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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




Annual General Meeting 2014 GETBA held its AGM on Wednesday 24 September. The 2013-2014 Annual Report and Audited Financial Statements were presented and adopted, as were the 2014-2015 Business Plan and Budget and Indicative Budget for 2015-2016. Editor: Jane Tongatule E Advertising: Roanna McLeod E PO Box 58 260 Botany Auckland 2163 P 09 273 6274

Nominations for the Committee closed on 9 September and as there were only six nominations for seven positions, due to the resignation of Brenda Hill, the incumbents nominated were deemed re-elected and further nominations called from the floor for the vacancy. Phil Bond was duly elected. Meet your Committee members below.  For the AGM minutes and related documentation please go to: Re-elected Committee members

Chairperson Richard Poole

Secretary Henry Jansen

Treasurer Liz Groenewegen

MD, MiTek NZ Ltd

Partner, Wynyard Wood

Partner, RSM Prince

David Lindsay

Phil Clarke

Kim Luxton

Lindsay and Associates, representing Broady’s NZ Ltd

MD, A Touch of Italy Limited

Director/General Manager, Hydestor Manufacturing Ltd

Upcoming events 22 October 2014 Business Owners Forum: Family Businesses 29 October 2014 Breakfast: Geraint Martin, CEO, Counties Manukau District Health Board 11 November 2014 Management Bites: Leave and Public Holidays 26 November 2014 Breakfast 2 December 2014 Management Bites: Create your ‘People Plan’ for 2015



Meet your new Committee member Phil Bond Phil is the founding owner of Neil Park Motors Limited, a mechanical workshop specialising in cambelt replacement services. He has been operating in East Tamaki for 31 years. Phil has five experienced technicians and undertakes fleet work as well as servicing individual customers. He has been Chairman of a body corporate in East Tamaki for six years and has served on the Motor Trade Association.

FOCUS ON SKILLS AND EMPLOYMENT With 2,000 businesses employing almost 30,000 employees, East Tamaki is a significant employment hub. The precinct has experienced higher growth rates than the regional average and accessing skilled staff is both a priority, and challenge, for local businesses. You will see reflected in the following pages examples of businesses meeting this challenge by partnering with central/local government funded agencies, industry training organisations (ITOs), training providers and/or local schools to ‘grow their own’ skilled workforce. There are also challenges around an ageing workforce, increasing diversity in the workplace and particularly relevant for south east Auckland, the issue of youth unemployment. NZ needs 12 tradespeople for every 1 professional engineer graduating from university. (Competenz)

34% of firms are having difficulties getting skilled staff and 95% are having difficulty attracting unskilled labour. (Chamber of Commerce survey 14 August 2014)

This year, 9 schools in an Eastern cluster have placed over 500 students with employers for work experience under the Gateway programme.

Poor levels of literacy not only limit opportunities for personal advancement but are costing business.

Tertiary Education Commission research tells us that 1 in 4 adults in New Zealand do not have the reading, writing, maths and communication skills they need to be effective at work.

GETBA supports skills development and the pipeline to employment in the precinct. We will undertake a skills demand audit of the precinct in coming months. The audit will enable us to better understand the skills priorities of businesses in the area and any difficulties businesses face in accessing those skills. We also want to know how the education sector can improve the flow of workers with the right skills into businesses and how the tertiary

(EEO Trust)

(COMET Auckland)

(Cluster representative)

What is GETBA doing?

People are living and working longer than ever before and this trend is set to continue.

27,000 young people in Auckland are not in employment, education or training (NEET).

The lack of a drivers licence is one of the biggest barriers to youth employment. (The Southern Initiative)

Som e fa to p cts ond er

(EEO Trust)

education sector can best meet the training needs of businesses and the existing workforce. We will then work with education providers to ensure the provision they offer is meeting the needs of businesses now and in the future. We are launching a pilot Leadership Programme which will focus on building the leadership capability of talented managers and team leaders in small-medium-sized businesses in the East Tamaki business precinct. The ten month programme will start in early 2015. See page 8 for more details.

Every day, nearly 30,000 people head to work in the food manufacturing industry which contributes over $22 billion to New Zealand’s exports. (Competenz)

(Skills Highway)

The face of the workforce in New Zealand is changing and increasingly we are becoming reliant on finding employees from a talent pool predominantly made up of migrants, aged workers and those transitioning into the workforce for the first time. (EEO Trust)

We are keen to support getting young people into work and educational training, and will continue to promote initiatives such as Youth Connections and CadetMax. See pages 12-13. GETBA General Manager Jane Tongatule is on a steering group collaborating on the development of a Youth Employability Passport. See page 10.  If you as an employer, are interested in having input as to desired employability skills, please contact Jane on 09 273 6274. S P R I N G 2 0 1 4 FOCUS ON SKILLS & EMPLOYMENT




TO MEET GROWING DEMAND The Building and Construction Industry Training Organisation (BCITO) is experiencing unprecedented growth in new apprenticeships, but the construction industry still remains woefully short on skilled tradespeople. With 9000 apprentices in training and an average of 106 new sign-ups per week in 2014, BCITO Chief Executive Ruma Karaitiana says it’s still not enough to meet growing demand. “All of the construction trades across the board, from carpentry to painting and brick and block laying, are under huge amounts of pressure; and all the data says this pressure will continue into the 2020s,” he says. “We’ve come out of a recessionary period where we weren’t building enough houses to maintain normal demand, particularly in Auckland. Then unfortunately we had the Christchurch earthquakes leading to large rebuild projects, which have only compounded the pressure. The result is an extremely high demand environment and we simply don’t have the number of skilled tradespeople to meet that demand.” Mr Karaitiana says the industry needs to spend more time and resource planning for its future skills and labour needs and individual businesses need to stay in tune with the rest of the industry. “This demand is going to go on for some time, so there needs to be a much more structured approach. Construction businesses need to be thinking about what their business demands are next year and then considering what they should be doing now to meet those demands.”



While thinking and planning is naturally largely based on individual order books, Ruma believes businesses also need to step back and look at the whole industry, which is showing growth trends further into the future. “One of the very real challenges we have is around the population. The construction industry wants the same people for its future that the engineering, farming and technology sectors want for their industries. Planning for the construction industry therefore means we need to understand what people might be available in the marketplace, and whether we should be more pre-emptive with our training and hiring decisions.”

