CECC Upate 156 - August 2013 by Canterbury Employers' Chamber of Commerce

Issue 156

update

The Health and Safety Edition

Answering the safety question How has our culture of safety changed? Good governance practice guideline What you need to know Dealing with the media Forewarned is forearmed The growth of a good idea A meeting of minds for a very smart start-up Taking safety to new heights A revolutionary device for safer workplaces

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18 Health and safety trends CECC health and safety expert Helen Mason discusses developments and trends in health and safety, and how local businesses are responding. Page 18

34 The growth of a good idea Training guru and RedSeed managing director Anya Anderson shares how a “fortuitous meeting of minds at just the right time” led to a very smart start-up. Page 34

22 Good governance practice guideline What you need to know about the new health and safety governance guideline. Page 22

4 It starts at the top As the rebuild ramps up, CECC chief executive Peter Townsend says the issue of health and safety in the workplace has become more critical than ever. Page 4

8 Answering the safety question Questions of health and safety have become an all-too evident part of the daily lives of Canterbury people. Has the experience of the earthquakes and the recovery changed our culture of safety in the region? Pages 8-13

35 Taking safety to new heights Local company HeightSafe NZ is revolutionising ladder safety. Page 35

41 28 Dealing with the media after workplace accidents Forewarned is forearmed – local media training whiz Pete Burdon looks at how businesses should respond to media after workplace accidents, or any crisis. Page 28

Multiple generations in the workplace The workplace offers all sorts of challenges in terms of handling the differences across the generations – here’s how you can benefit from those differences. Page 41

42 Behind the brand Apparelmaster Christchurch general manager James Borthwick discusses the benefits of a family-run business – and why it is key to the company’s longevity. Pages 42-43

15 Collaborating our way to prosperity We look at how Collaborate Canterbury is connecting local businesses with other New Zealand companies, to help build capacity and resource during the rebuild years. Page 15

Page 4-7 Business Opinion

Feature Pages 8-13

Pages 8-13 Feature Pages 14-17 General Business Pages 18-22 Your People Pages 23-26 Events and Training Pages 28-29 Sales and Marketing

Answering the safety question

Pages 31-33 Export and Import Pages 34-37 Member Profiles Pages 38-39 Arts and Culture Pages 41-43 Small Business Pages 44-46 New Members

CEO Comment

Update August 2013

It starts at the top As the Christchurch rebuild ramps up, the issue of health and safety in the workplace becomes more critical than ever.

To date, we have deconstructed a good part of our city without loss of life in the workplace, and it is important that we remain fully committed to a safe rebuild. At the Canterbury Employers’ Chamber of Commerce, we are seeing an unprecedented demand for health and safety training, and an increasing recognition by all employers, particularly good employers, of the importance of health and safety in the workplace.

Some of the lessons that are being learned in the high pressure

Not long ago, workplace health and safety was seen to be a bit of a tack-on to on-going business activity. There is no doubt at all that it is now seen as a mainstream core component of business. We need to ensure that health and safety practices are increasingly effective and that they are driven by simple, non-bureaucratic and relevant rules that all employers feel comfortable complying with.

and employees on that site.

Issues around health and safety require high quality communication, good data sets and continuous education. We find that when health and safety is driven from the top, business leaders who demand a high level of health and safety in their particular workplaces, get it. Good leaders ensure that health and safety is prioritised – with good systems in place, workplace-specific safety plans, and simple and accurate health and safety reporting. High visibility jackets have almost become the norm in Christchurch, and for good reason. At the construction end of the recovery, much more sophisticated traffic management systems, and much more visible health and safety warnings and site hazard identification notices are becoming commonplace. The recognition that all employees should be well versed in health and safety practices in high risk and low risk working environments is encouraging and it is particularly good to see health and safety practices at centre stage – not just an irritating side issue of workplace dynamics.

environment of the Canterbury rebuild have application across New Zealand. Like everything else post-earthquake, there are new ways of doing things, new practices to be adopted and new collaborative models where agreed health and safety standards apply on large sites across many different companies

We owe it to our community, our families, our workers and ourselves to ensure that the highest possible standards of health and safety are applied in all activities relating to the rebuild and inculcated through our workplaces, whether we have a direct involvement in the rebuild or not. It just makes good sense to reduce carnage in the workplace. Good health and safety practices – well led, well delivered, and well communicated – will materially assist in achieving that objective.

