills in their team • Developing strategies to resolve workplace issues by analysing problems and suggesting possible solutions • Designing effective safe operating procedures (SOPs) • Using constructive feedback to support each other’s development and growth • Incorporate health and safety in all procedures. 18

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Given the success of the first programme, EDL Fasteners Ltd management decided to continue with the training in 2016 and support their team leaders to complete the National Certificate in Business (First Line Management) (Level 3). This was quite a step up for the learners as the topics moved on from communication skills to focus on the concepts and principles of quality management, team development and team leadership, training colleagues in the workplace and using problem-solving tools in the workplace. EDL Fasteners Ltd again contracted Edvance Workplace Education in 2018 to deliver a workplace training programme for a group of seven team leaders. These staff members are currently completing the communication skills component of the programme and hope to continue next year to complete the remaining topics including the Quality Management units to achieve their New Zealand Certificate in Business (Introduction to Team Leadership) (Level 3). There can be challenges for the employer when undertaking workplace training, including releasing staff to attend the training sessions, especially during busy times and when staff are absent or on leave. EDL Fasteners Ltd have been proactive in ensuring their staff are able to attend the weekly sessions and the staff in turn have demonstrated a high level of engagement in each of the programmes delivered.

My listening skills are better than before, I can communicate better with the boss now

Feedback from staff on the current training programme indicates successful outcomes for both the individual staff and EDL Fasteners Ltd.

Milton Milton, Team Leader in Despatch, feels he is a better team leader and applies his knowledge of active listening and giving effective instructions when training new employees. He has learned to use Microsoft Word to write a new SOP which is actively used in his area of Despatch. He feels the programme has made him more aware of how people learn and how people from different cultures communicate in different ways, which he applies when he is training and communicating with staff.

I feel much more confident in speaking in certain situations

Simeaitiit

Simeaitiiti, Team Leader for Pickers, has noticed she is more active in team meetings. Prior to starting the course she says she felt ‘very uncomfortable’ to speak in a group as she thought she would make a mistake – she now feels confident to offer her ideas. Simeaitiiti has also noticed that because the participants in the programme are from different areas, she now has relationships across the company and is comfortable approaching others from different areas if she has a problem, resulting in less errors or miscommunication.

I work smarter and focus and lead by example

Other staff commented that they appreciated the opportunity to take part in training programmes in their work time and they would not have done such programmes otherwise. Lisa from Customer Services says she is now more aware of how people perceive each other and has learnt how to successfully deal with difficult situations with customers. Lisa also enjoyed the opportunity to apply her communication skills in a real situation when explaining a newly introduced process to another staff member. One of the additional benefits of the Edvance Workplace Education training programme is the sharing of ideas and problem solving within the sessions, which have built a great team bond as well as developing strategies to deal with common issues. “The improvement in workplace communication and confidence across different areas of the business has resulted in an ongoing commitment from the company to provide training programmes to our staff. We look forward to the current group completing their training and continuing to apply their newly developed skills in the workplace.” Said EDL Fasteners Ltd Managing Director, Peter Thomsen.  edlfast.co.nz edvance.co.nz

Lisa

The skills I learned will help me to develop relationships within my team and my company *Comments from staff on the improvements they have noticed

INNOVATION IS ABOUT COLLABORATION Many businesses use innovation to grow, however the challenge and failure of many companies that carry out innovation projects is to inadequately budget for the innovation. RSM collaborate with you to incorporate the full cost of innovation into your budget. Using an holistic approach , we find the solution that works best for you and the growth and success of your business.

Innovation is our business. P: + 64 (9) 271 4527 W: www.rsmnz.co.nz Technology and management consultancy

THE POWER OF BEING UNDERSTOOD AUDIT | TAX | CONSULTING

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TRANSPORT UPDATE

AMETI Eastern Busway

Construction starting soon! Do you or your staff drive to work via Panmure and Pakuranga? Designation has been approved for the Panmure to Pakuranga stage of the AMETI Eastern Busway and construction will begin shortly. Work to remove Auckland Council owned properties begins along Pakuranga Road and Lagoon Drive in October and construction is planned for March 2019. Auckland Transport is keen to work with businesses to help mitigate the disruption caused to employees who commute to East Tamaki via this route. They are willing to come onsite at lunch-times or an agreed time to meet with affected employees and help design individual travel plans that work both for the employee and the business. Options to consider are: • Public transport: utilise public transport • Lessen car journeys: work from home, shop local • Alternate routes: find alternative journey routes • New schedule: travel outside of peak times