As a result of industry growth, the BCITO recently signed up its 9000th apprentice – Deniro Larsen-Marsters of Auckland, a graduate of Te Puni Kokiri’s Maori Cadetship Programme. Active since mid2013 and in partnership with the BCITO, the programme supports unqualified Maori tradespeople into the industry, helping to alleviate demand for skilled workers.  Looking for Work form at: or check out

LAYING THE FOUNDATIONS FOR SUCCESS With unprecedented levels of building and construction activity generating an abundance of new opportunities for businesses around New Zealand, it’s important for businesses to ensure they keep up with demand. With over 20 years’ experience working in the building and construction industry, Quentin Stevenson, Director of concrete slab and foundations company, Slab Specialists, is a firm believer in the importance of training in order to keep up with demand as well as keeping on top of the game.

apprentice as a labourer, but we try to train well and get into our guys’ heads that they are training to be professional builders, so that’s the kind of attitude they have to have. Pizza turns up at 6 o’clock so they know if they want to eat, they’ve got to be here every Monday night at six on time.”

Employing 60 staff, Slab Specialists has offices in Auckland and Christchurch, two of the fastest growing cities currently seeing a boom in building and construction. Looking to further expand the business and cater for the ever-increasing demand for specialist foundations, Quentin currently has 15 apprentices going through on-site training to become fully fledged carpenters and concrete specialists with the BCITO, the largest provider of trade apprenticeships in New Zealand.

After the usual three month trial period, workers get the opportunity to undertake an apprenticeship with BCITO. The combination of Quentin’s rigorous training programme with visits and assessments made onsite by a BCITO Training Advisor has created a loyal and highly skilled team within Slab Specialists.

Quentin has created a proven system of learning, combining on-site hands-on development with classroom sessions to give his staff the extra edge. “Every Monday night we pull all our apprentices into the office for a training session, over and above their work day,” said Quentin. “It’s very easy to use an

“They’re getting paid while being trained on the job doing a BCITO course. At the end of it they come out with a recognised qualification which means they can earn some decent money. Our apprentices have a dedicated person on staff who helps them get through their BCITO course over and above the support they get from BCITO,” said Quentin. “This helps create a good environment of professionalism and it helps them to know that they’re actually achieving something.” Not only has taking on apprentices satisfied

Quentin’s labour requirements, it also has had wider ranging benefits for the company and Quentin’s own personal development. “It makes you really think yourself. Because you’re having to train the apprentices, it keeps me on my toes and on top of the latest developments. Some of our more senior guys have huge amounts of experience but they were trained before computers. What I say to our guys is if you work nine to five and do no extra training after hours, you’ll stagnate. You just won’t go anywhere. The guys who make the All Blacks aren’t just talented. They work hard to get there and then work even harder to stay there. They put a lot of effort into constant training, keeping their game sharp. Business is no different. If you’re a professional person you get paid for your labour. As a professional builder, you need to do the same.”  If you’re a construction employer needing to add to your team to meet demand,

contact BCITO on

0800 422 486

They may even be able to find your new apprentice for you through their job matching service. S P R I N G 2 0 1 4 FOCUS ON SKILLS & EMPLOYMENT


The Skills Organisation

is a multi-industry industry training organisation (ITO) that works with industry to develop and support national qualifications, promote the skill needs in the education and training sector and broker the delivery of high quality industry training services, including apprenticeships, to companies. Every year Skills works with more than 3,300 employers and 19,300 trainees. Across New Zealand around 145,000 people in approximately 30,000 workplaces are involved with industry training. Sectors covered by Skills include security, ambulance, real estate, public sector and local government, contact centres, financial services and a wide range of specialist trades including electrotechnology.  Visit for more information.

INDUSTRY QUALIFICATIONS A VALUABLE INVESTMENT FOR REALTY COMPANY Allen Realty believe Industry Training Organisations (ITOs) such as The Skills Organisation are “absolutely essential” because they provide ongoing opportunities for further education and practical on-the-job learning. Allen Realty are award-winning property management specialists with three offices located across Auckland city. Changes introduced in the Real Estate Agents Act (2008) have meant the deregulation of residential letting/leasing services, therefore lowering barriers to entry for the industry and allowing many new property management companies to be established. This has led to the property management industry becoming increasingly competitive, dramatically changing the nature of the market and introducing far greater challenges than faced pre-2008. Due to the increasing level of industry rivalry, Allen Realty are determined to stay ahead of the curve by “continuously improving and continuously being innovative”. “We’re known in the industry as being innovative in property management,” says Cathy Allen, Director. This desire to stay at the top of the industry led Allen Realty to enrol their property management staff in the Certificate in Residential Property Management (Level 4) through The Skills Organisation. According to Katherine Hall, Head of Products, Marketing and Communications for The Skills Organisation, Allen Realty are actionleaders as the property management qualifications are only two years old. “Cathy 6


recognised the need for the qualification and is really very supportive of ensuring her people are qualified to this standard”. Over an intensive three month period leading up to August this year, 11 Allen Realty staff completed this qualification, with the remaining three either now working on it or about to begin. Cathy has noticed many of her staff have become considerably more confident since completing the qualification, which in turn has had a positive influence on the company. “They loved it, it’s really boosted their confidence, and I think it’s been great for the culture of the company.” “People grow, you see people who had

limited opportunity start believing more in themselves, and they grow and blossom as a person becoming a very valuable team member. I think The Skills Organisation could be that inspiring thing that gets people going, gives them opportunity, and rewards them with a qualification,” Cathy says. Having a relationship with an ITO also provides peace of mind for our clients, Cathy says. “It shows the company has a commitment to ‘best practice’ and the industry. From a client’s point of view it confirms a commitment that we want to be improving all the time, to keep up with the latest regulations and changes, and so give them the best possible service, which is always what we’re aiming for.” “I think people know that we really are specialists and we know property management. Working with The Skills Organisation is a valuable-add-on which helps set us apart from others less qualified. We want to be the best so we can’t sit on our laurels.”

Allen Realty Property Management Manukau staff

Apprenticeships a win-win for French Electrical

French Electrical are doing their bit to address the skills shortage and unemployment within the community, so far training around 40 apprentices to become qualified tradesmen. French Electrical have been providing professional electrical services to domestic, commercial and industrial properties in the East Auckland area for over 40 years. From humble beginnings at the dining room table in their home on Gracechurch Drive, French Electrical owners Richard and Kath French have seen their business grow steadily alongside the creation of the East Tamaki and Botany commercial areas, eventually moving up to a garage, a Portacom, and finally permanent premises on Sir William Avenue. Yet, despite their growth and success, they have remained modest and unassuming. “It’s hard talking about yourself isn’t it? I’m not really that sort of person,” says Richard. Born and bred here in East Tamaki, having watched the area develop with great intrigue, Richard knows the importance of maintaining community relationships and reflecting these values in his business ethos.