Peter Townsend Chief Executive petert@cecc.org.nz http://petertcecc.blogspot.co.nz/

CEO Comment

Business Opinion

Update August 2013

Celebrating women of influence Westpac is currently searching for the 50 most influential women in New Zealand, in the new Women of Influence Awards.

Westpac South Island Business Banking regional manager Gina Dellabarca says the initiative is designed to support, promote and celebrate diversity, while recognising the invaluable contribution women make to New Zealand.

According to the latest MYOB Business Monitor, 41% of

“Diversity is vitally important in business – allowing businesses of all sizes to benefit from different approaches, perspectives and experience,” says Gina Dellabarca.

revenue in the last year.

“However, sometimes in order to appreciate the full benefit, businesses need to see it in action – these awards will help highlight the enormous contribution women make to local business.” Recently appointed to the Business Banking role, Gina is personally pioneering a role for women in the industry. Over the past seven years, Gina has lead line distribution roles across Westpac. Gina says a particular career highlight was leading the South Island Retail network and being awarded Westpac’s Senior Leader of the Year in 2011.

Christchurch-based SMEs are owned and operated by women, and these businesses were more likely to have increased

“I think many women have historically taken the opportunity to start their own businesses as a way to utilise their talents while seeking more flexible work arrangements. “The key – for women, as for anyone in business – is to cease opportunities when they present themselves and we know there will be significant opportunities through the Canterbury rebuild.”

“In the past many areas of business, particularly in larger companies, have been quite male dominated,” said Gina. “However, as more women are making their mark – on their own merits – the environment is changing to provide more opportunities.” Gina, who is a member of the Global Woman network, says she believes women looking to get ahead in their chosen field benefit greatly from focusing on what they bring to the business. “You want to focus on being authentic and confident about what you can do – understanding your unique value-add. “You also have to lead with confidence, and be prepared to stand up – and standout – on relevant issues.” Gina says women’s distinctly different working styles lend themselves well to success in the workplace, particularly in both thinking strategically and also having the skills to execute on strategy, where multi-tasking and being organised can be a great differentiator.

Are you, or is someone you know, a bold, energetic woman who is helping shape New Zealand’s future? Westpac has partnered with Fairfax Media to establish the Women of Influence awards, celebrating the contribution made by women at local, regional and national level. Submit a nomination to these prestigious awards now at www. westpac.co.nz/womenofinfluence. Entries close Friday, 30 August 2013 Join the conversation: #WOINZ

Business Opinion

Positive signs for business For business, a number of signs indicate the New Zealand economy is starting to gain momentum. Ever since the lowest point of the global financial crisis in 2008-9, business has been looking for signs of recovery. Now there are clear signs of an upswing.

Business and consumer confidence is increasing, along with household spending. Both the manufacturing and services sectors are showing solid growth. The monthly survey of New Zealand manufacturers, the PMI (the BNZ-BusinessNZ P e r f o r m a n c e o f M a n u f a c t u r i n g I n d ex ) s h ow s t h e manufacturing sector is well into expansion mode, and the service sector (the BNZ-BusinessNZ Performance of Services Index – PSI) is not far behind. The farming sector came through last summer’s drought in better shape than expected. Once the drought broke, it was followed by warm temperatures in late autumn, giving farmers a burst of grass growth before winter began. And agricultural exports are finding good prices in overseas markets. China, New Zealand’s largest export customer, continues its dominant position with solid growth prospects around 7.5 percent per year, providing good prospects for dairy and other product sales. (Growth prospects for Australia, New Zealand’s second largest export customer, are more muted however.)

It’s understandable that debt should increase at a time when servicing costs are relatively low and interest rates are at historic lows, but there is a danger that when interest rates rise again, households may get into strife if the economy falters. We shouldn’t assume that interest rates will remain at five to six percent into the future when, on average over time, they have been more likely to be close to double figures. A rising housing market traditionally results in increased consumer spending, seen today in increased electronic transactions and improved retail sales. This raises the risk of inflationary pressures that could lead the Reserve Bank to raise interest rates. This risk makes it all the more important to be clear about the reasons for rising house prices and to ensure any artificial constraints on supply – such as local government planning restrictions – are removed.