Artist impression of the AMETI Eastern Busway

The Panmure to Pakuranga stage includes: • Building a section of a dedicated urban busway, between Panmure Station and Pakuranga, separate from general traffic. • Replacing the Panmure roundabout with a signalised intersection. • Building a new modern busway bridge across the Tamaki River next to the existing road bridge with a wide shared path for cyclists and pedestrians. • Improving pedestrian and cycling facilities, including new cycle lanes and footpaths separate from traffic.

 If you or your employees use this route and you’re interested in having Auckland Transport assist in avoiding disruption during the construction, please contact ameti@at.govt.nz

CRIME PREVENTION

COUNTIES MANUKAU EAST TACTICAL CRIME UNIT The GETBA area is well serviced by the Counties Manukau East Police’s Tactical Crime Unit based at Ormiston Police Station in East Tamaki. The Unit is an investigative team that focuses on prevention and prioritises volume crime offences, in particular burglaries and vehicle crime. The team is a mix of eight Constables and Detectives, with two Supervisors, all experienced officers with a wide range of Policing experience. They are committed to identifying offenders and dedicated in ensuring those responsible for burglaries are made accountable. A core responsibility for TCU is the planning and execution of Search Warrants to recover stolen property for victims of crime, however to do this they require assistance from the community including individuals and businesses. In recent times the team have retrieved stolen tools, computers, televisions, puppies and even a metallic sheep that was stolen from a local day care centre –

NOVEM BER GETBA free pallet collection We’re offering GETBA members within the East Tamaki business precinct a free pallet collection service for the month of November. Pallets will either be re-used, repaired or recycled into wood chips. Your business must have a forklift to load the pallets onto the truck. Keep an eye out for the email promoting this service and respond on the supplied collection form.

Note that roughly 329.5 tonnes has been diverted from landfill since we began collecting and recycling unwanted pallets in 2014. 20

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stolen tools where they have been engraved with the owner’s name or even better when the serial numbers have been recorded by the owner. Recording serial numbers gives the Police positive lines of enquiry and prevents offenders from selling them through second hand dealers, as the serial numbers are always checked against the stolen item database. VEHICLE CRIME: WHAT YOU CAN DO The team want everyone to do what they can to reduce the risk of being a victim of crime. Please remove all your valuables from your vehicles whether at home or at work, and ensure they are locked and secured at all times. If you have a lockable garage then please use it to park your car inside rather than on the street or the driveway. much to the delight of the children who all loved the sheep and were heartbroken when it was stolen. One of the biggest highlights of our role is when we are able to locate and return stolen property to victims, especially sentimental items of jewellery or the family pet! VIGILANCE AND QUALITY CCTV GETS RESULTS Recently returned items were recovered due to the team having positive lines of enquiry to follow from good quality CCTV cameras, or through vigilant business owners and neighbours who noticed suspicious vehicles driving near their homes and noted the registration plates of these vehicles. The quality of CCTV systems that are available now are superb and it is worth considering installation or upgrading when reviewing your security. More people are getting private CCTV installed and this provides Police with another positive line of enquiry.

We have used fantastic CCTV images from local businesses and private homes to capture images of offenders which have proved identity beyond any doubt. SERIAL NUMBERS AID RECOVERY OF STOLEN TOOLS Over the past month there has been an increase in vehicle crime where expensive tools have been stolen from vehicles that are parked in driveways. Tools are very expensive to replace and having them stolen causes a lot of heartache and potentially loss of income for victims. Recently the TCU team have recovered

Police ask you to be vigilant and take the time to increase security at your business and residential property and keep a lookout for any suspicious activity. It is essential that everyone plays a part in helping to keep themselves and their property safe. REPORT SUSPICIOUS BEHAVIOUR! If you see someone behaving suspiciously please phone 111 immediately and if you have any information that you want to report anonymously then call Crimestoppers on 0800 555 111 With your support we can make Counties Manukau East the safest place to work, live and play!