“When I first started, where Botany Town Centre is now, was all farmland, and we serviced basically every farm in East Tamaki. I was brought up there, they all knew each other so it was like a big family in those days. It was very good.” French Electrical have carried this family and community mentality throughout the years. They have worked with The Skills Organisation since its inception in 2012, and prior to that when it was still the ETITO (Electrotechnology Industry Training Organisation, created in 1992), so far training around 40 apprentices to become fully qualified tradesmen. While it was the ETITO that initially approached French Electrical back then to promote apprenticeship training, Richard and Kath needed no convincing that this was a great cause. “There’s a shortage of tradesmen,” says Richard. “Especially of specialised tradesmen unless we get on and do something about it. I think we’re doing our part”. As well as addressing the trades skills shortage and unemployment within

the community, working with The Skills Organisation has had a positive effect on both the company and the trainee apprentices, cementing the strong community and family values with the continuing success of the company. “We get to bring the boys up the way we want, sort of mould and train them our way. It’s a family business and we try keep it like that. I think the boys appreciate that. Most of the ones that have left, have done really well, so we must be doing something right!” “They mature once they get here. They come in as school kids, shy boys, and they branch out. We see the change in them; see them grow up. We’ve been to a few weddings.” Richard and Kath believe that industry training organisations like The Skills Organisation are an important resource in today’s economy and think more businesses should take a chance on youths who are willing to learn. As Richard says, “It’s very, very important.” “A lot of companies don’t because they think it’s a hassle. It can be a big commitment but I like to think when they become tradesmen they stay with us for a while. You don’t give them all a job, you can’t. We’d like to have more”. S P R I N G 2 0 1 4 FOCUS ON SKILLS & EMPLOYMENT


NEW PROGRAMME TARGETS FUTURE LEADERS Let’s build the leadership capability of talented managers and team leaders in the East Tamaki business precinct! GETBA has collaborated with the Capability Group and The Skills Organisation to develop a programme that is targeted at privately owned small to medium-sized businesses, that have talented managers or potential managers that they would like to see develop further. The ten-month programme has a practical workplace focus and will start in early 2015.

Seeking better business results? Sharpen your influence.



The key to successful leadership is influence, not authority. Which leader wouldn’t want a more astute level of influence – especially when improved business outcomes result? The Everyday Leadership Programme delivers a set of skills with which business leaders can sharpen their influence and stack the odds of success in their favour. These new skills can be applied immediately in the workplace, ensuring progress occurs from day one. The Everyday Leadership Programme is specifically tailored for managers and team leaders in privately owned small to medium-sized businesses.

During the programme participants will: • Define their role as a leader and the difference they can make in the business • Build effective B2B working relationships with people leaders from across the greater East Tamaki business area • Learn to motivate, delegate and coach to drive improved performance • Take a balanced, objective problem-solving approach to difficult situations • Influence others to gain support for ideas and solutions • Plan for your continuing development as a leader This action-orientated and practical programme consists of five modules over a 10-month period. Each module consists of a three hour workshop, preceded by two weeks preparatory work, and followed by six weeks implementing key learnings in their workplace. Participants may choose to be assessed for credits towards the National Diploma in Business (Level 5). At $1,500 plus GST this programme is affordable and excellent value, costing just $300 plus GST per module.  For more information or to register your interest please contact Jane Tongatule on 09 273 6274.






prepare / explore / apply 10 MONTHS


BRINGING OUR OBJECTIVES TO LIFE: YOUTH EMPLOYABILITY The proposed passport model will have two development components:

1 Design of the passport product

(portfolio): The passport will likely be structured as a ‘smart’ compilation of documents, providing a detailed and reliable source of information about young people’s abilities and marketable skills.

2 Design of the passport ‘process’

components: This will provide the structure and formalisation of the employability skill assessment processes and skill development activities.

There are around 27,000 young people in Auckland who are not currently in education, employment or training (NEETS), and over half of those young people are from Maori and Pasifika backgrounds. COMET Auckland, a council controlled organisation and charitable trust which supports education and skills across Auckland, has been working to address this through a focus on employability skills for young people. In 2013, COMET Auckland collaborated with the Auckland Chamber of Commerce to run a series of focus groups with young people and employers to explore issues around youth employability.

Outcomes of the research From the focus groups, COMET Auckland and the Chamber of Commerce co-created a report and a video, which formed the basis for a Youth Employability Forum. 100 business and education leaders attended and the forum, which resulted in an action plan including development of a youth employability framework to clarify the specific skills employers are looking for; and a passport to enable young people to build and record their skills across multiple settings. 10


Youth Employability Passport Project COMET Auckland is now working with a range of stakeholders including Ministry of Education, Ako Aotearoa, Business NZ, The Auckland Chamber of Commerce, Cognition NZ and CDANZ, to shape a Youth Employability Passport Project. The youth employability passport project will sit under the overall banner of the Mayor’s Traction Plan for Youth which was launched as part of the ongoing Youth Connections programme. The Traction Plan aims to address youth employment with a game-changing approach bringing together business, local and central government, young people and other stakeholders.

Business NZ will lead the initial phase of the project to scope, develop and trial a framework of employability skills. COMET Auckland will be organising consultation in Tamaki Makaurau and seeking endorsement from a wide range of employers and other key stakeholders. We hope to finish this stage of the project by the end of the 2014. Supporting young people into work and educational training is a core work stream of our strategic plan, and it is encouraging to see a high level of engagement and action in this area from local bodies and Ministries alike.  Visit

The initiative links to national policy and programmes, such as Youth Guarantee and the MSD Youth Services NEET policy and delivery.

NEXT STEPS Youth Employability has now been added to the Auckland Skills Alignment Sector Group’s key action points for 2014/2015. COMET Auckland continues to prioritise youth employability and increasing the education and skills of young people in their strategic planning. They are open to innovative areas in which to collaborate with organisations, business and providers to enhance capability, provision and take-up.

YOUTHS UPSKILL WITH METAL SKILLS TRADES AT SCHOOL: A PIPELINE TO EMPLOYMENT “To expect something different, we have to do something different.” (C-Me Mentoring Foundation, 2008) Four years ago, Metal Skills in East Tamaki started doing just that. Metal Skills is a production sheet metal company, that pride themselves on being a one-stop-shop from initial design through to the powder-coated finished product. Faced with the challenges of an increasing industry skills gap and the rising cost of staff, Metal Skills were offered a solution in the form of a door-knocking John Kotoisuva, Founder and Chief Executive of the C-Me Mentoring Foundation. John’s proposal was simple. Sign up to the C-Me Foundation’s Trades at School programme. Trades at School offers companies a chance to temporarily hire senior secondary school students and put them to work, free of charge. In return for providing labour over their school holidays, the students gain valuable insights into the real working world while learning a strong work ethic, placing them firmly on the path to becoming successful tradesmen. In addition to gaining workplace experience, the students also receive additional tutoring for difficult subjects, and attend Manukau Institute of Technology (MIT) every Thursday where they learn practical industry skills and undertake site visits. The C-Me Mentoring Foundation created the Trades at School programme with the purpose of empowering youth; taking school leavers with little ambition or direction, and designing new futures for them by working outside the square. The aim is to create a higher calibre of school leaver by introducing practical industry training and skills during the education period, allowing for a seamless transition into the real-world workforce. Metal Skills jumped at the opportunity to take youth on in exchange for free labour, but they soon learned there was much more to the programme. “Essentially that’s what it was at the start. But then when you get down to it, it’s actually a good scheme,” says Phil Ward, General Manager.

