SSAA Insider 129 March 23

Leadership & macro trends

5 new skills managers need to succeed

Our future world: shaping the next 20 years

SSAA BOARD OF DIRECTORS

Chairman – Michael Alafaci Storage King Group, New South Wales

Aaron Alsweiler

Safe Store Self Storage, New Zealand

Ned Coten

City West Storage, Victoria

David Daddow

Able Self Storage, South Australia

Brent Hayes

Store and More Self Storage, Victoria

Sam Kennard

Kennards Self Storage, New South Wales

Anthony Regis

Regis Built, Victoria

Thomas Whalan

Rent a Space, New South Wales

Adrian Wylde

All-Bay Mini Storage, Queensland

LIFETIME MEMBERS

Mark Bateman

David Blackwell

Frank Cooney

Elaine Coote

Liz Davies

Dallas Dogger

John Eastwood

Simone Hill

Neville Kennard

Sam Kennard

Bob Marsh

Jim Miller

Jon Perrins

Phil Robbie

Mark Snooks

Richard

www.selfstorage.org.au

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Insider magazine (Insider) is published bi-monthly by the Self Storage Association of Australasia Limited (ABN 23 050 341 725). This publication may not be reproduced or transmitted in any form, in whole or in part, without the express, prior written permission of the publisher. While every care has been taken in the preparation and publication of Insider, none of the Insider’s publisher, editor nor any of the publisher’s employees, subcontractors or contributors give any warranty as to the completeness or accuracy of the publication’s content, nor do any of them assume any responsibility or liability for any loss, damage or expense which may result from, or arise in connection with, any inaccuracy or omission in the publication. The views or opinions expressed in Insider are not necessarily those of Insider’s publisher or editor. Furthermore, Insider has the right to accept or reject any editorial and advertising material. All letters addressed to Insider will be regarded as ‘for publication’ unless clearly marked ‘Not for Publication’. All submissions to Insider may be edited for reasons of space or clarity and opinions expressed in letters published in Insider are those of the author, not of Insider’s publisher or editor.

Michael Alafaci Chairman SSAA

Welcome to 2023. I hope you’re well rested and ready for another big year in self storage!

This edition we’re focusing on leadership and trends for the year ahead. One aspect of industry leadership I’ve been giving some thought to more recently is sustainability in self storage and how as an industry we can address our environmental, social and governance responsibilities.

Our larger industry players are required to report in detail and with increasing accuracy on their sustainability initiatives, impacts and activities which highlights the positive and light impact of self storage. Yet we cannot leave the responsibility of sustainability to major operators alone. Everyone has a role to play in taking positive steps towards contributing to our industry’s overall sustainability by embracing a best practice approach in this field.

Self storage facilities have a number of sustainability opportunities available including installation of solar panels on the typically large roof areas, energy consumption management through LED and sensor lights which help save on energy costs, diligent waste management and recycling. Some of these initiatives have very attractive Government grants or incentives attached to them which should be taken advantage of as they will help in delivering an attractive ROI for the capital expenditure outlay.

There is also an opportunity to share our sustainability messages within self storage facilities. Consider your communications with your customers and encourage them to be part of the sustainability solution. When they are moving out and thinking about what to do with their left over packaging, old electronics or unwanted items, help encourage them to recycle, reuse or donate. Get involved in your local council clean up initiatives and become an active member of your local community – it bodes well for your business, your customers and your community.

Pleasingly, our recent State of the Industry research tells us that members are committed to sustainable endeavours and we look forward to exploring this and other emerging trends across our industry in more detail later this year.

Here’s to another successful year in self storage for us all. l

Makala Ffrench Castelli CEO SSAA

Ihope you had a wonderful holiday season and soaked up the best that summer across Australasia has to offer.

As you settle into the new year, no doubt you’ve turned your mind to what the year might have in store for you and your business. We’ve done the same here at the SSAA and it’s a pleasure to bring you our annual trends and leadership edition.

We cover the trends you should be across right now and others that forecast far into the future. As we look ahead to a little more uncertainty, we take a look at key leadership lessons and the skills new managers need to succeed. I hope you find a few thought-starters or topics you might like to dive into a little deeper.

The return of the SSAA Awards for Excellence presented by VISY Boxes and More in 2022 gives us the opportunity to share what excellence looks like across our industry within the pages of the Insider. Each edition this year we’ll be highlighting winners, finalists and other great examples of excellence we unearthed throughout the nomination process.

We’re excited to be on the road again and coming to a capital city near you this year for Getting Started in Self Storage workshops and broader industry networking events. Check page 10 for dates and locations. Members in regional areas are encouraged to get in touch if you’d like to host a local self storage networking event.

While you’re in planning mode, I encourage you to ensure you’re making the most of your SSAA membership. There are new training modules, resources and more all waiting for you in the Member Portal so check page 28 for 23 ways to maximise your membership in 2023.

We look forward to supporting you and we wish you every success for the year ahead. l

“ We cover the trends you should be across right now and others that forecast far into the future.

Meet the new 2023 Board Members

This year we welcome five new members to the Board – Aaron Alsweiler, Brent Hayes, Sam Kennard Anthony Regis and Adrian Wylde.

Aaron Alsweiler is the General Manager of Safe Store and has more than twenty years of experience in self storage. For more than twelve years he had an ownership interest in the two leading software and access control suppliers in New Zealand. After a successful sales process, Aaron took over the management of Safe Store in Auckland and has grown the business to three facilities, with a fourth site currently under development. As a highly experienced operator and supplier to industry, Aaron is a long-time supporter of SSAA and an advocate for sharing knowledge and insights across the industry.

Brent Hayes has been involved in the self storage business for over 15 years. In 2007, Brent and his father purchased a 58-unit storage facility in Ocean Grove, Victoria. Since then, he has built the business into a state-of-the-art self storage facility operating over 1400 individual storage units across two locations in Torquay and Ocean Grove.

Brent brings his extensive experience as a registered builder and developer to the Board. He has project-managed land subdivisions successfully across the Surfcoast region and has built and sold architecturally designed homes and factories throughout Torquay.

Sam Kennard is Chief Executive Officer of Kennards Self Storage; a private family-owned business.

Appointed to lead the business in 1994, under his stewardship Kennards Self Storage has grown from 14 storage centres to 100 operating today. The company now has over 700,000 square metres of rentable space available, over 68,000 customers and over 300 employees with its activities spanning Australia and New Zealand.

He has extensive experience in management, leadership, marketing, culture and property acquisition and development, specialising in self storage and mixeduse development.

In addition to his role in the company, Sam is on the Board of the Centre for Independent Studies and the Wenona School Foundation.

Anthony is the founding Director of Regis Built, a design and build company that has serviced the self storage industry for over 20 years. Equipped with a structural and civil engineering background and extensive experience with design and construct projects across the self storage and construction industries, Anthony has been a driving force behind the company’s growth and success.

Anthony’s role focuses on the continual development of a successful and sustainable strategy for Regis Built. With a focus on business development, he also plays a key role in providing design strategy and project delivery roll-out for all projects.

Adrian Wylde has been involved in the self storage industry for twelve years, having owned All Bay Mini Storage in Tingalpa since 2011 (240 units). In 2021, Adrian added All Bay Mini Storage Capalaba to his portfolio and is currently expanding the facility from 85 to 140 units, with a further 100 units planned for phase two. In addition, Adrian is an experienced building manager, having owned management rights to a range of unit complexes across Brisbane following a career in Oil & Gas.

Aaron Alsweiler New Zealand Representative

Brent Hayes Regular Member Representative

Sam Kennard Major Operator Representative

Anthony Regis Service Member Representative

Adrian Wylde Regular Member Representative

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Thoughts on the year ahead

As memories of summer holidays begin to fade and the work year begins in earnest, we asked the SSAA Board to share their focus for 2023 and hopes for our industry.

In 2023 now that we are more confidently travelling again, I’m focussing on networking and sharing ideas and experiences with others in our exciting industry. This year, I hope our industry receives the recognition it deserves by standing strong in the face of global and domestic headwinds and proves, yet again, how resilient it can be.

In 2023 I’m focusing on strategic and dynamic pricing and bringing better data driven decisions to the business and hopefully the wider industry. This year, I hope our industry continues to embrace all the services, tools and resources available to make another leap forward in the pursuit of a better product and service for our customers and our businesses.

In 2023 I’m focusing on giving back to the community and travelling with my family - creating memories!

This year, I hope our industry endures the forecasted economic challenges and continues to grow significantly.

In 2023 I’m focusing on expanding our business and continuing to offer the best possible experience for our customer and team. I am also focusing on keeping the right work/ life balance.

This year, I hope our industry can continue to offer our high quality of service and keep up the self storage demand that is currently thriving throughout Australia. I am also looking forward to catching up with industry members, as this social aspect has been greatly missed during the pandemic.

In 2023 I’m focusing on streamlining and modernising my facilities to create a better customer experience.

This year, I hope our industry networks further to create an industry that stands out as having a positive customer experiences.

In 2023 I’m focusing on alignment and communication across our team. This year, I hope our industry once again demonstrates resilience during challenging times and continues to elevate the reputation of self storage across Australasia.

In 2023 I’m focusing on work balance, letting go of control and empowering succession!

This year,

I hope our industry embraces change, remains unified and overcomes ongoing hurdles.

In 2023 I am focusing on wearing out my passport. I will be catching up on a couple of years of overdue visits and trips. This will include a couple of trips to both North America and Europe, as well as Asia and New Zealand. This year, I hope the industry does not overbuild. The investment interest has grown rapidly in recent times. New investors are taking more risk with a significant pipeline of development apparently intended. The extraordinary demand we enjoyed recently will decline in 2023 and 2024.