NZ Police are actively recruiting new recruits If you think you have what it takes please contact 0800NEWCOPS or visit our Facebook page https://www.facebook.com/NZPoliceRecruitment/

Proudly supporting

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PROPERTY UPDATE

Commercial Leasing 101 Tips for Tenants Following on from his Tips for Landlords article in our Winter 2018 magazine, Arthur Chung, Wynyard Wood Partner shares some practical tips for tenants looking to enter into an Agreement to Lease. 1. Suitability of the Premises – Leases generally contain a term where the landlord expressly excludes giving any warranty as to the suitability of the premises for the tenant’s permitted use. In addition to checking the physical suitability of the premises in terms of size, layout, access and location, a tenant should also check the zoning, building code compliance and registered interests on the title (and body corporate rules if applicable) to ensure that there are no restrictions which may affect its ability to use the premises as intended. Also ensure you will have sufficient carparks for your staff and customers. If a resource consent or other approvals are required, the agreement should be conditional on the tenant obtaining these on terms acceptable to the tenant. 2. Initial Term and Renewals – A tenant generally wants the certainty of a long lease with the flexibility to exit if circumstances change. This is achieved by having an initial term followed by several rights of renewal. To determine the ideal initial term, you will want to factor in what lease incentives the landlord is willing to give, the initial cost to fit out the premises, and the minimum period required to achieve the economic return you desire. Also check for redevelopment and relocation rights in the lease (which are particularly common in retail leases) and ensure you are happy with the terms upon which they can be exercised and the compensation (if any) that will be paid if such rights are exercised. 3. Rent reviews – There are several options for rent reviews including market reviews, fixed rent increases, CPI reviews and percentage rent tied to turnover. The lease may adopt a combination of rent review options over the lease term. There are also different types of ratchets (which set the minimum rent payable following a rent 22

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review) and it is not uncommon to have rental caps. A tenant should understand the pros and cons of each option. 4. Landlord and Tenant Works – To avoid disputes after the agreement to lease is signed, record in the agreement: (1) what works are the responsibility of each party, (2) who pays for and owns the works, (3) who can undertake the works, (4) the process for approving any designs and specifications, (5) who is responsible for obtaining consents, (6) how the works will be sequenced and programmed, and (7) what happens if there are delays. Also, ask for a reasonable period to complete tenant fit out during which it should not be required to pay rent and outgoings (except for utilities which it uses). 5. Outgoings – Most commercial leases are net leases with the tenant paying rent plus outgoings. Ask for a breakdown of the outgoings to see what is included, and if there are multiple tenancies, how they are allocated to confirm that what is charged, and the basis of allocation, are fair. Unless there is a good reason to do so, outgoings should not include the cost of capital replacement, structural repairs, repairs due to inherent defects, or sinking funds which are intended to cover such items. 6. Maintenance, Reinstatement and Make Good – Make sure you understand your maintenance, reinstatement and make good obligations and seek to limit these as much as possible when negotiating the lease and when you make additions or alterations during the lease. Also, remember to complete a premises condition report at the time of handover and have a complete list of landlord’s fixtures and fittings so there are no disputes later as to what the state of the premises were on lease commencement.

Arthur Chung

7. Exclusivity – If you are a retailer or service provider in a multi-tenancy development, you will want exclusivity preventing the landlord from leasing other tenancies to a direct competitor. Bear in mind that if the development has multiple owners, this will be difficult to obtain. Where there is one landlord but there is a possibility that the development might be subdivided in the future, a tenant should also require the exclusivity provision to be recorded in an encumbrance registered on the underlying title. 8. Branding and Signage – Ideally, a tenant should get its proposed branding and signage approved by the landlord at agreement stage. Where the branding and signage is particularly important, the agreement to lease should be conditional on the tenant getting all necessary consents and approvals. For unit title developments where signage is to be installed on common property, there should also be a signage licence from the body corporate. 9. Guarantees – If you are giving personal or bank guarantees, these should be released on assignment. You should also ask for your guarantees to be limited as to amount and/or duration. The above list is not exhaustive. If you are a tenant, get sound legal advice early and address the matters that are important to you before signing the agreement to lease. If you do so, you will greatly increase your chances of avoiding disputes and save costs over the term of the lease and when it ends.  wynyardwood.co.nz