Minister of Education Hon Hekia Parata on a recent visit to Metal Skills to observe the programme in action.

“We support them because it’s a fantastic idea. From 16, they want to be tradesmen or go down that path. For us that’s good, they arrive here and they’ve got those basic skills that we don’t have to worry about.” With tangible successes already beginning to show, Trades at School has opened a new recruitment path for Metal Skills. “Whenever we need someone I just ring up Trades at School and say, “I’ve got an opening for a young fella, who have you got?.” I’ve got three now. One’s on his way to becoming a tradesman. He’s got his apprenticeship, the other two will be there in the next couple of years. For us it’s been a great feeder for employment.” One success story is that of Joe, a Trades at School student who is the first to undertake an apprenticeship with Metal Skills. “He did his time in our drilling area, which is a

horrible job, without moaning. He’s learned to run all three of our lasers; did all of that no problem and now he’s our first apprentice in the 15 years I’ve been here,” says Phil. Metal Skills will continue to work with Trades at School, most likely increasing their intake of students and apprentices as time goes on. They have found the programme not only beneficial for the students involved, but also for the company. “They’ve got a good work ethic normally and they’ve got a decent skill base now. For me it’s a win-win.” Phil encourages other companies to support Trades at School. It’s a minimal investment for the positive effect you can have on the future of young people in the workforce, as well as your company.  Contact C-Me Foundation about Trades at School on 09 270 4071 or S P R I N G 2 0 1 4 FOCUS ON SKILLS & EMPLOYMENT


Quest for a brighter future The Youth Connections programme, initiated by Auckland Mayor Len Brown and supported by prominent organisations such as the Tindall Foundation, has the vision of all young people either working and earning or learning and training. Quest Serviced Apartments in Highbrook have certainly been doing their part to ensure the future of this younger generation. Quest provides short and longterm accommodation options, focusing particularly on the business customer. This has recently led to a Quest branch opening in the newly established Highbrook Business Park, East Tamaki. Since their doors opened in September 2013, Quest has employed seven young people through Youth Connections for entry-level roles on their housekeeping staff. Brendan Kelly, Managing Director of Quest Highbrook, first found out about this inspiring initiative through attending a GETBA breakfast where Sir Stephen Tindall was the guest speaker.“ Just from that

introduction I thought it was a great idea. Particularly for our entrant jobs. I thought we should give this group of people an opportunity to get into work.”

It’s a big jump from going to school or being unemployed. All of them have much greater confidence now. They’re all quite outstanding”.

Brendan had two main motivations for joining the Youth Connections scheme: the feel-good factor and ease of recruitment. “The first is the esoteric one. You want to help get first time people into a job so that they can use it as a platform for the future. It also speeds up the recruitment process. When we advertise we get hundreds of applicants, screening them takes a lot of time. The kids that come through Youth Connections are pre-screened, so it’s much less hassle.”

Brendan has seen the changes that Youth Connections makes in the lives of the young people and the companies they work for. He thinks it is vital for New Zealand’s workforce that more companies support this initiative. “Too often employers are saying ‘No, I want experience’… I personally think that more businesses should step up to the plate and that we actually have an obligation to get new people into the workforce.”

Youth Connections also provides their employees with mentors to help them navigate the new world of work, which is an asset to any business. Brendan has noticed a significant change in the attitudes and abilities of his new employees. “When they arrive they’re really timid and don’t know what to expect.

+ + + + + + + +

“In a way it’s the easy option to seek people with experience. To develop and train people is always much harder. You have to have a commitment to do that, but if companies don’t do it then you’re not going to grow people and you’re not going to grow our economy.”  Visit

Business and Commercial Property Litigation, Mediation & Intellectual Property Trusts and Asset Management Family and Matrimonial Employment Immigration Wills and Estates

Wynyard Wood Highbrook Business Park P 09 969 0126 E HIGHBROOK | AUCKLAND | WARKWORTH




GIVE YOUTH A CHANCE SEW Eurodrive (NZ) Ltd is one of many successful Auckland businesses that have embraced the opportunities to employ and train talented young people in their company. Part of a global business employing around 14,000 people, SEW Eurodrive NZ feel a great responsibility for the role they play as an employer within their East Tamaki community. This commitment is paying off in real business terms thanks to their involvement with the Auckland Chamber of Commerce and the CadetMax youth employment programme.

says John “The team at CadetMax don’t just send us people and then forget about them, CadetMax sticks with us.” The Auckland Chamber of Commerce’s Chief Executive Michael Barnett stresses that youth unemployment is high and yet young people are keen to work. Creating pathways into ongoing productive employment should be seen as an opportunity for all Auckland businesses.

“We saw the issue of youth unemployment as a growing problem for our Members back in 2008 so we worked with the Ministry of Social Development and their agency Work & Income and established CadetMax. Our aim was to connect motivated young people with work experience or worthwhile employment opportunities and seven years later we have more than six hundred young people out working as productive members of our city’s economy, which means stability and better prospects for their whole family.” The success of the CadetMax programme has meant that similar programmes are now being trialled by the Chamber of Commerce. For example Career Start in Glen Innes where the youth employment initiative is being integrated with existing Tamaki Redevelopment Company initiatives.  CadetMax is a youth employment programme for 18-24 year olds. For more information contact 0800 709 907 or

Since connecting with CadetMax and the Chamber of Commerce, SEW Eurodrive has employed seven Cadets with the first joining the team more than five years ago. “Because of the way CadetMax is set up, there is minimal risk for us as the employer. We can get them in for work experience, get to know them and see how they fit in before we commit to anything more,” says Dave Chand, SEW Eurodrive’s Factory Manager. “The CadetMax programme has meant we can take on untested and inexperienced young people and offer them a chance,” adds John Hainsworth Company Director for SEW Eurodrive. Dave Chand acknowledges that another benefit behind the CadetMax programme has been the Chamber of Commerce mentors who work with the Cadets for their first twelve months. “The mentors make sure the Cadets keep up with the little things that are really important with helping them settle in to our workplace. The mentors reinforce things like having the right attitude, being on time and reliable, and helping them manage their money. Then I get a call from the team at CadetMax every month checking in on how things are going.” “The Chamber is like our silent HR department, always there working for us, but even better, they don’t cost us anything!” S P R I N G 2 0 1 4 FOCUS ON SKILLS & EMPLOYMENT