In 2023 I’m focusing on consolidation and strong business and fiscal management as we enter a period of uncertainty. Interestingly, as with the Pandemic, this may prove to be a fruitful time for industry however I believe it's a great time to ensure strong visibility over operations and planning.

This year, I hope our industry improves governance and business practises. The insurance environment continues to be difficult and will only be improved if we collectively operate to high standards and minimise risk.

Michael Alafaci

Aaron Alsweiler

Thomas Whalan

David Daddow

Anthony Regis

Adrian Wylde

Ned Coten

Brent Hayes

Sam Kennard

2023 SSAA EVENTS

Sydney

Getting Started in Self Storage Workshop & Self Storage Evening

Networking Series

DATE: 23 March 2023

Perth Self Storage Networking Series

DATE: 22 - 22 May 2023

Auckland

Getting Started in Self Storage Workshop & Self Storage Evening

Networking Series

DATE: 18 July 2023

Melbourne

Getting Started in Self Storage Workshop & Self Storage Evening Networking Series

DATE: 31 August 2023

Adelaide Self Storage Networking Series

DATE: 4 May 2023

Brisbane

Getting Started in Self Storage Workshop & Self Storage Evening

Networking Series

DATE: 15 June 2023

Wellington

Getting Started in Self Storage Workshop & Self Storage Evening Networking Series

DATE: 20 July 2023

SSAA Convention 2023

Plans are already underway for our SSAA 2023 Convention! Keep your books open for November so that you can join us for our storage event of the year. More information on dates and location coming soon.

Property Prospects

At the beginning of every year, Australian Financial Review’s property editor Nick Lenaghan hosts a roundtable with some of Australia’s leading investment bankers to uncover key themes in the market and their expectations for the year ahead.

This year, we hear from Mitchell Schauer - Managing Director, Head of Real Estate Investment Banking at Jarden; Ben Boyd - Managing Director, Head of Real Estate at MA Moelis Australia and Tim ChurchManaging Director, Chairman and Co-Head of Investment Banking (Australia) at Morgan Stanley.

With permission, we share their views and enthusiasm for alternative assets.

How will further rate rises play through in the property sector?

Boyd: Property will stabilise if central banks stick to one or two 25bps rate rises early in the year and then plateau. Anything above that, and we will see further valuation pressure. In the listed sector, we are still waiting to see the impact of higher rates on distributions and interest cover ratios.

Schauer: Sentiment and share prices are likely to remain volatile, driven by macro news until market confidence builds around the level of peak rates. For groups with the right combination of patience and conviction, however, this period could throw up some great opportunities in both listed and direct markets.

One thing to watch for is interest cover ratios. While sector balance sheets are generally robust, ICRs may get pressured, given the sheer movement in rates. Our experience during the GFC is that lenders are tolerant up to a point before things get messy, so strong capital and liquidity buffers are crucial.

Which property sectors or asset classes are more likely to offer opportunity and superior returns in the coming year?

Church: Retail will be an interesting asset class in 2023 as the impact of much higher interest rates bites. The Australian consumer is facing a number of headwinds as we go into 2023. House price declines are expected to continue as the impact of higher interest rates and

mortgage serviceability continues to decline. We expect a peak-totrough decline in house prices of 20 per cent. The ability of the Australian household to absorb these significant higher debt costs is going to be constrained due to the relatively high level of household debt to income.

The Australian consumer (like many consumers globally) has over-consumed over the last couple of years spurred on by generationally low interest rates, government stimulus payments, surging house prices and time to shop online due to WFH. The Australian consumer could, in fact, hibernate due to a much more difficult economic environment, with job cuts much more prevalent in many sectors, not just unprofitable tech.

Industrial/logistics

will be

far more resilient as companies seek to improve supply-chain logistics and the penetration of online sales continues to grow. Whilst we have already seen some limited cap rate expansion (albeit off the record low levels), the rent growth (in some instances 20 percent-plus upon reversion) is keeping values largely

How top bankers see property prospects for 2023.

intact. We expect prime Industrial to continue to be well sought after.

Alternate asset classes that we expect to do well include childcare, healthcare, rural; self storage, and manufactured housing/ retirement (largely driven by housing affordability issues).

Schauer: Quality assets and sub-sectors with reversionary or contracted real income growth, attractive tenant attributes, and rapid institutionalisation will outperform on a relative basis and continue to be sought-after.

We remain advocates of industrial and logistics – the tailwinds are far from over. Importantly, many wholesale investors are still underallocated and have been waiting for good opportunities to get set. Asset quality, location and cash flow are key to superior total returns, despite a focus in recent years on yield compression.

Boyd: Property classes with inflation-linked rents will be the best performing. These include self storage, healthcare, land lease communities and residential sectors. Industrial will be interesting as rental growth has been exceptional. However, cap rates are also incredibly tight and below long-term bond rates.

What role could unlisted, private capital play in the property sector in 2023?

Schauer: We get asked this a lot. It’s striking that while many listed REITs are trading at big discounts, private markets around the world are mostly still operating relatively efficiently. It’s a good backdrop for deep-pocketed private capital to partner with companies and provide a source of liquidity and capital solutions. I think you will see pension, sovereign, private equity, and other institutional funds more active in REIT portfolio joint ventures, asset acquisitions and securities transactions.

With the right alignment, it should be win-win, and often these partnerships grow with follow-on transactions. People like to work with

others they know and trust, especially in uncertain times, which favours existing management platforms and long-term relationships.

Church: In a word, significant. In fact, unlisted capital (whether it be large global private equity funds; sovereign wealth funds; global pension funds or domestic Industry super funds) stands to be the most dominant players in real estate activity in Australia over the next few years.

There are a number of key reasons why this cohort of investors has the ability to dominate the Australian property market. For starters, they have a superior cost of capital (particularly compared to the current REIT sector) which can see them outcompete against REIT’s and private investors. Secondly, they have an abundance of capital which can see them participate in both small and large transactions that may see their competition unable

to provide enough capital for the largest of deals. Thirdly, this cohort tends to take a very long-term view on their investment horizon, enabling them to overcome short-term issues such as market cyclicality/sentiment.

Boyd: Unlisted private capital is a big theme for 2023. There is a significant amount of private capital sitting on the sidelines waiting for markets to stabilise and assets to trade. It may be a theme for the second half of the year as there is still a lot of uncertainty to the interest rate trajectory for the first half of 2023. Private capital inflows continue to be significant whereas there is limited interest in listed REITs at present. l

Copyright Agency has licensed the use of this work except as permitted by the Copyright Act. Originally published as “How top bankers see property prospects for 2023“ in the Australian Financial Review on 13 January 2023.

OUR FUTURE WORLD: shaping the next 20 years

A once-in-a-decade

from

As we reflect on our learnings from 2022 and get comfortable with 2023, it’s tempting to think about what might lie ahead. Australia’s leading scientists have done the hard work and identified seven megatrends that will shape the next twenty years.

Our Future World report co-lead author Dr Stefan Hajkowicz said: “We analysed thousands of data points collected over decades. Some of the trends we identified have been widely discussed, while others are newer and directly related to our experiences during the pandemic.

“We anticipate that while the pandemic sped up digital transformation, the real explosion in our capability is yet to come. In this environment, digital skills will become more valuable, but rather than replacing human intelligence, technologies like AI will assist us in doing our work better.”

Our Future World co-lead author Dr Claire Naughtin said: “Trust emerged as a central theme – Trust in institutions,

report

CSIRO identifies seven global megatrends that hold the key to the challenges and opportunities ahead.

technology, supply chains, and security will all be key issues over the coming two decades.

“Currently, just under 70% of Australians do not trust AI systems but would be more willing to use these systems if appropriate ethical measures were in place.”

Some of these trends are already playing out in self storage. Natural disasters are driving demand for self storage, digitisation is changing how the industry operates, and we’ve barely scratched the surface of what AI could do in the sector.

Here are just some of the highlights from the report as they relate to self storage:

Diving into digital

The rapid adoption of digital and data technologies in recent times has meant that many sectors and organisations have experienced years of digital transformation in months. While this progress has been significant, experts predict this is just the tip of the iceberg, with the vast majority of digitisation yet to occur.

The pandemic-fuelled growth in e-commerce looks set to stay, bolstered by a drive to increase the technical capabilities of transport and logistics using IoT, data analytics and automation to boost efficiencies and productivity. Last-mile logistics will play an important role in more efficient e-commerce distribution models, and self storage stands out as an opportunity for localised distribution networks.

The rise of the regions bodes well for self storage as people packed up their lives and sought a sea or tree change. Self storage is set to benefit as the pull of the big cities returns, with historical urban growth projections proving immune to pandemic shocks.

Increasingly autonomous

We have seen astonishing improvements in the ability of software and machines to solve problems and perform complex tasks without explicit human guidance. This is driven by ongoing scientific breakthroughs in artificial intelligence (AI) and global investments in technologydriven research and development.

Megatrends shaping the next 20 years

Adapting to climate change: With natural disasters expected to cost the Australian economy almost three times more in 2050 than in 2017, we can expect to live in a more volatile climate characterised by unprecedented weather events.

Leaner, cleaner and greener: An increased focus on potential solutions to our resource constraints.

The escalating health imperative: The post-pandemic world has exacerbated existing health challenges posed by an ageing population and the growing burden of chronic disease.

G eopolitical shifts: An uncertain future characterised by disrupted global trade patterns, geopolitical tensions and growing investment in defence.