The need for rapid expansion of housing supply in Christchurch and Auckland is pressing, and must be expedited without creating a housing bubble. A ‘hot’ housing market is

Business and households will be pleased with proposed reductions in ACC levies over the next three years – a move that will lift disposable incomes and provide some stimulus to the domestic economy. The scope of the ACC reductions is large. Levy reductions of around $300 million are forecast for in 2014-15, rising to around $1 billion in 2015-16. While welcome, the reductions are simply a result of the Government keeping levies artificially high over the past couple of years, reinforcing the fact that premiums should be set independently of Government to ensure that premiums reflect actual insurance principles rather than political considerations.

not in New Zealand’s best economic interests, and we will

One concern in the domestic economy is increasing household debt. While many households paid down debt during the latter part of the global financial crisis, enthusiasm for debt reduction has gone off the boil since. Rising house prices may give a ‘wealth effect’, providing a temptation to take on more debt, even though this doesn’t represent a real increase in wealth.

Phil O’Reilly Chief Executive BusinessNZ www.businessnz.org.nz

hopefully escape any consequential interest rate increases – unhelpful for both business and households. Overall, the improved economic indicators are good news for business. The last five years have been a difficult time for many businesses, which have shown much resilience and fortitude in weathering the post-crisis economic storm.

Feature

Update August 2013

Feature

Answering the safety question Since the earthquakes, questions of health and safety have become an all-too evident part of the daily lives of Canterbury people. But has the experience of the disaster and the recovery changed the culture of safety in the region? And have these responsibilities increased for business as employers, managers and directors work to manage new risks?

Feature

Perhaps one of the most visibly obvious signs of the new environment Christchurch people live and work in is the forest of orange cones they navigate on roads right around the city. For Fulton Hogan, those cones offer a narrow margin of protection to hundreds of employees working on the region’s massive infrastructure reconstruction programme. Operating in the immediate post-quake environment, with a host of new risks created both by the earthquakes themselves and the work they created, the company actually saw a significant reduction in health and safety incidents. “When the first earthquake happened, for the month of September we had only two first-aid incidents,” said Fulton Hogan safety manager, Canterbury/Southern Zone Alan Goy. “Because the guys’ awareness was heightened – they recognised that they had a lot of stuff going on, and that they had to be more aware.” As most Cantabrians will recognise, maintaining the heightened awareness that came with the state of emergency is impossible – and yet the local working environment still presents many risks that need to be managed. Alan says Fulton Hogan is working constantly to assess the risks staff face and continually maintaining the awareness of every employee about the potential hazards any job poses. The company – the Supreme Winner at last year’s Champion Canterbury Awards with a win in both the Champion Infrastructure and ACC Workplace Safety categories – operates within five critical risk areas and seven ‘golden rules’ of workplace safety. These identify the critical risk areas of the business – moving plant, traffic, fall prevention, bitumen, and electricity and energy – and provide mandatory safety practices for each. “That gives us the focus on where we need to put the energy to try and reduce each area of risk. Each one of those areas is focused on as a national initiative, with individual working parties formed to put plans in place to bring the risk down,” said Alan. The company also puts significant effort into constant communication with staff. A theme is chosen each month to focus awareness on specific risks; monthly and daily ‘tailgates’ provide safety updates or specific job briefings; and the safety team also sends regular text updates to foremen to alert them of developing risks, such as changing weather conditions. “Communication is the biggest thing. If we don’t communicate, we’re not getting the message across.” Fulton Hogan has also put a great deal of emphasis on simplifying the safety message to ensure all staff understand what the requirements are. “We’ve got different layers of skills, different layers of education – the whole lot. So what we’ve done, for example, is to take a 10 or 15 page standard operating procedure manual and bring it into one page that is mostly pictures.” However, says Alan, creating a safety culture in every element of the business is not only about messages delivered from the top.