Photographs by Grant Southam,







MIT Engages with Industry Shadow IT Manukau Institute of Technology’s Faculty of Business and IT gets creative about addressing the IT skills shortage and highlighting career prospects for local school students at the same time. In August the Faculty’s Industry Engagement Manager, Edwina Mistry, arranged for 20 technology companies to host 46 Year 10 and 11 female students for the day. The inaugural one-day ‘Shadow IT’ programme enabled the students to see how interesting and diverse IT career options are by shadowing IT professionals in the workplace. “The biggest barrier for women to take up careers in IT is they think it’s only for technical people, programmers or geeks,” said Edwina.“ That’s a part of the industry but there are many other career options too.” The response has been beyond expectations said the New Zealand Technology Industry

New Zealand Technology Industry Association (NZTech) CEO, Candace Kinser



Association (NZTech) CEO Candace Kinser, who hosted two students for the day. “Women are under-represented in IT and it’s important to showcase the exciting prospects in the industry while these young women are making their career choices.” Information technology is the fastest growing industry in New Zealand but there’s a significant shortfall of school leavers choosing to take up careers in the sector says Candace. “It’s all about building the conveyer belt of interest in the sector by young people, educating them and then making it easy for companies to get them on board.” Edwina is organising a more comprehensive three-day Experience IT programme.

Vocational Pathways project MIT is also working on a Vocational Pathways project that links in to the Southern Initiative. Vocational Pathways is a Ministry of Education initiative launched in April 2013 as part of the Government’s Youth Guarantees scheme to better align and prepare school students for further study, training or work. The MIT project is built around tertiary vocational credits counting towards L2 NCEA, giving school students a vocational education alternative to the standard curriculum, which would enhance their employability. MIT is already teaching tertiary courses (generally L2 &3) into secondary schools.

Do you have a business project waiting for the resources to carry it out? If your answer is YES, then MIT’s Faculty of Business and IT can help you. Certain degree courses require final year students to undertake a workplace research project and complete work experience, as an intern. In 2015, the Faculty will be looking for about 80 projects for applied management students and 20 for IT students. The IT students have to put in 450 hours of work, so it is a significant resource. You, among thousands of others may well be using the Freeview TV Guide app developed by two 22 year old MIT students Ashwin Narayan and Shamal Chand. Their app helps both Apple and Android phone users keep up to date with their favourite shows on Freeview channels all around the country. Freeview technology manager Tim Diprose said that “Apps that use live data such as TV Listings can be quite complicated. For Shamal and Ashwin to have met the challenge and demonstrated such technical and commercial savvy is seriously impressive.”  The Faculty’s Industry Engagement Manager Edwina Mistry is keen to hear from businesses who would like to be contacted in 2015. Email her on or phone 09 975 4641.

BONDING OVER WORKPLACE LITERACY PROGRAMME Textile Bonding in East Tamaki leapt at the opportunity to introduce the Workplace Communications Programme to their staff. Manukau Institute of Technology (MIT) offers a “fee-free” customised Workplace Communication Programme, as part of a government funding initiative targeting Language, Literacy, and Numeracy in New Zealand workplaces. OECD Research has found that raising a country’s adult literacy and numeracy by just 1% leads to a relative rise in productivity of 2.5% and 1.5% increase in GDP. In 2006 the Adult Literacy and Life Skills survey showed 43% of adults aged 16-65 (1.1 million New Zealanders) have literacy skills below the level expected in society. Over 80% of these people were in the workforce at the time. Textile Bonding are a specialist wholesale textile coating and laminating company who have been in operation for over 30 years. With exports making up approximately 90% of their business, they take exceptional pride in the quality of the product they provide. Directors of the company were already looking for ways to improve communication internally when they received an email promoting MIT’s Workplace Communication Programme. “Overall we just wanted to improve communication skills, the comprehension of material, health and safety posters and emergency procedures, training materials, how they operate their machines,” explains Jacqui Tuck, Owner/ Manager of Textile Bonding. A total of 16 staff signed up voluntarily for the course. They were then assessed by MIT staff and split into three groups according to their skill and comprehension levels. Each of the groups now works with the MIT staff for two hours every Wednesday, with the course running for 20 weeks. Currently two-thirds of the way through the course, Jacqui has already noticed significant improvements in the communication skills of the individuals and teams involved, as well as a

general enhancement of the workplace environment. “To have better team work, increased productivity, increased efficiency, because they’re more aware of what they’re doing… all of that makes it a better place to work. We’ve noticed that the attitude on the factory floor is a lot happier,” Jacqui says. Jacqui considers the MIT Workplace Communication Programme a vital initiative for the government to continue to fund and encourages other companies to give it a go. While the programme means staff take time out of work to participate, Jacqui says the cost to the company is paid back through increasing productivity and efficiency. “You’re able to see people communicating better, interacting better, coming up with ideas and contributing. Previously they wouldn’t have done that.” “All you need to commit to is the time for your staff to do it, and a location for them to do it. The rest of it, all the materials, the tutor’s time, that’s all covered by MIT and government funding” says Jacqui.  Interested in discussing a programme for your company? Contact David Stephenson at MIT on 09 968 8628.

The skills gaps your employees have will be felt across your business, affecting day-to-day operations. It’s like driving a car with the handbrake on. Your employees are often very clever at covering up their shortfalls. If they seem to be getting on with the job, you are less likely to notice skills gaps.  For more information on how low employee literacy skills cost your business, and the signs to look for, go to:





and low cost housing units through to large multi-storeyed hotel and apartment complexes. They export to 57 countries and 98% of the business is export. “Our vision for the future is to bring about a step change in the construction industry to reduce build time, waste and costs to bring construction more in line with other manufacturing processes. We are working closely with Auckland University to develop a range of new applications and construction technologies that will change the markets locally and international especially in the light commercial and earthquake strengthening segments.” The company has been named one of New Zealand’s Top 10 Emerging and Fast Growth Technology companies and was recently awarded a three year Callaghan Innovation Growth Grant for the continual research and development of new and innovative construction systems on a global stage.

August Business Owners Forum attendees were treated to inspirational stories of innovation.

Franceska Banga, Chief

Executive of the NZ Venture Investment Fund (NZVIF), established by the government in 2002 to help build a vibrant venture capital market in New Zealand, encouraged attendees to think about how they could apply technology and new ideas to their business. She cited examples including a company making wound dressings from sheep stomach linings! They are successfully exporting them for use in the United States health system. 175 companies have received NZVIF investment. Franceska pointed out that innovation is only part of the success mix. “Common threads underlying all successful companies we work with include clarity of vision, gritty determination, leadership and flawless execution.”