Diving into digital: The pandemic fuelled a boom in digitisation, with virtual capabilities and digital currencies becoming mainstream. The future demand for digital workers is expected to increase by 79% from 2020 to 2025.

Increasingly autonomous: There has been an explosion in artificial intelligence (AI) discoveries and applications across practically all industry sectors over the past several years.

Unlocking the human dimension: A strong consumer push for decision-makers to consider trust, transparency, fairness and environmental and social governance.

AI systems have improved rapidly over the past five years, with AI performance exceeding human benchmarks in areas such as image recognition and natural language processing. This presents a range of new possibilities that move far beyond the current applications of AI in self storage –think security, asset protection and monitoring, logistics, operational performance and customer interactions. Beyond the facility, AI will transform how our customers live and work, which will also have flow-on impacts for the sector.

Unlocking the human dimension

Emerging social trends have heightened the influence of human perspectives and experiences on future community, business, technology and policy decisions. Consumers demand increased transparency from organisations and governments to maintain their Trust – an important aspect when storing someone’s possessions.

Homeownership is getting out of reach for some as the bar rises on the great Australian dream. Housing affordability and availability issues are set to continue, which, while challenging at a societal level, will likely drive further demand for self storage.

Australasian operators have already adopted a range of sustainability measures. Environmental, social and corporate governance (ESG) metrics are increasingly used alongside traditional economic measures to assess organisational performance, which pairs with the growing trend towards socially aware and empowered consumers. We expect this to become a more prominent industry trend over time, as in the UK and European self storage markets. l

“ Beyond the facility, AI will transform how our customers live and work, which will also have flow-on impacts for the sector.

SETTING COURSE FOR 2023

Three key leadership concepts for the next normal.

The past few years have had a lasting impact on the way we work, and 2023 is shaping up to be no exception. Off the back of record growth across the sector, we face a challenging labour market and emerging economic headwinds. It may not be smooth sailing, but these lessons in leadership will help you chart the course.

Create connections

Connection may not be the first thing that comes to mind when you think about your business or team and the year ahead. Your priorities might sound more like finding and keeping talent, building more, moving faster or extracting more value. You might be asking how you can grow your revenue or optimise your operations.

At the core of these priorities are people. Connection lies at the heart of both the questions you are asking and the answers you’re

looking for in a post-pandemic world. Particularly in businesses such as self storage, where teams are often geographically dispersed, and staff can be working on their own, connection matters more than ever.

A lack of social connectivity at work drives attrition and burnout, which leads to reduced wellbeing, performance, engagement and productivity – likely the opposite of what you’ll be trying to deliver in 2023.

Research by Harvard alumni and leading authority on human potential, Shawn Achor, shows that highly connected employees with better quality work relationships contribute to a stronger company culture, leading to a greater sense of wellbeing and better performance.

Here are three things you can do to help foster better connections:

l Set shared goals – Developing and promoting shared goals is the key to cultivating social connections and cohesive

teams. Encouraging open communication, sharing your roadmap and being transparent with performance is crucial to enable everyone to stay invested in the outcomes.

l Promote belonging – What managers say and do impacts inclusive work environments. Lead by example and encourage your team to play an active role in helping each other feel like they belong. Make time for social spontaneity at work, plan social events or promote collaboration across projects. Find ways for your employees to engage and build relationships.

l Ask your people – Creating connections is not a one-sizefits-all exercise. Understand what a real connection looks like to your people. Start by asking how they’re feeling, what their priorities are and the kind of opportunities they’d enjoy. It doesn’t have to require a big investment or

changing your operations. Often, it’s the simple, small changes that are the most powerful.

TIP: Don’t confuse interaction with connection. More meetings or longer emails do not equate to better connections.

Design for differences

Studies in neuroscience have revealed that our brains process things in a way that is unique to each of us. Environments and experiences throughout our lives shape how our brains act, meaning no two brains are exactly alike. Yet, we have designed our ways of working and our work environments on the basis that we are all relatively the same.

In a work setting, understanding neurodiversity means appreciating that people process information differently. Building an inclusive culture, making work more accessible, offering opportunities

that champion diversity of thought and different approaches to how you work can drive innovation and creativity.

Designing your workforce differently also presents opportunities in a challenging labour market. Roles in self storage facilities could be ideal for the mature age workforce, where a little life experience goes a long way to helping customers through challenging times. Consider establishing pathways for people with disabilities to work in and around your facility.

A diverse and inclusive workplace delivers many benefits for your business, including more resilient teams, more productive and engaged employees and a larger talent pool.

Here are three things you can do to design for differences in your business:

l Increase autonomy – Weave more autonomy into your business by giving people various ways to learn and engage (e.g. in conversation, instant messaging, online learning modules, quiet reading or on the job). They’ll choose what suits the way their brain works best.

l Learn more about diversity and inclusion – A range of resources helps leaders understand more about diversity and inclusion in modern workplaces. Visit the SSAA Member Portal to learn more.

l Rethink your recruitment strategy – Consider your workforce needs this year and challenge your thinking about the skills and roles you might require. Don’t be tempted to rely on old assumptions about qualifications or experience. Assess how people might perform in the role, and don’t forget to think through stretch targets and upskilling opportunities for your existing team.

Close the skills gap

Recent research by Gartner revealed that more than 50% of the Gen Z employees surveyed said the isolation brought about by the pandemic had made pursuing their

educational or career goals much more difficult. They have missed out on developing soft skills, such as negotiating, networking, confidence in public speaking and developing the social stamina and focus required to work long hours in an in-person environment.

But it’s not just the younger generation – most of our social skills have seen some erosion since 2020. At the least, we have learned how we prefer to engage socially and energetically with others.

Regardless of the role – from operations to marketing, finance to leadership teams and beyond – everyone in your business has a need to develop and evolve their social-emotional skills.

Given that we spend most of our weekday hours at work, workplace wellbeing is essential in maintaining our mental health. It’s important to help your team develop the social and emotional skills they need to succeed.

Here are three things you can do to help close the skills gap:

l Wellbeing as part of work –Recognise that wellbeing now forms one of the domains of work. Build a mental fitness plan for your workplace using the template available on the SSAA Member Portal.

l Invest in learning and development – Does each of your team have learning and development plans? Planning for growth is important and demonstrates commitment. Start simple – explore SSAA’s online training modules or the range of learning opportunities now widely available online. Personalise training based on skills gaps.

l Upgrade your onboarding –Set your new employees up for success, showcase your culture and build social connections.

Use your onboarding process to close the skills gap by embedding a range of training programs, including on-the-job learning, online training, mentoring and more. Don’t forget to include personal touches that help create a sense of belonging and demonstrate your team culture. l

“ . . . highly connected employees with better quality work relationships contribute to a stronger company culture . . .

“Oneteam” one vision

With the implementation of COVID restrictions and level four lockdowns, National Mini Storage in New Zealand found that its ways of working, connecting, and engaging with their teams had to change.

The National Mini Storage team and facilities are geographically spread, with each facility having different working cultures spread over 12 locations, making it challenging to create one team. It was essential to bring everyone across the various locations together to develop a real sense of being one team, sharing successes, supporting each other’s teams and creating genuine connections between all layers and areas of the business.

Early 2020 started with a leadership reset with the senior leadership team and branch managers. Together they evaluated how they were working as a team, setting targets about how they wanted to work together and agreeing on changes to get to the company’s targets and the teams’ purpose, vision and values focused as one.

The outcome of this was the “Oneteam” initiative which involved:

l daily virtual check-ins with each facility;

l various business WhatsApp groups;

l monthly pulse checks to keep everyone accountable to goals and targets;

l establishing several project groups;

l the creation of an intranet as a communication tool and source of information, as well as a news feed;

l virtual quiz nights and virtual morning teas during lockdown to help everyone stay connected;

l providing lunches and other goodies to all people to show appreciation for their hard work under challenging circumstances;

l virtual training and a Go1 training portal for employees; and l supporting employee wellbeing by implementing free medical insurance, access to free mental health sessions and initiatives like R U OK Day and Pink Shirt Day. As a 100% New Zealand-owned and operated business, inclusiveness is one of National Mini Storage’s values. One focus area was creating a positive performance culture as 40% of the workforce is of Maori and/or Pacific Island descent. One example that has grown out of this focus area is the Te Reo working group. This group has to date, initiated these activities: l using karakias to open and close meetings/events;

l honouring the managing director’s retirement with a haka performance;

l planting a Titoki tree at the Albany facility to celebrate Matariki and as a symbol of growing the te reo Māori journey within National Mini Storage; the planting ceremony was followed by a karakia, singing of waiata and enjoying some kai together afterwards;

l celebrating Māori language week and supplying goodie bags to branch teams with tools to learn various everyday words in te reo Māori; and

l installation of signage in all branches written in English te reo Māori. With all team members located in Auckland, National Mini Storage needed to take advantage of the benefits a local community brings. This brought about another initiative that involved giving back to the local communities, with each facility focusing on a love local project in their suburbs.

The impact and outcome have seen a more connected team with a lift in staff engagement, a decrease in staff turnover, excellent customer reviews and a lift in conversions. Given everything the people at National Mini Storage have been through with COVID lockdowns, this initiative has been invaluable for their working community as they have gone above and beyond to foster connections and care for their teams.

The ongoing benefits post-COVID have continued with the teams keeping connected and engaged and ensuring they feel supported and cared for.

Customers feel the outcome of this mahi (strong, energetic, hard work) with excellent customer reviews and an ongoing lift in customer satisfaction. The current performance score at 81, whereas the global benchmark is 47. l

“ The impact and outcome have seen a more connected team with a lift in staff engagement, a decrease in staff turnover, excellent customer reviews and a lift in conversions.