“Design from the top and from the bottom – and meet in the middle – and it will work,” said Alan. “It’s got to be about the real world. You can’t just write up a policy and put it out there. If you are going to develop procedures that work, it has to be done from the floor. If they design it, they own it.”

Feature

Update August 2013

Alan says a real benefit of the post earthquake environment is also the level of collaboration evident across the entire industry. “It’s a matter of sharing now. Before the earthquake, safety was ours. Since the earthquake, there’s a lot more sharing and a lot more collaboration going on. Any of our training tools, we will share with any business in New Zealand. And that’s because if we can share it, it’s going to save someone’s life. “The industry will definitely be better off. It’s interesting, before the earthquakes I think every business was going along trying to be the best we could. With the collaboration now between all industries, this process will actually be sped up.” The responsibility for safety is something that many businesses are now recognising lies not only with the health and safety team. “The law hasn’t changed, in terms of the Act,” said Anderson Lloyd Lawyers partner Frazer Barton. “But there’s now a greater level of awareness of issues relating to earthquakes. In the past, no one gave it a second thought. Now, most of New Zealand is looking at the implications as a result of what’s happened in Christchurch.”

Above: Artist’s impression: the new Anderson Lloyd House on Gloucester Street, beside COCA Gallery, is designed to be 130% of code. Right: The Press team outside their new inner-city offices.

Frazer says that other disasters, such as the Pike River mining tragedy, have also heightened awareness of health and safety responsibilities, particularly around governance. “I think that it is your responsibility when you are on a board. It’s for you to say to management: ‘this is your responsibility, we need to see a policy that deals with health and safety matters, including seismic risk, and we want to see reco m m en d at io n s ’ . Yo u n eed to t h en m o ni tor the performance of a company in terms of that particular health and safety risk. Five years ago, boards didn’t do that sort of thing, but it’s incumbent on them to be doing that now.” Mike Kerr, also a partner at Anderson Lloyd says, “One of the things you have got to consider under the Act is any risks that you are aware of or should have been aware of. The perspective now has changed in that people are less likely to be able to get away with saying ‘who knew there was going to be an earthquake in Christchurch or somewhere else?’”

Feature

One of the issues most businesses have confronted in the aftermath of the earthquakes has been the standard of safety afforded by their premises – a consideration complicated by shifting standards and perceptions around code compliance. “The test of the law is what a reasonable person would do, and if for now, your building is what is generally seen as acceptable then that’s fine,” said Mike. “But if, in future, boards decide that their companies will go into buildings that all must be 75% and above, that may over time become the new reasonable standard, regardless of the point at which the council will step in to do something.

“It’s all about protection of people, whatever industry you are in. It’s about people working in the building, and so whether it’s a bank or a dairy, you’ve really got the same responsibility.” Frazer says market forces will also begin to dictate the standard for buildings. “There is a greater level of awareness now amongst employees about where they want to work. We’ve surveyed our staff and they have expressed some pretty strong views about the sort of building they want to be in, and we need to listen to that. We have responsibilities to them and if they don’t like the approach we are taking, we will lose them.

“Previously, when we have tenanted buildings, we have never asked about seismic risk – it’s never been on the agenda. It will be forever now. That is going to lead to that market pressure and the abandonment of old buildings in other cities.” Commercial property experts Colliers are dealing almost daily with questions around the code, and in particular, pressure from the market to provide new commercial premises. Colliers director Evan Harris says he is concerned at an over-reaction to issues around code-compliance. “There were a lot of buildings in Christchurch that were a lot less than code and still survived. While some had to be demolished, they still survived and no one was injured in them. They did their job,” said Evan. “It’s very difficult for people to understand what all this means – for example what a rating like ‘60% of code’ means. It means the building is still safe but it sounds bad because it’s under code. We’ve been pushing the issue because the Christchurch code was increased after the earthquake – and you can’t build anything new without being 100% of code.” Evan says the new challenge Christchurch businesses and landlords are likely to face will be balancing quality with cost. “It’s going to be interesting in Christchurch because we had a lot of B or C grade buildings before, and a lot of them have gone. But there is a rental market that can’t afford the new levels of rent.”