ONLINE SHOPPING TRANSFORMING LOGISTICS’ OPERATIONS In a few short years, by 2026, 83 per cent of New Zealanders will be shopping online (up from about 66 per cent now). That boom has already seen New Zealand’s online retail spending rise 10 per cent year on year to June, according to NZ Stats, but brings with it some major logistical challenges. With the rise in online shopping comes higher expectations. Customers want goods delivered quickly, seamlessly and they are exhibiting mounting impatience – no easy challenge to meet. Delivery is an enormous part of the promise made by online retailers which puts an increased emphasis on the property strategy put in place by operators and their landlords. “Globally, e-commerce related customers account for about 60 per cent of Goodman’s new developments,” says James Spence, director of investment management for Goodman. “There’s the large e-commerce players such as Amazon, or JD.com, the logistics businesses who service them, as well as retailers who are reconfiguring their supply chains to incorporate e-commerce into their business.” “E-commerce has transformed logistics around the world. While we’re yet to see the immediate impacts in New Zealand, NZ Post is thinking 5-10 years ahead so we’re primed to take advantage of the coming boom.” “When we partnered with Goodman to build, we knew we could tap into their

expertise with e-commerce around the world, the technology that leading e-commerce companies are introducing, so we can cope with the growth we’re seeing,” says Hamish Plimmer, NZ Post’s general manager, property & procurement. “Modernising supply chains is only going to get more and more important for us.” While Goodman keeps an eye on other centres around New Zealand, Auckland is still the critical hub for logistics clients, close to the source of goods – ports, airport and inland ports – and, more importantly, customers. The trend is for supply chains to be close to dense population centres. Evan Sanders, Goodman’s portfolio manager for Highbrook, points out that with increasing consumer expectations, (expecting same or next day delivery) locating logistics centres near the biggest markets and transport hubs is crucial. “Transport time and costs to make that last mile of delivery efficient is a huge part of e-commerce,” he says. “having the right land, close to consumers, is the most important part. One big truck load comes into a logistics centre, but then there are a large number of smaller vehicles heading out on shorter distances. So you’ve got to be close to key transport hubs.” Auckland alone accounts for 37 per cent of New Zealand’s online spend, with the number of transactions even higher than that as shoppers buy more lower value items.

“Investment in the technology fit-out inside the warehouses and properties has been a priority for clients like NZ Post,” says Sanders, “So as a landlord we need to manage changing needs, as we’ve seen e-commerce transform requirements overseas. We’re best placed to do that in Auckland, where we have the experience and the properties.” For example, NZ Post’s operations at Highbrook include CourierPost, Contract Logistics and Auckland Regional Mail Service Centre. Collectively these businesses occupy more than 45,000sqm of warehouse space, with the mail centre typically handling two million pieces of mail every day. The CourierPost facility which handles the national parcel delivery service is directly benefitting from the boom in e-commerce and is now handling up to 18,000 items per hour. This reflects growth of 33 per cent over the last five years. The design and flexibility of this 20,000sq m purpose-built space has facilitated CourierPost’s business growth. “We have global expertise in so many styles of logistics buildings, with embedded relationships that we can draw on for design or technology,” Spence says. Online sales in New Zealand are just over 8 per cent of total retail sales, predicted to rise to just under 18 per cent by 2021 (source: BNZ and Stats NZ) and Spence says: “In China, it’s already a jaw-dropping 25 per cent of total retail sales. Given e-commerce growth impacts demand for industrial property, as one of the world’s largest industrial property specialists, Goodman is set to benefit from this.” As the penetration of e-commerce continues to grow in New Zealand, Goodman’s industrial property portfolio will continue to meet, and anticipate, the growing volume and sophistication of demand.  goodman.co.nz

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DEMYSTIFYING ASBESTOS MANAGEMENT Although the full implementation of the Health and Safety at Work (Asbestos) Regulations 2016 have been in place for the last six months, the lack of clarity on effective and efficient asbestos management solutions is causing problems for property owners and managers across New Zealand. Hermetic language, meanders of the regulatory requirements and overlap of health and safety and property management requirements often result in implementation of an incoherent and disproportionate asbestos management solution. Asbestos management is in dire need of demystifying. The most important question for any organisation is: Is asbestos management, in principle, any different to any other aspect of our management approach? The answer is no. As with any other management strategy, asbestos management needs to be streamlined, clear, its outcomes measurable and continuous improvement achieved. It sounds simple because it is simple.