5skills new managers need to succeed

How to help set your leaders on the path to success.

Becoming a manager is an important career milestone and presents a unique opportunity for your business. New managers need a range of new skills to succeed. While online learning and on-the-job training can equip them with technical skills and operational know-how, the interpersonal skills required to inspire, coach, motivate and lead teams will be crucial to their success and, in turn, the success of your business.

Common barriers to successful new manager development

Great individual contributors don’t always have managerial skills

The skills that make a strong individual contributor or team player are markedly different from the skills that make a strong manager. In addition to the day-to-day responsibilities of operating a self storage facility (or facilities), new managers must quickly develop new skills, including strategic planning, managing different work functions and the social-emotional skills that come with leading. These include: delivering feedback, facilitating authentic communication, navigating conflict and motivating team/s.

Learning on-the-job doesn’t deliver alone

Most new managers will either “fail or flail”. Research published in the Harvard Business Review shows that an estimated 50% of new managers fail within the first year on the job. Unless you have a well-rounded training program that addresses the technical, operational and social-emotional skills new managers will need, those who make it through the first year will often do so by trial and error.

The cost of failure is high

In the current labour market, high staff turnover presents a number of challenges. Skilled managers can have a considerable impact on team engagement. A strong manager can boost morale and performance, while a poor manager can hamper efforts and drive disengagement. The costs of finding and retaining a great manager extend well beyond the manager.

Skills for success

Increase focus

There are many distractions in the modern workplace. Finding ways to improve focus can be a top contributor to success, positively affecting performance and productivity.

Johann Hari’s work in Stolen Focus illustrates that office workers manage only three minutes of focus on a single task on average. Pioneered by Georgetown Professor Cal Newport, “deep work” is the activity performed in a state of distraction-free concentration that pushes your cognitive capabilities to their limit. This helps leaders focus on what’s needed to improve performance, drive change, and reduce multitasking strain.

How

to take action:

Block your calendar

Schedule time in your diary each day for deep work.

Choose a theme

Choose a theme for your tasks or particular project to work on.

Create structure

Set a deep work routine that works for you. Turn off notifications, move to a different space, and tune in to music you can work to.

Further reading:

Deep Work: Rules for Focused Success in a Distracted World by Cal Newport

Build resilience

2 3 4 5

It’s been a buzzword since the pandemic, but resilience has long been a foundational skill for successful leaders. When new managers know how to prioritise and strengthen their personal resilience, they can lead by example. Learning how to manage stress is one of the keys to building resilience.

How to take action:

Focus

on your health

People are 3.5x more likely to be resilient when in good physical health. Prioritise wellbeing, including sleep, nutrition and exercise.

Get connected

Having strong interpersonal relationships that form support networks will help build resilience.

Practice selfcompassion

Bringing mindful and forgiving attention to experiences helps quieten our inner critic.

Further reading: Grit: The Power of Passion and Perseverance

by Angela Duckworth

Foster relationships

Relationship-building is essential in developing and maintaining connections with colleagues, whether direct reports, co-workers or senior management. Managers are central to facilitating open communication and fostering team culture, but building relationships doesn’t always come naturally. A range of factors affect how people communicate, so personalised coaching can help new managers identify and strengthen relationship-building skills. How to take action:

Practice vulnerability

Acknowledge how you’re feeling and share that with your team.

Regular communication

Frequent and transparent communication keeps teams connected.

Grow together

Identify those skilled at relationship-building in your team and learn from one another.

Further reading:

Making Relationships Work at Work

by Richard Fox

Promote alignment

Ensuring that team focus is aligned with the business strategy is key to improving performance. Alignment bridges your business strategy and the day-to-day work required to achieve it. Alignment can also aid retention, with Qualtrics research showing that employees who feel directly aligned with their company’s purpose and goals are three times less likely to look for a new job.

How to take action:

Shared goals

Move away from individual goals to team-based goals as a marker of success.

Build ownership

Engage your team in creating your own vision that aligns with the greater business goals.

Open door

Have an open-door policy and regularly ask for feedback and advice from your direct reports.

Further reading:

The Making of a Manager

by Julie Zhuo

Strategic development

Strategic planning isn’t reserved for senior management, and it’s a practice that works at all levels of the business. Envisioning a desired future state, thinking through potential opportunities and challenges then turning those thoughts into actions are important skills for new managers. It creates a shared roadmap for the team, helps address any hurdles and fosters an inclusive, high-performing culture.

How to take action:

Plan realistically

Don’t just set goals –understand the landscape and address challenges that might arise along the way.

Share the process

Everyone brings a different perspective to the planning process. Embrace a range of viewpoints.

Write the future

Journalling can help improve the focus needed for strategic planning and identify recurring themes.

Further reading:

Harvard Business Review: Guides to Building Your Strategic Skills

Facility of the Year – UP TO 150 UNITS

WINNER

Stax of Storage Churchill Gippsland, Victoria AUS

Sponsored by Southwell Lifts and Hoists

The newly renovated Stax of Storage opened in May 2021 and offers new technology and storage options to service the Gippsland region of Victoria with a range of unit sizes and secure compound parking.

Internal units are uncommon in regional areas and using internal fit-outs means they could retain the existing buildings on the site, which were built in 1980. The building has been repurposed to ensure its history in the region is maintained to keep the building’s history alive.

The site has a new fit-out of quality Storco internal units that are secured with Sentinel Access Control individual unit alarms. There are 112 units with a 1776 square metre letting space and four outdoor spaces. The land area is 9091 square metres. Currently, all letting spaces are full.

For better acoustics, the facility is carpet tiled to minimise sound, as well as providing a premium homely feeling. The site runs on solar power to reduce its carbon footprint, and the focus is on long-term sustainability. The site looks impressive, clean, green and welcoming.

The facility is managed for dayto-day business functions by a local real estate company that takes calls, signs up customers and processes payments. The overall management is done by Apryl Hawker, who also manages the Stax store in Portland, Victoria. She handles the accounts and any repairs needed and sets the direction for pricing and rental increases. Contractors are employed to ensure the facility is clean and tidy.

“ The newly renovated Stax of Storage opened in May 2021 and offers new technology and storage options to service the Gippsland region of Victoria

The next step for Stax of Storage Churchill is a second stage of 40 units to increase supply and to convert from real estate management software to Storman Cloud for more relevant management reporting on demand. The website needs to be upgraded to enable online move ins. l

Insurance. Uncomplicated.

Even though the site is unmanned, the management team has remote access to CCTV and keypad logs. Units are individually alarmed and covered with security mesh in addition to the facility offering security fencing around the perimeter with back-to-base monitored alarms.

Stax of Storage owners Con and Anita Frances were proud to win this award as they have only been involved in self storage for several years. This award for Stax of Storage Churchill has confirmed that they are on the right path with their facilities. Currently, there’s another Stax site in Portland, Victoria, with two more sites being developed. Con said, “There is a different dynamic in regional towns and receiving acknowledgement as a small regional-based business shows that regional people can make a mark in this industry.”

Cyber Governance Principles

1 Set clear roles and responsibilities

Defining clear roles and responsibilities is a foundational component of building effective cyber resilience

Cyber Governance Principles

A practical framework for cyber security oversight

Equipping directors and organisations to respond to the increasing threat of cybercrime is a priority for industry and government alike.

In response to some of the largest cybersecurity threats and data breaches seen in recent times, the Australian Institute of Company Directors partnered with the Cyber Security Cooperative Research Centre to publish the Cyber Security Governance Principles.

Developed in consultation with senior Australian directors, cyber industry experts and the government, the principles provide a practical framework for board oversight across five key cyber governance areas:

l roles and responsibilities of management and the board;

l cyber strategy development and evolution;

l incorporating cyber into risk management governance;

l building a cyber-resilient culture; and

l preparing and responding to significant cyber incidents.

Real-life case studies contributed by experienced directors help bring the principles to life, and key questions for directors and “governance red flags” accompany each principle.

The principles outline a practical framework for small-to-medium enterprises, which is shared here.

To view the cyber governance principles in full, review New Zealand’s cyber resilience resources and to learn more, visit the cyber resources section of the SSAA Member Portal.

Dr James Carlopio presented at GC22 on the perils of the dark web and the importance of extending cyber security beyond the workplace.

In 2023, SSAA is partnering with Cultural Cyber Security to deliver education and insights specific to the self storage sector.

Comprehensive and clear boardreporting, including engagement with management and updates on emerging trends, is a key mechanism by which a board can assess the resilience of the organisation

External experts can play a role in providing advice and assurance to directors and identify areas for improvement

2 Develop, implement and evolve a comprehensive cyber strategy

A cyber strategy, proactively overseen by the board, can be a business enabler by identifying opportunities for the organisation to build cyber resilience

Identifying the key digital assets and data of an organisation, including who has access to these assets, is core to understanding and enhancing cyber capability

A robust cyber strategy will account for the importance, and potential risks, associated with key third party suppliers

View the session recording on the SSAA Member Portal under Convention Resources and stay tuned for more cyber education this year. l

3 Embed cyber security in existing risk management practices

Cyber risk is an operational risk that fits within an organisation’s existing approach to risk management

While cyber risk cannot be reduced to zero there are a number of accessible and low-cost controls that all organisations can utilise

The board should regularly assess the effectiveness of cyber controls to account for a changing threat environment, technology developments and the organisation’s capabilities

4 Promote a culture of cyber resilience

A cyber strategy, proactively overseen by the board, can be a business enabler by identifying opportunities for the organisation to build cyber resilience

Regular, engaging and relevant training is a key tool to promote a cyber resilient culture, including specific training for directors

Incentivise and promote strong cyber security practices, including participating in phishing testing and penetration exercises

5 Plan for a significant cyber security incident

Directors should proactively prepare and plan for a significant cyber incident

Simulation exercises and scenario testing are key tools for the board and senior management to understand roles and responsibilities

A clear and transparent approach to communications with all key stakeholders in a significant cyber incident is critical in mitigating reputational damage and allowing for an effective recovery

State of the Industry 2022

State of the Industry 2022

State of the Industry 2022

State of the Industry 2022

Exploring the current state and future outlook for self storage across Australasia.