Feature

Update August 2013

Using space more efficiently is one option many commercial tenants are exploring, along with finding affordable options among the upgraded stock still remaining in the city. Many of the implications of the Christchurch earthquakes will ultimately be greater for landlords and businesses in other cities around the country, according to Evan.

One of the first businesses into the inner city was also the organisation that bore witness to many of the effects of the earthquakes. In May 2012, The Press moved around 300 staff into a new office building on Gloucester Street, adjacent to the site the organisation had occupied in the Square since 1909, which partially collapsed in the February earthquake. The Press Human Resources manager Joanne Ballantyne says the early hours and days of the earthquakes were ‘pretty chaotic’. “From an HR point of view and from a safety point of view, our priority was accounting for all our people. We were immediately establishing lists detailing who had been sighted and/or had checked in.” After the organisation had moved to occupy temporary premises alongside the newspaper’s printing presses in Logistics Drive, a new set of issues arose. “We gradually increased the number of staff we could accommodate at the print site and it became clear that all these office workers had no idea what an industrial site was like. They were wandering all over the place with no sense of where they should or could go,” said Joanne. “So we had to establish some new rules in conjunction with the site manager.”

As the newsroom spent the months following the earthquakes reporting on stories across the city – often in challenging environments – the emphasis became one of constant “It will put pressure on the older buildings – especially in places like Oamaru, Nelson, and Dunedin. The local councils are saying they will be proactive and put a timeframe on either fixing up or demolishing buildings that are considered a risk. There’s also pressure around the rest of the country, driven by national tenants who are setting a mandatory level of code, like 80%, for any existing building they move in to. At the moment I don’t think the rental lift is happening around the rest of the country to justify it – but it will have to.”

monitoring. “That was about saying do we know where our

Evan says it’s extremely important that both landlords and commercial tenants have confidence in what is being planned for the inner city. “We have to create such a vibrant inner city that they can’t afford not to be there. The blueprint discussions have been great – but we have to start making it happen now. We need to minimise the risk of offices getting settled in the suburbs and not coming back. We need to get everyone coming back. We need a city centre – a heart to our city. Any city centre needs to have a heart and vibrancy – it would be disastrous if we didn’t rebuild it that way.

After 15 months – including an uncomfortable winter – covering the news and running the business from temporary premises, The Press began the process of moving back into the inner city – through what was then the red-zone cordon.

“When thinking about a new premises anywhere in the city, the key thing for people to know from a safety point of view is you cannot build a building now unless it’s above code and you cannot occupy a building that is unsafe.”

journos are, do we know where our photographers are? When they are sent out, do we know where they are going? What they are going into? That was very much driven by the editor and newsroom management – they had duty of care around their people.”

Preparing the staff to re-enter the city involved a comprehensive planning process. “First of all, we had to overcome the resistance from those people who were fearful about moving into the city; they didn’t know what it looked like and were not sure what the conditions were like in here,” said Joanne. “We gathered feedback from staff and as a team brainstormed solutions to some of the concerns. We polled people and did a survey around what their views were about moving or not moving.” The Press also organised visits for staff to the site, and brought the building’s engineers in to explain the strengths of the office and the work that had been done after the earthquakes. “We made a conscious decision to show people the building before it was repaired finally, so that they understood what the level of damage had been.”

Feature

Checklist

Making your next move a safe one – tips for businesses For business owners looking to make the move back into the inner city – or take on any new commercial lease – the team at Anderson Lloyd say taking a proactive approach to building safety is important.

Making the move was also a significant exercise, involving compliance, training and preparation to welcome the staff. “We did things afterwards like placing emergency boxes on each of the floors – that idea came from one of the staff. It was a visible symbol for people that there was something they could rely on. The day we moved in I invited EAP on site. I sent around a note saying, ‘you are probably all fine, and I’m sure you don’t need it, but – just in case – there is someone you can talk to’. “And the other major thing – we didn’t force people to come here. We let them make their own decisions over time. We had more staying initially but gradually most people signalled that they wanted to come back in to the city. They were welcomed back in – but there was no pressure on those that wanted to stay at the print site.” Throughout the whole process, from the February earthquake to The Press’ eventual return to the city, Joanne says the health and safety responsibility was one that was shared by the whole senior team.