Dan Alpe, Co-founder of JUCY

Group Ltd, outlined how they developed the recognisable brand that stands out in a crowded market, and how they diversified into hotels and cruise boats and took the business global with sales offices in the UK and Europe. They have Easy Jet to thank to some degree for objecting to the use of the initial name Easy Rentals which prompted the 18


rebrand to JUCY with the help of marketing and design company Radiation. But they were always keen to challenge the status quo and approach things differently. “Other players have caught on to the importance of brand and have tried to copy it, but a brand is much more than the look and feel. It’s about culture and values and the people we employ and the language we speak. We invest in our people and through them aim to provide an awesome customer experience. The average age of our employees is mid-twenties so we embraced social media early and have a full time social media resource dedicated to facebook and twitter.”

Bruce Coubray,

Director of Howick Ltd, a third generation family engineering company, that has a long history of designing and building innovative production machinery for both local and international markets, told the story of how he and his father went to buy a lathe and bought the business. Bruce and his sons, who are now shareholders, have diversified into designing and manufacturing steel framing and composite systems which have been used across the construction industry to build everything from small garages

The Grant provides 20 per cent public cofunding for qualifying firms’ eligible R&D expenditure, capped at $5m per annum, requires firms to have at least $300,000 in eligible R&D spend in each of the last two years, have spent at least 1.5 per cent of revenue on R&D over the last two years, meet financial and due diligence requirements sufficient to justify three years of funding, and provide a sufficiently detailed R&D plan, including an estimate of R&D expenditures over the next three years. Bruce pointed out that it was quite an effort to get the grant. They employed an external consultant who spent two months with the company to assess and document the level of research and development being undertaken.


Family Businesses When: 4-6pm, Wed 22 October Where: BNZ Partners Business Centre, Level 1, Ford Building, 86 Highbrook Drive Refreshments: Beer, wine, pizza and sushi Register by phoning GETBA on 09 273 6274 or email

Affordable Health and Safety management for small businesses championed by GETBA New legislation with tighter responsibilities and increased penalties has raised the profile of health and safety in the business community. The ability for businesses to bury their head in the sand and ignore health and safety as ‘too hard’ has radically reduced, including the small and micro business’s that may have previously flown under the radar. While the new Act and associated guidelines and regulations are the government’s best attempt at changing the rules and the communication and policing methods, things do not get softer for management. The good news is it is still possible for your business to master health and safety and for businesses impeded by the cost, GETBA have championed an easy start method that gets small business started for under $1000. Becoming ‘expert’ in health and safety is not hard and was never intended to be. Actual health and safety management is nothing more than some simple systems and processes. There is no reason that your business cannot be as confident at health and safety as you are at selling steaks, making window architecture, installing ducting or whatever it is you do. The cringe factor for most business owners is that health and safety looks so confusing and complicated. It looks hard, so it must be hard. Historically, hiring experts proved costly and ineffective. The consultant waves his arms around about regulations responsibilities and penalties, deposits a shiny ring binder on the shelf and disappears over the horizon with your cheque in his back pocket. Many businesses failed to move on from the dusty (and expensive) health and safety ring binder full of flag saluting statements and confusing pages, so health and safety remained too hard, or management’s problem.

The good news is embedding health and safety into your management and turning health and safety into a strength is simpler than you would imagine. Maintenance Transformations Ltd has worked with companies throughout New Zealand showing them how to make their health and safety systems simple, picking up the 2006 ACC Health and Safety Award along the way. Maintenance Transformations training shows attendees how to stand back from the health and safety ring binder and break the components into the events and procedures needed to imbed into your daily management as well as bringing your staff on board so that they understand what’s in it for them (as opposed to “because someone else says we have to do it this way”). Make the components transparent to everybody in the operation and hey presto, you have a simple health and safety system with the right staff culture to keep it working long term. Challenged by GETBA to provide a working health and safety system and

the confidence to work without breaking the bank, Maintenance Transformations have released a version of their HasTrak package that does just that.

For $980+GST, businesses with 1-20 employees will receive a manual with a simplistic layout and variants to suit business segments (such as office only) available. The manual is supplied in pdf format, individually customised to each customer. As well as this companies will receive: • A one-hour on-site gap analysis. • A one-hour initial walk through hazard audit and report • A ½ day grouped introductory training on running their health and safety systems.

 Contact Craig Carlyle of Maintenance Transformations Ltd on 09 292 2919 or

While the package will allow even the most reluctant business to get started, additional add-ons enable customers to also tap into assessments, inspections, JSA development and even remote monthly management hazard to maintain their compliance and system integrity. S P R I N G 2 0 1 4 FOCUS ON SKILLS & EMPLOYMENT


Kaizen produces results Challenging times in the manufacturing industry led Solo Plastics to Kaizen to help them remain profitable and productive.

“With Kaizen we are in control of the business. I can walk down and look at our boards and see that a job was going to be finished on a particular date. In the past a huge amount of time was spent wheel-spinning; the guys in the office spent half their time ringing up the production manager asking when work would be finished and he spent his time running after guys to find out – it was a serious time waster,” says Bruce McCormick, Director at Solo Plastics. Solo Plastics Limited is a privately owned company based in Avondale specialising in the manufacture of ABS, PVC, PP, PE and fibreglass reinforced pipe fittings. The company has been operating in New Zealand since 1980, supplying and installing a wide range of irrigation, plumbing and industrial tanks, vessels and pipe line systems to the New Zealand and South Pacific region. The company supplies major construction companies like Fletcher, Hawkins and Downer in New Zealand, Australia and the South Pacific.

Industry changes and new challenges Over the last 25 years there have been enormous changes to the manufacturing industry in New Zealand. Many businesses have been forced to close because of declining profits. Bruce McCormick, says his well-established business faced falling margins due to increasing waste (inefficiencies) over the last few years. As the market became increasingly competitive and customers’ 20


expectations grew, he knew things had to change. “At the start of 2013 I brought Stuart Simpson on board as Quality Manager with a focus on Lean practices,” says Bruce. “We began looking for outside consultants that could help us to transform the company. The Kaizen Institute New Zealand was recommended and we immediately liked Peet; it’s very important to have a rapport with any consultants you work with. The guys at Kaizen were fantastic because they worked well with Stuart and I as well as the guys on the floor.” One area that Solo Plastics were keen to address once Kaizen came on board related to customers’ expectations. As competition increased over the years and Solo Plastics found itself operating in a world market – as opposed to being isolated as New Zealand had been – customers became increasingly demanding in terms of job completion. Pipes were expected in two days rather than two weeks as had been the case. Solo Plastics needed to standardise its systems and eliminate waste in order to become more efficient and responsive to customers’ demands; Kaizen offered an approach to make this a reality.

The beginning of the Kaizen journey An initial workshop during 2013 identified the major areas in need of improvement with staff members at all levels taking ownership of improving their workplace. Subsequent Kaizen training workshops were planned to accommodate their workload and to minimise the impact on a busy manufacturing environment. As part of a 5S-campaign (workplace organisation), they reorganised the plant layout to create smoother operational flow of products, materials and information. Visual management concepts were also implemented to improve communication and understanding.