Exploring the current state and future outlook for self storage across Australasia.

Exploring the current state and future outlook for self storage across Australasia.

Exploring the current state and future outlook for self storage across Australasia.

Demand Drivers

Density and downsizing to play a leading role in driving storage demand. Australia’s apartment approvals are recovering but remain significantly below the peaks experienced in the years following the Global Financial Crisis. Similarly, there is a downward trend in the number of apartments being approved in New Zealand, since the peak of 2019. There has been a rise in townhouses and flats in New Zealand, likely to be an indicator of a change in living preferences brought about by COVID-19. Shifts towards smaller living spaces should drive demand.

Australia continues to experience an ageing population, with the number of retired persons increasing year on year, at an average rate of 2.1% per annum. A spike in the number of retired persons occurred in 2020, when the number of retired persons increased by 3.6 % on 2019.

It is anticipated that with an increasing retirement rate, a higher proportion of the population is more likely to start downsizing, which should give rise to self storage demand from this cohort of society.

More than just storage

With thanks to our industry partners and all those who contributed data and insights in support of this important research.

Extreme weather events are on the rise, positively impacting storage demand.

The rate of displacement from natural disaster (floods, wildfires, storm and wet mass movement) has increased by 175% in the past five years, and 431% in the past 10 years across Australia.

Floods and wildfires make up the vast majority of displacement events in Australia in recent years, whilst flooding is the primary reason for displacement in New Zealand.

The temporary disruption brought about by natural disasters has been known to drive self storage demand in impacted markets. This is particularly heightened in areas with low housing rental supply/low vacancy levels.

Changes in lifestyle and living spaces are driving demand for self storage.

30 % of consumers surveyed for State of the Industry 2022 had been impacted by a natural disaster or significant weather event in the past two years.

Of those currently using self storage, 45% had been impacted by a natural disaster. Notably, 76 % of current mobile storage users surveyed had been impacted by inclement weather.

Increasing death and divorce rates will contribute to future self storage demand.

The death of a loved one or a relationship breakdown are known drivers of self storage use.

The death rate is increasing across both Australia and New Zealand.

In New Zealand, the death rate increased by 7.1% and 6.8 % in 2022 and 2021 respectively, significantly higher than the 10 year average rate of 2.4% per annum.

Latent Demand

Since the most recent peak of 2018, the Australian divorce rate is forecast to increase year-on-year over the forthcoming 10-year period, at an average rate of 1.17 % per annum.

The inverse is happening in New Zealand, with the number of divorces on a declining trend since the peak of 2004. The number of divorces dropped by 17 % in 2021 and by 8 % in 2020.

Discretionary spend has been high but downward pressures are fast emerging.

Australia’s discretionary spend increased by an enormous 8.77 % between Q2 2020 and Q2 2021. Whilst the discretionary spend rate continues to grow, the rate of growth has slowed, with 5.03 % recorded at Q2 2022 across Australia.

Data from the consumer survey highlights that of those who needed storage in the past two years, 14% are using self storage, 9 % are using an unpaid alternative such as a family or friend ’s place and 6 % have used self storage and since moved out.

23 % of current self storage users have been on a wait list for self storage.

Notably, 11% of people who needed storage in the past two years went without a solution.

In Australia, this represents approximately 2.8 million people potentially in need of self storage.

There are still a large number of people in need of storage across Australia and New Zealand.

The Australian death rate has been lower. Following an average rate of 1.62 % over the past 10 years, it is estimated that the death rate will increase to an average of 2.3 % over the forthcoming 10 years in Australia.

The high levels of disposable income apparent across the pandemic period is considered to have assisted the economy through the uncertainty of the past 24 months.

Heightened inflation and increasing interest rates are likely to continue to place downward pressure on discretionary spend in both Australia and New Zealand.

In New Zealand, this represents approximately 660,000 people potentially in need of self storage.

Consumer insights confirm significant untapped demand across Australia and New Zealand.

Breaking down the barriers to self storage use is key to unlocking this latent demand.

Data from the consumer survey highlights that of those who needed storage in the past two years, 14% are using self storage, 9% are using an unpaid alternative such as a family or friend’s place and 6% have used self storage and since moved out.

23% of current self storage users have been on a wait list for self storage.

Notably, 11% of people who needed storage in the past two years went without a solution.

In Australia, this represents approximately 2.8 million people potentially in need of self storage.

In New Zealand, this represents approximately 660,000 people potentially in need of self storage.

Breaking down the barriers to self storage use is key to unlocking this latent demand.

In Australia, approximately 2.8 million people needed a storage solution recently and didn’t use self storage

There are still a large number of people in need of storage across Australia and New Zealand.

Community Engagement

WINNER Community

Shed by Storage Choice, Queensland, AUS

Storage Choice is committed to being a positive member of the local communities where its facilities trade. They know that the cost of storage space can be an issue for many community-based organisations and that those funds could be redirected into other areas to help them thrive.

Many situations arise through emergencies, such as domestic violence, weather events and other circumstances that require storage. Storage Choice found that funding for storage is often unavailable through many traditional support programs, and its Community Shed initiative fills that void.

Sponsored by Universal Storage Containers

Storage Choice wanted to create a simple process for local community charitable organisations or individuals acting on behalf of individuals to reach out regarding their storage requirements, particularly in times of crisis.

They created a name and logo for the initiative and a web page within the framework of their website

that describes the program. It has a simple online form where an organisation or individual can submit a request detailing their needs without having to call and discuss their situation in person. The website is storagechoice.com.au/ community-storage-shed/.

The program was launched in 2020 after fine-tuning and consultations with organisations that deal with these situations at the coalface. It was launched through social media, and the facility managers were encouraged to discuss the program with local community contacts.

Previously, Storage Choice had always offered storage space at no cost where possible for worthwhile causes. This was done on an ad-hoc site-by-site basis that required organisations or individuals to conduct their own research, find them, and then make contact and explain their situation. The Community Shed program has, in many ways, turned that around.

Storage Choice now approaches them, offering to help where they can, not the other way around. Or, at the very least, making the process as simple and painless as possible. Since the launch of the program, the impact that it has had on the business has been overwhelmingly positive. It has simplified the process for the facility managers to deal with these requests and has strengthened the Manager’s and the brands’s relationships with the local community. Most importantly, it has enabled Storage Choice to assist where they previously may not have received a request.

From its inception, this initiative was designed to assist those in need, not generate publicity. However, many of the organisations they support have been happy to share their experience on social media platforms and websites. Storage Choice has gained brand exposure and shared this goodwill on its social media platforms.

Storage Choice’s nine locations currently support community groups and individuals in need.

“The team from Baby Give Back are so grateful for the ongoing and unwavering support from Storage Choice. Using a storage shed lets us keep our premium warehouse space clear for our volunteers. Without space for our volunteers, we wouldn't be able to support as many vulnerable families in our community. Bulk orders and boxes that we pack donations into are stored in our shed, and Storage Choice is always willing to accept deliveries for us and bring a load of boxes around to the warehouse to help us out. We are so grateful for this support and believe that every child deserves a safe start to life.

– Carly Lovell

They have continued to assist and support 29 different charities and numerous individual situations. Often these charities and community organisations are smaller local groups that do not have the profile of some of the more well-known organisations who offer amazing and often life-changing assistance to those in need.

Some of these include The Youth Development Foundation, The Pass It On Project, Camp Quality, Choice Passion Life Disability Service, Baby Give Back, Youth Indigenous Service, Small Steps for Hannah Foundation, Grassroots Rugby and many more.

The Community Shed initiative is just that, a shed that Storage Choice makes available to those in need in their local communities and for local not-for-profit and charitable organisations that need a hand. By providing the initiative with a name, logo, and website, it has made the program easy to identify by those to whom it’s intended to reach. The goal is always to help more where possible though this depends on availability

within the facilities. Storage Choice will always do its best to help.

Congratulations to Storage Choice as The Community Shed program has delivered on its goal of assisting the communities where their facilities trade. l

Opportunity

Storage Choice believes this initiative could be applied more broadly as sometimes they receive requests that they can not accommodate due to lack of unsuitable storage space, location proximity and the like. It would be a fantastic opportunity to share these requests with other storage organisations that may be able to help and vice versa, ideally by using the website, keeping it simple without requiring the applicant to make another application phone call or jump through the hoops.

•

New-look training modules ready for use

Whether you are new to self storage, a seasoned storage expert wanting to refresh your knowledge or are seeking specific answers such as when to use the termination or default procedure, our refreshed SSAA Storage Agreements training offering may be just what you need to master our latest agreements and solidify your operational procedures. The SSAA team has worked to put together interactive training modules for Australian and New Zealand members for a more engaging experience as members explore the ins and outs of the procedures to follow when signing up and managing storers.

How is the training structured?