FINDING YOUR FEET ASBESTOS IDENTIFICATION AND RISK ASSESSMENT Effective asbestos management starts with proportionate asbestos identification therefore the selection of competent survey provider and selection of an appropriate survey type is crucial. The purpose of the management survey is to identify asbestos-containing materials to be managed during the

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normal occupation and use of premises. The survey must locate asbestos containing materials (ACMs) that could be damaged or disturbed by normal activities, by foreseeable maintenance, or by installing new equipment. It involves minor intrusion and minor asbestos disturbance to make the materials assessment. This shows the ability of ACM, if disturbed, to release fibres into the air. It guides the client in prioritising any remedial work. The refurbishment or demolition survey is required where the premises, or part of it, need upgrading, refurbishment or demolition. The survey does not need a record of the condition of asbestos-containing materials.

DONâ&#x20AC;&#x2122;T LET THE SURVEY FOOL YOU ASBESTOS REGISTER OR ASBESTOS MANAGEMENT PLAN? Now that the asbestos containing materials have been identified, the real management of asbestos begins. The survey results are utilised to formulate the Asbestos Register which is commonly mistaken for an Asbestos Management Plan. The misconception of those terms being synonymous is one of the most common reasons of non-compliance with asbestos regulations. The Asbestos Register is merely a risk rated list of identified asbestos containing materials whereas the Asbestos Management Plan sets out how the workplaceâ&#x20AC;&#x2122;s identified asbestos or ACM will be managed.

(plan) Formulation of an effective Asbestos Management Plan should include: The musts: - the identification of asbestos and ACM (eg where any signs and labels are located) - decisions, and reasons for the decisions, about how the asbestos risks are managed (eg safe work procedures and control measures)

Plan for implementation Make sure your organisation planned for: - The control of risks (including emergencies)

a) information and training that has been or will be provided b) their roles and responsibilities c) any health monitoring that has been or will be conducted. The bespoke: - A timetable for managing asbestos exposure risks (eg priorities and dates for removal, reviews, circumstances and activities that could affect the timing of action) - Procedures, including a timetable for reviewing and (if necessary) revising the asbestos management plan and asbestos documentation

- Developing and sustaining positive attitudes and behaviours towards asbestos compliance on

- Understand what changes are necessary

(do)

Determine your organisation’s approach Asbestos Management Plan should: - Set clear direction - Show the organisation’s commitment to effective management - Incorporate the view of your workforce - Be owned and signed by the most senior person in the organisation - Reflect reality and be reflected in reality – PRACTICE WHAT YOU PREACH!

- Understand their cause

off

Performance measurement should include: - Proactive measures (e.g. on audits/ benchmarking) to gain information on progress against specified plans, degree of compliance law and expected performance - Reactive measures (e.g. retrospective data analysis) to learn from own mistakes

Profile the risk Asbestos risks need to be identified and understood in the context of broader, related business risks such as environmental, quality and potential for asset damage. The risk profile should include: - The nature and level of risks facing the organisation - The likelihood of harm occurring on - The level of disruption arising

(act) off Act on findings and lessons learnt

It is important that the review of the management information arising from monitoring and auditing activities is self-critical and considers human and organisational factors as well as technical failings.

- The cost associated with each type of risk - The effectiveness of current risk control

(do)

To feel at ease with asbestos management we need to bring some management familiarity to it. As with any other effective management strategy the good old PDCA will do just fine.

It will help your organisation to: - Identify the problems

- Air monitoring procedures, if required.

ARE WE REINVENTING THE WHEEL? MAKING ASBESTOS MANAGEMENT PLAN WORK

Check on how well the organisation is managing asbestos by utilising performance measurement tools.