Benefits By implementing Kaizen concepts the wasted time that had previously been spent looking for tools – and replacing them when they were lost or damaged – was eliminated. With Kaizen, Solo began to see greater discipline and a change of behaviour and a culture improvement. Productivity and staff morale has increased as staff are able to take ownership of their specific work areas. The flow of material between departments is much less of an ordeal by improving the visual tracking of materials. According to Bruce the use of planning boards had a major impact by providing a better overview for the teams of

what is required, and has improved interdepartmental communication. “Every morning at 8pm we have a production meeting,” Bruce says, “where we go through what has to be done that day.” It saves a lot of time when dealing with customers and greatly improves both the staff’s ability to manage work and customers’ expectations. Visual management further assists Bruce and his management team to keep the finger on the production pulse. Solo Plastics has also experienced improvement to the efficiency and productivity of the operation. The waste of constant searching for production information and materials was lessened. In addition, it reduced the number of defective products created due to incorrect specifications. The culmination of this is a happier and better engaged workforce and this is what the core of Kaizen Lean is – the people.

Tangible results There’s also been an improvement to the profitability in five of the last six months. “We’re already starting to see tangible results,” he says, “and we’ve only been on this journey for a short time.” They’re also future-proofing their business through the journey of change. “A lot of our competitors have had to go out of business,” he says. “We want to change with the times so we can stay competitive and buck the trend in manufacturing.”

Kaizen Institute New Zealand is offering all GETBA members


off their public training courses The Kaizen Lean Essentials course is usually a good starting point for business owners and team leaders to implement (or reignite) Lean.  Visit or contact Danie Vermeulen on 0274 366 664 or

The Machine Shop team at Solo Plastics made impressive improvements.

Worldwide Insurance and Risk Management expertise in your back yard! Experience the difference and contact the East Tamaki team for all your business, domestic and life insurance requirements.

CommerCial Brokers: Brian Martel, Bronwyn Muir, James McCarthy and Rajen Govender Personal lines insuranCe: Annaliese Julian and Leonie Steedman Contact us on

0800 65 62 64 aon insurance new Zealand P 09 278 6264 / 0800 65 62 64 e W offiCe Building 6, Eastside Office Park, 15 Accent Drive, East Tamaki, Auckland 2013 Postal address PO Box 23007, Hunters Corner, Manukau, Auckland 2155 S P R I N G 2 0 1 4 FOCUS ON SKILLS & EMPLOYMENT




Apart from taking you away from your core business, the fallout from the psychological effect on staff and management, staff morale, the inconvenience of restoring buildings, files, computers and possibly even time spent at court appearances is all time and energy that could be channelled into maintaining your business.

Ensure your building is secure Senior Sergeant Michael Schmidt, East Area Response Manager urges you to give your building a good critical look as you leave each night. Always check: • Cash secure, cash box left open and in obvious place? • Alarm set? • Lights out or on as required? • Nothing left around outside that could be used as a ladder? • Chain or gate across entry / exit points? • All doors locked and windows secure?

Regular maintenance of your security system is money well spent Electronic devices are likely to fail at some time. This also applies to your alarm and CCTV equipment such as: • Faulty or incorrectly installed detectors. • Flat or weak batteries. • Alarm sensors damaged by goods hitting them when moved around warehouse. • Building altered without checking whether sensors cover where they need to. Philip Walsh, Director of All Round Security advises: “CCTV and alarm systems 22


should be maintained and tested at least annually, and only by government licenced security companies.” Not only should you check the working life of your electronic devices, you should be regularly checking that stock or goods have not been placed where they block your sensors. Ask your security provider to check the position of your sensors. Most sensors will work when anyone walks into a building but thieves know how to get around this. Senior Constable Garry Boles, District Prevention Officer recommends you ask a staff member to do a ‘crawling ninja’ type test to determine how far they can go before they set off the alarm. “Offer them an incentive if they can get to where

goods are stored without setting it off. Keeping low, slow and steady movement around the edge of the room, may assist with this”. Regular maintenance by your alarm provider can capture all of these issues and by diligent checking of each sensor they ensure they all individually signal to your monitoring station. Use this time to ensure all of the alarm users know the correct way to arm the system. Senior Constable Garry Boles also makes the point that it is essential to keep your contact details updated. “Ensure when there is a change of staff that the exit procedure includes ensuring the security contact list (trusted senior management only) is kept up to date accordingly. Regularly change your alarm passwords as past employees may pass this on to thieves. Particularly in the case of a disgruntled employee.” Philip Walsh explains that CCTV systems also can give disappointing results if “left in the corner and only occasionally used and never maintained”. He says “Customer feedback tells us that many people don’t know how to either review recorded footage, download images when required by police, or hook their system up to the internet to be able to view the cameras live.” Poor recorded images can prevent identification when theft, health and safety issues need to be clarified. CCTV can have similar issues to security alarms with the building use having changed or the cameras not working correctly. Interference can occur, due to new electrical cables having been installed later.

Don’t support crime

Report it Reported crimes are collated by Police Intelligence and drive the allocation of resources and patrols. If you don’t report it, the Police don’t know about it. And if the goods are located, they need to know where to return them. Making a list of stolen goods and passing it to the police needs to be a top priority after a burglary. Why? Recently during routine enquiries, police came across a stash of tools. A tool wholesaler had been broken into but had not provided the list. Police were unable to identify the tools on the spot without the list. By the time they returned with the list, the goods were gone.

John McKnight of Integrated Security Systems reports that “poorly maintained equipment can cause false alarms which are annoying, costly, and at times grossly inconvenient. More significant consequences can arise from lack of maintenance if your security system fails to detect unwanted intrusion. Failing to maintain security systems may invalidate an insurance claim. Regular maintenance may be a requirement of your insurance company if they have taken the security system into consideration when calculating premiums.”

WOULD YOUR CCTV IMAGES BE USEABLE BY POLICE? Do you know how to download them? Have relevant images on your USB stick ready for the police when they arrive. Many businesses don’t know how to access or download footage from their CCTV systems. When you choose your system check whether the images from your system will be compatible with police equipment and ask the supplier to show you how to download them. These are two key factors in the usefulness of a CCTV system.






Your belongings in your suitcase before going off on a trip. .......................................................


When moving, take photos of the contents of boxes so you know what is in them. .......................................................


Where you parked. .......................................................


Likewise if you hand write your shopping list, take a photo in case it gets lost. .......................................................

Likewise when you are at a conference workshop or training session; take a photo of an important slide. .......................................................


Photo the inside of your refrigerator and pantry before you go shopping. .......................................................

Snap the Google or Apple Map while you’re in wifi; for when you’re not! .......................................................



Photograph your coat check, your baggage receipts. .......................................................



Keep a record of important warranties and passwords (such as wifi, computer and software certificate of ownership). ............................................ .