The Australian and New Zealand training courses consist of these learning topics:

l Introduction: Defining Self Storage

l Part 1 (users can select the relevant course based on which agreement is in use at their facility):

• Understanding the Standard Storage Agreement; OR

• Understanding the Managed Storage Agreement; OR

• Understanding the Mobile Storage Agreement

l Part 2a: Signing up Personal Storers

l Part 2b: Signing up a Company

l Part 3: Conditions for Accessing a Storer’s Space

l Part 4a: Managing Storers with Overdue Storage Fees (Default Procedure)

l Part 4b: Selling or Disposing of a Storer’s Goods

l Part 5: Terminating an Agreement with a Storer

l Part 6: Managing a Deceased Storer’s Unit

l Part 7: Hire Agreements

Each module takes about 20 to 30 minutes on average and can be paused and resumed as needed without losing progress within the training module. Users will take a quiz at each module’s completion to check their understanding and will be presented with a completion certificate.

Training modules need not be completed in the same order as listed above. If you want to refresh your knowledge on a few specific topics, you can opt to only complete those training modules in the course bundle.

What’s changed from the previous online training offering?

The Understanding Storage Agreements Training Course (previously termed ‘Legal Training’) is now presented in video format (rather than text-based) to improve learner engagement as you progress through the course. The learning material updates reflect recent changes in the 2022 agreement suite.

The training course has retained the key learning topics that members are familiar with. This ensures learners are provided with a strong foundation for understanding the legal relationship between a facility and storer, an understanding of the facility’s rights and responsibilities and confidence in dealing with troublesome storers,

should the need arise. The training also seeks to answer some of the hot topics that pop up frequently in the SSAA Legal Help Desk, such as:

l How are the agreements used in self storage different from lease agreements?

l How do I know if sufficient notice has been provided to a storer before I can proceed with selling/ disposing of goods under the Default Procedure?

l How can I terminate an agreement if no fixed period was set when signing up the storer?

l Can I dispose of a storer’s goods if they’ve left them behind after termination, or do I have to sell them?

l If a storer passes away, who can I allow to enter the space?

l What sort of identification do I need from the representatives of a company wanting to sign up for storage?

And much more.

All facility members can now access the new course as part of their membership benefits.

How to access the training?

Click on the ‘Training’ tab on the Member Portal and select the Australian or New Zealand training course. This will take you to the external Thinkific learning site. Click the ‘enrol’ button for the relevant course and register for your free student profile using your name and email address. The training modules will then appear on your ‘Student Dashboard’.

Will other training opportunities become available in the future?

In addition to the new and improved storage agreement training, the SSAA team has been working behind the scenes to prepare additional training courses in response to members’ feedback on where they would like to develop their knowledge and skillset further.

Action OHS – Safety Training for Facilities

The SSAA has been working closely with Occupational Health and Safety (OHS) Help Desk partner, Action OHS, to develop a ‘safety simplified’ training course. The vision behind

the course is to demystify the topic of workplace health and safety through a clear explanation of what procedures facilities are required to have in place, coupled with practical examples of how to minimise risks in a storage facility context.

These training modules will provide an overview of the following topics:

l Management Obligation and Knowledge

l Hazard and Risk Management

l Consultation and Communication

l Safety Induction and Training

l Incident Reporting and Management

l Injury Management and Return to Work

l Contractor Management

l Workplace Monitoring and Inspections

l Emergency Management

l Ergonomics and Manual Handling

WorkHaven (Joanna Mason) – Domestic & Family Violence (DFV) training course

Joanna Mason from WorkHaven presented an impactful and informative 2022 Convention presentation on Domestic and Family Violence (DFV) awareness. Following this, she is working with the SSAA to develop a series of training modules to support facilities in their DFV prevention plan as they, in turn, support their communities.

The Action OHS and WorkHaven training offerings will soon be available in the Member Portal. l

If you have any questions about our new training courses on offer or have suggestions for future training offerings, please contact: membership@selfstorage.com.au

Safety leadership is core to a successful business

By Tim Callinan.

Successful leaders realise that safety is a critical component of a sustainable business, and in doing so, they integrate safety into their business strategy.

They understand that for the ongoing success of a business, there needs to be an investment in resources to ensure the health and wellbeing of all stakeholders.

Often those leaders who don’t see safety as a core requirement will wait until the impacts of not allocating resources can be measured on financial statements.

Unfortunately, this is usually after a significant incident has occurred and can be in the form of workers’ compensation premiums or fines imposed by a safety regulator for a breach of the law.

In small- to medium-sized businesses, it is often the case that they need more time and money invested into staff health, safety and wellbeing. For those that experience fast growth, this is when the health, safety and wellbeing needs increase disproportionately.

As more people are brought into the organisation, new hazards are introduced, and people are not made aware due to processes not being well documented. This can also result in inadequate training or supervision, which may increase the risk of injury and the delivery of poorquality products, impacting financial performance.

The risk of psychosocial hazards

Psychosocial hazards and resultant physical and mental injury within the workplace can often significantly affect a business’ performance and success. The government has recognised this by introducing regulations requiring businesses to identify and address the risk.

For the most part, leaders that recognise the risk of injury from psychosocial hazards and

implement appropriate control measures in the workplace are more likely to have successful and sustainable operations.

Those leaders who do not recognise the risk or implement appropriate controls will likely have a long-term unsuccessful business, and may be subject to intervention by the regulator that will make the business identify and address the risk.

What is good safety leadership?

Traditionally, good safety leadership could be characterised by a continuous process of identifying hazards (primarily, physical), implementing controls and reviewing their effectiveness either periodically or after a change/ incident. This process was usually achieved through consultation

Tim is an experienced Health and Safety Practitioner, OHS and Environmental systems Auditor and Tertiary Qualified Engineer. He has held operational and consulting roles, being responsible for Health and Safety and developed, implemented, and maintained OHS and Environmental Management Systems of global organisations in the manufacturing, construction, and logistics industries.

and communication with relevant stakeholders. Determining the level of risk posed by psychosocial hazards that will result in implementing effective policies and procedures is an important addition, along with effective communication channels to make it easy for employees to report issues and receive support. It will also prioritise training and education of management, employees, and supervisors on recognising, reporting, and addressing psychosocial hazards and promoting the employees’ overall wellbeing with programs and resources. l

Action OHS Consulting is expert in providing solutions for business leaders that will ensure compliance for your organisation and improve overall business performance.

The OH&S Help Desk has been established by the SSAA to support its members. This advisory service is free. Free call 1800 067 313 (Australia); 0800 444 356 (New Zealand); or email admin@selfstorage.com.au.

“ For those that experience fast growth, health, safety and wellbeing needs increase disproportionately.

In 2022 we saw challenges with bringing the workforce back into physical offices after a couple of years of working from home. A lot was happening – all with business as usual to consider.

In 2023, leadership needs to be employee-focused as it is no longer one-size-fits-all. Each human has different thoughts and needs and circumstances. Employees have more choices, rights, and good leaders go with the tide, not against it. Leaders need to articulate a purpose/ reason for decisions and request feedback.

Leadership in 2023 empowers individuals to speak their minds, ask questions and be informed about business decisions. This helps create security and a feeling of connection within your team.

Leadership takes confidence and courage. It is OK to fail occasionally, as even the most outstanding leaders make mistakes. But leadership requires consistency. Consistently be available and accessible, consistently provide information and listen, consistently show by doing. Leadership can be tiring but incredibly rewarding when you get a second to step back to see how those that have observed grow into leaders.

Leadership needs to be more employee-focused

By Damien Gooden, CEO HR Central.

What can leaders be prepared for in 2023?

1 More hires

Bernard Salt* has suggested that migration will be at record levels this year and that the new record will be beaten again for the next two years. As our skilled migrant quota grows, so will ease of access to talent. This should help reduce the high levels of stress we saw in 2022.

2 More fires

With increased access to talent, I think some of the organisations which, over the past 12-18 months, hired underqualified people and paid them over – just to get someone in a seat – will take stock and make moves on those employees.

3 Fair Work changes

There were changes in late 2022, and there are more to come. Be across these changes and implement them in line with when they are introduced.

Businesses under Enterprise Agreements must keep a close eye on upcoming changes in this space.

4 Price increases

The effects of inflation continue to pinch small businesses, and some of those costs will have to be passed on to customers/clients.

5 People back in the office

I think we will see more and more employees wanting to spend some time (not all time, if they don’t have to, and not time for time’s sake) in the office. After so long working at home, people will yearn to reconnect with colleagues and get out of the house. But not at the expense of being able to pick kids up from school/sports/pass times or their morning walk etc.

As your SSAA HR Helpdesk, please note we are here and available and always looking to further improve our processes, people, and service for our clients. l

*Bernard Salt is one of Australia’s leading social commentators and business analysts. He argues that social and cultural change are powerful forces that are reshaping the way we live, the way we work and even how we form relationships. He draws on various data sets to interpret social change both now and the future.

To infinity and beyond: things to understand about franchising your self storage business

By Peter Huang and Emily Clapp, Hunt and Hunt Lawyers.

Successful facility owners with intentions of becoming industry leaders may wish to extend and expand their business. One route that this mover and shaker could navigate is franchising. While starting your own franchise can seem daunting, it also brings significant opportunities for growth. This would equally apply to independent Facilities looking to join an existing franchise. Before you start, it is critical to understand what franchising is and what laws may impact a franchise.

What is franchising?

Franchising is replicating a successful business format in different locations, using independent franchise owners,

known as franchisees. Franchising allows a business to operate under the brand of another business.

It requires a franchisor, that is, the business owner selling the rights to their business, to understand what makes the businesses profitable, and impart the knowledge and provide the support to assist the franchisees to be successful. The franchisor controls the name, brand, intellectual property and business system. Ultimately, the relationship is designed to be mutually beneficial, and each party’s long-term success depends upon the other’s success.