- Recognition and adequate reaction to off changing demands

- procedures for recording incidents or emergencies involving asbestos in the workplace - information about the workers carrying out work involving asbestos, including:

(check)

Organise for Asbestos Compliance The 4 C’s rule: CONTROLS | this is about responsibility and accountability; clearly defined performance standards for workers at all levels. CO-OPERATION | workers co-operation is imperative for the organisation to achieve its goals. This can be achieved through active consultations with the workerson or their representatives. Co-operation with contractors should also be considered. COMMUNICATION | effective communication should be both vertical and horizontal. The means of communication should be considered in context of the competence of the workforce and the size, structure and complexity of the organisation. COMPETENCE | competence is the ability to perform to a required standard and competent workforce is essential if the organisation is to deliver upon its objectives.

It is important for all property owners and managers not to get intimidated or disheartened by the requirements of the asbestos regulations. The technical input can and should be delivered by competent asbestos consultants who can make asbestos management simple for you with clear, coherent and understandable solutions.  Marta Roberts, CEO, ATL Consulting atlgroup.co.nz off

Bayleys Property Market Update Hosted by Bayleys on their premises. Join us for an update on the commercial industrial property market.

Thursday 18 October 5.00-7.00pm Where

Bayleys, 2 Harris Road East Tamaki

No charge Refreshments provided To register Ph 09 273 6274

S P R I N G 2 0 1 8 FOCUS ON FLEXIBL E WORKING

S I R WO O L F F

A 3,184 sqm

ISHER D

B 2,939 sqm C

Join NZ’s World Class Business Park

HIGH

B ROO

RIVE

LEASED

K DR

IVE

Artist impression subject to final design

Highbrook is a multi-award winning business estate in East Tamaki Auckland, next to SH1. Technically advanced with fibre optic cabling available to all customers and energy efficient and environmentally sustainable design principles incorporated in all buildings. Since 2004 Highbrook has gone from farmland to over 85 businesses and a working population of 5,000 people. Businesses such as OfficeMax, NZ Post, Schneider Electric, BNZ Partners, Viridian, Panasonic, DHL, Cottonsoft, Ford and Mainfreight have chosen Highbrook. Due to a heightened level of customer enquiry and shortage of space, Goodman is underway with a range of brand new build-to-lease facilities.

PARADE UNITS

126 KERWYN AVE

LEASED

B C D

LEASED

F G

Artist impression subject to final design

Available May 2019 High stud 5,847 sqm warehouse with 1,658 sqm breezeway (covered canopy). Alternatively can be combined to achieve a total of 7,505 sqm warehouse. Modern office.

70 Business Parade South, Units A–G Available November 2018 A multi-unit industrial facility on Business Parade South with seven warehouse units ranging in size from 551 – 858 sqm. Unit A and D are already leased.

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. 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.

FOCUS ON FLEXIBLE WORKING S P R I N G 2 0 1 8

highbrook.co.nz

For more information on these spaces for lease or a custom-designed facility for your business contact Goodman.

G 5,565 sqm

F 2,614 sqm

LEASED

GATEWAY WAREHOUSES 90 Highbrook Drive, Warehouses A –B and 42 Sir Woolf Fisher Drive, Warehouses F & G Available late 2018 Four separate warehouses remain available, ranging in size from 2,614 – 5,565 sqm. Completing the site at the entrance to the estate.

SHOWROOM WAREHOUSES

BUILDING 6

Unit 2 Unit 1

LEASED

Artist impression subject to final design

60 Highbrook Drive

80 Highbrook Drive

Available October 2018 A three level commercial building with space ranging from 300 – 2,400 sqm split to suit with building naming rights available. Join Kia who have recently leased space in Building 6.

Available Now High profile showrooms and warehouses on Highbrook Drive ranging from 828 – 1,730 sqm.

Robyn Barfoot

021 428 446

ASSET MANAGER

robyn.barfoot@goodman.com

Evan Sanders

021 826 462

PORTFOLIO DIRECTOR

evan.sanders@goodman.com

goodmanproperty.co.nz Bruno Warren

021 506 010

DEVELOPMENT MANAGER

bruno.warren@goodman.com

William Main

DEVELOPMENT DIRECTOR

021 583 887

william.main@goodman.com

S P R I N G 2 0 1 8 FOCUS ON FLEXIBL E WORKING

getba.org.nz

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