Write a motivational note and snap it or take a motivational one for your lock screen. .......................................................


Can’t find your glasses? Use your phone’s camera to help you see more clearly to find them. ......................................................

Join in with your ideas and add to these 30 productivity uses for your smartphone camera: 1




Capture whiteboard and meeting notes. This will allow you to participate in the meeting instead of being distracted taking notes. .......................................................

Before and after photos. Hair, Renovations, Autobody, Colours… .......................................................


Problems you’re having with xxx – your car, the vacuum… .......................................................


Buying one screw? Take a pic of the bar code on the shelf to show the cashier. .......................................................


Before shopping photo the specific brand you want. .......................................................


To remember details – specific items to buy, brand of cat food, your couch to match colours when out shopping…. .......................................................


Video your home for content and dwelling insurance records.

Scanning documents, paperwork. This can then be emailed to someone else for data entry. .......................................................


Use the Video – to record how to’s. .......................................................


Create a photobook of your work to give to prospects – for example hairstyles, Landscape designs, Automobile graphics. .......................................................


Snap expense receipts for input into your online accounting software (Xero, MYOB). .......................................................


When you’re out shopping without the kids – send them the photo to see if they want it before you buy.


When you’re travelling, and staying in numerous hotels, take a photo of your door with the room number. .......................................................


Travelling overseas and heading out for a big night on the town? Photograph your hotel. If you don’t speak the language taxi drivers can look at the photo and get you home to the right hotel.! .......................................................


Take a photo of a recipe before going to the supermarket so you don’t miss any of the ingredients. .......................................................


Photograph a magazine article so you can finish reading it later. .......................................................


Photograph a tape measure showing the length/height/ dimension of the item in interest so you don’t need to write down the measurements. .......................................................


Forgotten your reading glasses when you’re out to dinner? Take a photo of the menu and zoom in to make your choice - no-one even notices, it looks like you’re checking messages. .......................................................


When you loan something to a friend, take a photo of them with the loan item - so you can remember who you loaned it to & when.

Written by Debbie Mayo-Smith one of New Zealand’s most in-demand speakers. For more tips and business ideas sign up for her free monthly newsletter 24



Accessible recycling for East Tamaki businesses

 To use the free plastic recycling facility you must pick up a Waste Minimisation Card from the GETBA office, or contact Project Manager Troy Greenfield

This is your go-to guide to find out if, how, and where to recycle waste materials created in your business.




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East Tama place to ki - a great do busin ess

Grea Businesster East Tama Associatio ki n Inc.

All materials must also be cleaned, sorted and separated before drop off, and site rules adhered to. (Download a guide for accepted plastics on the GETBA website) We would like to give special thanks to Astron Plastics and Waste Disposal Services for making this service available. East Tamaki Transfer Station 33 Neales Road, East Tamaki Monday to Saturday: 7.30am to 4pm Sunday: 9am to 3pm 09 274 5287




 Check it out by visiting: waste-minimisationrecycling-directory

Waste Disposal Services also have a charged recycling service for batteries, cardboard, and green waste to complement their general refuse service.


Waste M in

East Ta Trans maki fer St ation 33 Ne ales R d


The directory displays a sliding row of parent material categories, then once a parent category is chosen, it displays subcategories to choose from, then the option of pick up or collection.

This service (located at the East Tamaki Transfer Station) provides a free local recycling facility for GETBA members to dispose of type 2 and 4 plastics, aluminium cans and bottles.



This user friendly tool on the GETBA website provides you with information about what materials can be recycled, and useful and relevant contact information of service providers.

East Tamaki Recycling Station – Waste Disposal Services

ente rR

Recycling Directory

Waste MiniM isatio t@getba. n  ge  projec


You may have read in our last magazine FOCUS on Sustainability that we were working on some initiatives to make recycling more accessible for GETBA members. Those facilities have now been launched, and are ready for you to utilise.



PROPERTY UPDATE is a recent Colliers sale at 74 Greenmount Drive, East Tamaki, where the property was sold pre auction with a two year lease in place for a yield of 6.5%. As businesses are gaining confidence, we are seeing a trend of the owner occupiers who would prefer to own their real estate as opposed to lease, return to the market. Accordingly, vacant buildings are fetching very strong prices due to the owner occupiers and investors competing for a small pool of available properties.

Like the wider industrial property across Auckland, East Tamaki is currently experiencing the lowest vacancy rates and highest prices ever seen. The Highbrook interchange opened some years ago has been the catalyst for the East Tamaki precinct being viewed arguably as Auckland’s premier industrial location. Prime Industrial yields are currently at record highs with strong demand coming from the investment market. Competition between investors is fierce, particularly for modern constructed properties with stable, long term tenants in place. A great example of this was Colliers recent sale of 40 Crooks Road, East Tamaki. After being run through a comprehensive sales

campaign the property sold at auction to the successful top bidder for a record yield of 5.9%. There are many factors that are driving investor confidence; relatively low borrowing costs, decreasing vacancy in the industrial sector and a lack of available investment grade stock to purchase. Investors are now starting to acquire an appetite for what would traditionally be viewed as slightly risky eg, purchasing properties either vacant or with shorter lease terms in place. An example of this

Colliers have also been involved in a high volume of leasing transactions this year ranging from small industrial units of 100sqm all the way through to large property asset and design build transactions up to and in excess of 10,000sqm, an example being the new custom built 16,500sqm Metroglass building being built for them by Goodman at the Highbrook business park. Acquiring land freehold is also very challenging in the East Tamaki market. A lot of the land you see driving around day to day is very tightly held by a small number of professional landlords/developers who will lease the land or land and buildings as opposed to selling the actual site. This is a big issue which moving forward will only get bigger. Colliers International is the largest commercial property firm in Australasia. In New Zealand, Colliers International has 12 offices, with the award winning specialist Auckland industrial property team being situated at Colliers house, 52 Highbrook Drive, East Tamaki. 40 Crooks Rd, East Tamaki



OUR ASSOCIATE MEMBERS More than 70 businesses from outside the East Tamaki precinct have chosen to join GETBA as Associate Members. Here are three of them:

Are you getting what you want from your business?



PAUL WATSON Thexton Armstrong Business Success Partner Business Success Programme 021 963 616



• Are you getting the freedom you want? • Are you making the money you need? • Are you looking for ways to improve? Contact me for a free business diagnostic. ·

with a new approach to business


P: NZ 0800 112 251 E: W:

If you are an associate member of GETBA and want your ad here, email or phone us on 09 273 6274.

GETBA advocates on Council plans & infrastructure issues

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

Profile for GETBA

FOCUS Spring 2014  

The GETBA Spring magazine focuses on skills & employment in East Tamaki

FOCUS Spring 2014  

The GETBA Spring magazine focuses on skills & employment in East Tamaki

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