In the self storage context, franchising is a product of the self storage boom, which has seen an ever-increasing demand for offsite storage. Franchising is a way for entrepreneurial, prospective business owners to enter what is now a competitive field and an industry that relies heavily on reputation.

Is franchising right for me?

Like all successful business activities, establishing a franchise network requires careful and thorough planning. The rationale behind establishing a franchise network should be that a franchise network will produce the optimal financial outcome for the franchisor.

The starting point will be to assess the viability of the business to be operated by the franchisee. This will not only establish whether the franchisee can make sufficient profit to be viable, but it will establish the range of the franchise fees and any margin on the storage service that the franchisor could reasonably expect to receive. Suppose the result of this exercise is that the franchisee cannot trade profitably. In that case, the franchise model may not

be suitable, and the facility owner should seek an alternative way to expand their business.

Legal relationship

It is a common misconception that the parties automatically choose the legal relationship that will govern their affairs by entering into a franchise relationship.

The parties to a franchise must still choose the type of legal relationship into which they propose to enter. The franchisor usually makes this choice by describing the legal relationship in the franchise agreement. Typically, the relationship will be that of independent contracting parties, and all employment, partnership, agency and other relationships will be expressly excluded. However, there are franchise relationships that involve different types of arrangements.

Franchisors often prefer to grant a franchise to a company, with its directors and shareholders as guarantors, to minimise the risk of classification of the relationship as an employment relationship. An employment relationship will attract vicarious liability and a range of employment taxes (payroll tax and

Emily Clapp.

“ The franchisor can grow its brand, and the franchisee can take advantage of an expert in all aspects of self storage management.

Peter Huang.

workers’ compensation) that would put the structure at a commercial disadvantage compared to a business-to-business relationship. Further, a partnership is undesirable as both partners are jointly and severally liable for the actions of the other.

Great care must be taken in selecting the appropriate legal relationship, mainly where third parties are involved. The legal relationship, and the terms and conditions of the franchise agreement, must be tailored to suit the Facility and its individual business circumstances.

Franchising Code of Conduct and Australian Consumer Law

As well as the contractual agreement which is the franchise agreement, the sources of rights and obligations in the franchise relationship include: l the Franchising Code of Conduct (Code); l the Australian Consumer Law; and l the Competition and Consumer Act 2010 (Cth).

It is mandatory for all franchisors and franchisees to follow the Code.

The Code addresses potential issues that may arise given the traditional power imbalance between franchisors and franchisees.

The Code requires potential franchisees to be given full disclosure and information before they sign a contract, sets out the minimum conduct of participants in franchising, and provides a dispute resolution scheme and penalties for non-compliance. The Code is not intended to replace independent legal, business or accounting advice before entering into a franchise relationship.

Responsible franchising and the requirements of the Code and the Australian Consumer Law dictate that a franchisor must not sell a franchise if there is no reasonable prospect of financial success for the franchisee.

Prospective franchisors and franchisees should note that the Code was amended in June 2021 to include, amongst other things, additional pre-entry disclosure requirements, franchisee-friendly termination rights, a higher threshold for restraint of trade provisions and prohibition on franchisors

from passing on certain legal costs. The Australian Government has also launched the Franchise Disclosure Register, a free directory of franchisors.

Conclusion

In the self storage context, the franchise relationship is mutually beneficial. The franchisor can grow its brand, and the franchisee can take advantage of an expert in all aspects of self storage management. The franchisor is a source of experience the franchisee can tap into, be it facility design, management systems or customer service advice.

Facility Owners looking to franchise their business or join an existing franchise need to ensure the franchise agreement is suitable and tailored to their needs. Franchisors and franchisees must also ensure they are not in breach of the Code and other laws. l

If you require assistance with franchise agreements or compliance with the Code, please get in touch with the SSAA Legal Help Desk for assistance.

Disclaimer: The information contained in these answers is of a general nature and is not intended as legal advice. It is important that you seek legal advice that is specific to your circumstances. Please refer to the SSAA’s website for more information on the SSAA’s Legal Help Desk.

Lock Distributors have been distributing and developing security for self-storage since 1986.

Lock Distributors have been distributing and developing security for self storage since 1986.

Protect your business and lock into profits using our top quality

roducts, friendly customer service and unparalleled expertise.

Protect your business and lock into profits using our top quality products, friendly customer service and unparalleled expertise.

ACCESS CONTROL, FIRE & SECURITY

PTI SECURITY SYSTEMS

T: Sales: 1300 798 860

Support: 1300 159 473

E: apac-sales@ptisecurity.com www.ptisecurity.com

AD-TECH Security

Adrian Rostirolla

T: 1300 306 090

E: adrian@ad-tech.com.au www.ad-tech.com.au

––––––

AlarmQuip Security Systems

Evan Richardson

T: 1300 552 520

E: admin@alarmquip.com.au www.alarmquip.com.au

––––––

QueAccess Pty Ltd

Mike Bristol

T: 1300 783 222

E: info@QueAccess.com.au www.queaccess.com.au

––––––

Sentinel Storage Systems

Jason Keane

T: 1300 852 117/+61 3 9988 2035

E: info@storagesecurity.com.au www.storagesecurity.com.au

ANCILLARY SERVICES

PACKAGING

VISY BOXES & MORE

Ralph Inglese

T: 13 84 79

E: vbm_vic@visy.com.au www.boxesandmore.com.au Branches across AUS and NZ

PRINTING

Homestead Press

Ingrid Nammensma

T: +61 2 6299 4500

E: printing@homesteadpress.com.au www.homesteadpress.com.au

CLEANING

Sweepers Australia

Michelle Maxwell & Vaughan Rose

T: +61 3 9562 7533

E: info@sweepersaustralia.com.au www.sweepersaustralia.com.au

COMPUTER REPAIR & IT SERVICES

Millennium Technology

Shane Goodall

T: 0800 724 376

E: info@millenniumtechnology.co.nz www.miltech.co.nz

LOCKS

Lock Distributors Australia

Martin Coote

T: 1800 28 77 24

E: service@lockdistributors.com.au www.lockdistributors.com.au

STORAGE AUCTION

iBidOnStorage

Brennan McLoughlin

T: +61 2 4302 0605

E: info@ibidon.com.au www.ibidonstorage.com.au

TELECOMMUNICATION

URL Networks

Ashley Breeden

T: 1300 331 178

E: support@url.net.au www.url.net.au

DESIGN & CONSTRUCTION

STORCO STORAGE SYSTEMS

Jonathan Layton

T: +61 2 6391 2800

E: jonathan.layton@storco.com.au www.storco.com.au

Aluminium Specialties Group PTY LTD

Peter McLean

T: 1300 257 732

E: pmclean@alspec.com.au www.alspec.com.au

––––––

Cloustruct Pty Ltd

Robert Clouston

T: +61 409 726 789

E: bobby@cloustruct.com.au www.cloustruct.com.au

––––––

Gliderol Garage Doors

Tom Ainscough

T: +61 8 8360 0000

E: tainscough@gliderol.com.au www.gliderol.com.au

Janus International Australia PTY LTD

Stephen Boxall

T: +61 7 3865 1600

E: sales@janusintl.au www.steelstorage.com.au

RegisBuilt Group

Anthony Regis

T: 1300 388 224

E: anthony.regis@regisbuilt.com.au www.regisbuilt.com.au

––––––

Storcad Pty Limited

Javier Rezzonico

T: +61 447 566 988

E: info@storcad.com.au www.storcad.com.au

Taurean Door Systems

Vikram Indugula

T: +61 3 9721 8366

E: Vikram.Indugula@stramit.com.au www.taureands.com.au

Total Construction Pty Ltd

Steven Taylor

T: +61 2 9746 9555

E: stevet@totalconstruction.com.au www.totalconstruction.com.au

FINANCIAL SERVICES

Bishop Collins Pty Ltd

Phillip Keenan

T: +61 2 4353 2333

E: mail@bishopcollins.com.au

www.bishopcollins.com.au

Debtplacer

James Cook

E: support@debtplacer.com

www.debtplacer.com

HR SERVICES

HR Central Cath Grawe

T: 1300 717 721

E: cath.grawe@hrcentral.com.au

www.hrcentral.com.au

INSURANCE SERVICES

AON Risk Services

Darren Clauscen

E: darren.clauscen@aon.com

T: +61 2 9253 8350

www.aon.com.au/storage

AON Risk Services NZ

Jeffery Nathan

E: jeffery.nathan@aon.com

T: +64 9 362 9535

www.aon.co.nz

––––––

Midland Insurance Brokers

Gilda Mihran

T: 1300 306 571

E: storage@midlandinsurance.com.au www.midlandinsurance.com.au

Wallace McLean Ltd Insurance Brokers and Risk Advisers

Simon Keenan

T: +64 9 358 7233

E: simon@wallacemclean.co.nz www.wallacemclean.co.nz

LEGAL SERVICES

Hunt & Hunt Lawyers

Graeme Armstead

T: +61 3 8602 9200

E: garmstead@huntvic.com.au www.hunthunt.com.au

LIFTS & HOISTS

SOUTHWELL LIFTS AND HOISTS

Hamish McGregor

T: +61 2 4655 7007

E: sales@southwell.com.au www.southwell.com.au

ABT Loadmac Ltd

Chris Walker

T: +61 431 281 108

E: chris.w@loadmac.com www.loadmac.com

––––––

Safetech Lifts & Hoists

Tony Krlevski

T: +61 3 5127 4566

E: sales@safetech.com.au

www.safetech.com.au

MANAGEMENT SERVICES

Kennards Self Storage Management Services

Fiona Harding

T: +61 2 9764 9815

E: fiona@kss.com.au www.kss.com.au

Pioneer Performance

Leigh Thewlis

T: +61 438 021 944

E: admin@pioneerperformance.com.au www.pioneerperformance.com.au

Storage King Management Services

Martin Richards, Australia/ New Zealand

T: +61 2 9460 6660

E: martin@storageking.com.au www.storageking.com.au

StoreLocal

Mark Greig

T: 1300 099 022

E: partners@storelocal.com.au www.storelocal.com.au

Vision Self Storage Management

Gavin Koorey

T: +61 2 9432 2880

E: gavin@vssm.com.au www.vssm.com.au

OHS SERVICES

OHS Action Consulting

Craig Salter

T: +61 409 772 499

E: craig.salter@actionohs.com.au www.actionohs.com.au

REAL ESTATE & VALUERS

CBRE Limited

Peter Hamilton

T: +64 9 355 3333

E: peter.hamilton@cbre.co.nz www.cbre.co.nz

––––––

CBRE

Dylan Adams

T: +61 7 3833 9833

E: dylan.adams@cbre.com www.cbre.com.au/people-andoffices/corporate-offices/brisbane

––––––

Collins & Associates

Malcolm Collins

T: +61 3 8456 5134

E: malcolm@malcolmcollins.com www.malcolmcollins.com

Cushman and Wakefield

Linda Sharkey

T: +61 3 8359 0091

E: linda.sharkey@cushwake.com www.cushmanwakefield.com

Highway Frontage Specialist

Estate Agents

Matt Walsh

T: 1300 661 950 +61 3 9944 9350

E: matt@highwayfrontage.com.au www.selfstoragerealestate.com.au

––––––

m3property

Jeremy Hoffman

T: +61 7 3620 7900

E: Jeremy.hoffman@m3property.com.au www.m3property.com.au

My Haus Property Group

Kira Steinhaus

T: +61 7 5478 9122

E: info@my-haus.com.au www.my-haus.com.au

Urbis

Shane Robb

T: +61 2 8233 7627

E: SRobb@urbis.com.au www.urbis.com.au

––––––

Valuation Partners

Martin Fallon

T: +61 3 9674 0374

E: mfallon@valuationpartners.com.au www.valuationpartners.com.au

SOFTWARE SOLUTIONS

STORMAN AUSTRALIA

T: +61 7 3319 1522

E: sales@storman.com www.storman.com

STORMAN NEW ZEALAND

T: +64 9 280 3393

E: sales@storman.com www.storman.com

Centreforce Technology Group Pty Ltd

Dallas Dogger

T: +61 7 3889 9822

E: sales@centreforceit.com.au www.centreforceit.com.au

Podium

Chris Connelly

T: +61 478 180 191

E: chris.connelly@podium.com www.podium.com

Sitelink

Michael Dogger

T: +61 7 3889 9822

E: support@sitelinksoftware.com.au www.sitelinksoftware.com.au

Storeganise

Miles Davison

T: +1 416 639 0873

E: hello@storeganise.com https://storeganise.com/

STORAGE CONTAINERS

UNIVERSAL STORAGE CONTAINERS (USC)

Shay McQuade

T: +61 438 256 541

E: shay.mcquade@universalstorage containers.com

www.universalstoragecontainers.com

AIM Quickbuild

Elise Kelsey

T: +61 3 9720 4455

E: ekelsey@aimhire.com.au

www.boscontainer.com.au

––––––

NZBOX Ltd

James Scott

T: 0800 818 818

E: james@nzbox.kiwi.nz

www.nzbox.kiwi.nz

United Rentals Australia Pty Limited

Craig Baker

T: +61 2 9482 3466

E: removals@royalwolf.com.au

www.royalwolf.com.au

WEBSITE DESIGN

Big Budda Boom Pty Ltd

Andy Pudmenzky

T: 1300 660 937

E: info@bigbuddaboom.com.au

www.bigbuddaboom.com.au

––––––

R6 Digital Michael Dogger

T: +61 7 3889 9822

E: sales@r6digital.com.au

www.r6digital.com.au

COMING SOON: 2023 Self Storage Supplier Guide

FACILITY MEMBERS

Access Ezy Limited

35 Dornwell Road

MT ROSKILL AUCKLAND 1041

T: +64 962 579 23

E: info@accessezy.co.nz

Albany City Storage

41 Vine Street

CENTENNIAL PARK WA 6330

T: +61 401 521 127

E: andrewm@statewidebcwa.com.au

All American Self Storage

2000 E 3rd Avenue

SAN MATEO CA 9440

T: +1 650 342 9595

E: aamericansstorage@sbcglobal.net

––––––

All Time Storage

57-59 Quarry Road

MURWILLUMBAH NSW 2484

T: +61 430 486 607

E: alltimestorage2484@gmail.com

Esrom Street Self Storage

37 Esrom Street

BATHURST NSW 2795

T: +61 448 888 586

E: jordan@dunbarscaffold.com.au

Kent Relocation Group Pty Ltd

6 Venture Close

COOLUM BEACH QLD 4573

T: +61 7 5351 1744

E: george.keon@kentrelocationgroup.com

Kyogle Storage Sheds Pty Ltd

1 Craig Street KYOGLE NSW 2474

T: +61 2 6632 1674

E: kyoglestoragesheds@gmail.com

––––––

Lakeside Storage Pty Ltd

1 Leafy Lane

CHEVALLUM QLD 4555

T: +61 423 686 640

E: accounts@lakesidestorage.au

Code of Ethics

Premier Caravan Storage Lismore

2 Walton Drive

SOUTH LISMORE NSW 2480

T: +61 493 578 626

E: premiercaravanstoragelismore@ outlook.com

Premium Holdings Unit Trust

6 Rooney Drive

MOE VIC 3820

T: +61 409 070 070

E: rishideep@live.com.au

Sheds & Showrooms Pty Ltd

24 Brindley Street

AUGUSTA WA 6290

E: dave.w@norupwilson.com

––––––

Storage Protect Pty Ltd

5-11 Enterprise Way

YARRAWONGA VIC 3730

T: +61 428 248 866

E: info@storageprotect.com.au

The Mill Storage Co.

39 Mary Terrace

MURRAY BRIDGE SA 5253

T: +61 407 100 331

E: info@millstorage.com.au

ADDITIONAL FACILITIES

Stax of Storage Yarraville

27-35 Huges Street

YARRAVILLE VIC 3013

T: +61 3 9068 3222

E: yarraville@staxofstorage.com.au

United Rentals New Zealand Taurikura

353 Taurikura Drive

TAURIKO BAY OF PLENTY 110

T: 0800 266 824

E: accountspayable@royalwolf.co.nz

United Rentals New Zealand Wellington

64 Seaview Road

WELLINGTON 5010

T: 0800 266 824

E: accountspayable@royalwolf.co.nz

Wilson Storage Altona

604 Geelong Road

BROOKLYN VIC 3012

T: +61 3 9315 4040

E: beau.cameron@wilsonstorage.com.au

Wilson Storage Caroline Springs 11 Westwood Drive

DEER PARK VIC 3023

T: +61 3 8390 2000

E: trudy.jacobucci@wilsonstorage.com.au

PROVISIONAL MEMBERS

Boman Irani

7/249 Rathdowne Street

CARLTON VIC 3053

T: +61 435 170 942

E: boirani12@gmail.com

Chris Bowers

2a Emily Street

BRIGHTON VIC 3186

T: +61 418 557 126

E: chris.m.bowers@outlook.com

––––––

Jack Lourie

9 Allister Avenue

CHRISTCHURCH 8014

T: +64 275 241 414

E: jack.lourie1@gmail.com

Matt Taylor

18-20 Capital Link Dr

CAMPBELLFIELD VIC 3061

T: +61 487 788 834

E: matt@totalpiping.com.au

The Self Storage Association of Australasia’s Code of Ethics are fundamental to the values of the SSAA and essential to achieving its mission to lead the storage industry in Australasia by promoting the highest standards of ethics and professional excellence for the ultimate benefit of all members and customers. As a SSAA member, you are required to follow the Code.

1. Members will ensure that their workplace is a safe environment for employees, customers and other visitors to the site.

2. Members will treat all employees, customers and visitors to the site with respect.

3. Members will promote the positive image of the industry through ethical and honest advertising and business practices.

4. Members will undertake to report any suspected criminal activities to the relevant authorities.

5. Members will comply with all relevant local, state and federal government laws and regulations regarding a self storage business.

6. Members will use a current approved SSAA storage agreement or develop an alternative that delivers the equivalent contractual agreement.

7. Members will ensure that staff are competent in their duties and complete appropriate training in current industry practices.

8. Members will participate honestly, cooperatively and transparently with any investigation by the SSAA into any alleged breach of this Code of Ethics.

As a facility owner, the last thing you want is unutilised space. So what do you do with all the little voids too small to be a standard unit?

Turn those unutilised spaces into a valuable part of your unit mix with the new Series 1000 Locker from Stoco.

Each locker is a secure, interlocking, selfcontained storage space. The standard 1m² size is perfect for students, travellers,

or tradies. Custom sizes are also available, so you can cater to specific local needs.

The lockers can be installed during facility construction, or ordered and assembled after you’ve opened. Easily assemble a whole bank in just a few hours for versatile storage that fits anywhere and looks great. Don’t sweat the small stuff - make it work for you with the Series 1000 Locker.

No more unutilised space

Discover more projects like this