“The thing to emphasise here was that health and safety was about collaborative leadership. It wasn’t just about one person taking ownership. “Under extremely difficult personal and work circumstances, The Press team, along with their colleagues in the wider Fairfax business, pulled together to keep the business running and create a fully-functioning workplace. “It wasn’t easy and we didn’t get everything right, but I can safely say that by focusing on people first, the business has survived in good heart.”

1. Set a standard: “There is no reason why a smaller business can’t do what the major institutions are doing and demand that buildings are strong, not only from day one, but also in year three and seven,” said Mike Kerr. 2. Plan on-going management: Mike also advocates, “having the ability to do a report throughout the lease to make sure the building maintains code rating, and that specific checks are done after a seismic event”. 3. Consider termination rights: “There was a period of uncertainty after the earthquakes about whether commercial tenants could cancel their leases,” said Mike. “What we are now seeing in those commercial leases are specific termination rights, which can be specifically tailored to individual organisations.” 4. Plan before you move: “The best time to address these things is before you go into a building, when you have maximum leverage, because of your health and safety responsibilities,” said Frazer Barton. “The best way to address it is using market forces as leverage – if one landlord doesn’t provide what you want, then go somewhere else.” 5. Get good, locally focused advice: “We are setting a new standard in Christchurch,” said Frazer. “I think it’s going slower elsewhere in the country, but there have been some big lessons in legal practice in Christchurch that have to be applied elsewhere. The lease form has changed and there is a lot more to consider, so the best thing to do would be to get some good advice.”

General Business

Update August 2013

Torrential rain, floods, threats of snow dumps of gargantuan proportions – what next? Winter – don’t you just love it? It throws all manner of challenges at us and for the most part we take it all in our stride – some hardy sorts even relish it! But occasionally an event occurs that puts a spanner in the works and has the potential to cause serious disruption, not the least of which is the fundamental issue of getting to and from work.

Cantabs of course are inclined to be pretty blasé about these sorts of issues after the events of 2010/11 so this advice may not be necessary, but will probably serve as a useful reminder. If you have not already done so, we suggest you put a policy together covering expectations and arrangements in the event of serious inclement weather, or other disruptive events that might affect the ability of some employees to get to work. Discuss the policy with staff before finalising the details, but try to do so in advance and in a way that clearly reflects the specific needs and culture of your particular organisation. Bottom line In general, and subject to the express terms of existing employment agreements, the position is that unless employees attend work they will not be entitled to be paid. This assumes that the place of work remains open and safe for work. If an employer for whatever reason elects to close the workplace then – again subject to the express terms of the employment agreement – the employer will remain liable for wages. Alternative strategies CECC encourages its members to proactively assess alternative arrangements with employees, if they are unable to attend work. This could include working from home where practicable, taking annual leave, owed alternative holidays or making up time and so on. The important thing is that you establish and communicate your expectations in advance, so that everyone is aware of the position.

Public broadcast announcements Where road and traffic conditions become hazardous or potentially hazardous, police and media will often broadcast advisory messages to keep off the roads unless travel is essential. Employees often interpret these messages as reason for not attempting to get to work. In most cases these messages are advisory in nature and it must be left to the best judgement of the individuals concerned to determine w h et h er o r n o t t h ey c a n s a fely g et to wo rk. Suc h announcements do not determine entitlement to payment. It is important that employers make employees aware of the requirement to contact them if unable to get to work so that alternatives can be discussed.

Need help? We can assist you in putting together an appropriate policy or modify your employment agreements to address the above. Please contact Keith Woodroof, Employment Relations Adviser to discuss the options, phone 03 366 5096.

General Business

Collaborating our way to prosperity In addition to his role as chief executive at CECC, Peter Townsend is the Collaborate Canterbury spokesperson. This project aims to connect Christchurch businesses with other New Zealand companies, to help build capacity and resource during the rebuild years.

Peter emphasises that most businesses in Canterbury don’t have the resources to go it alone. If you want to prosper in this new environment, he says, you will have to act differently; you will need to collaborate. “We are going to need all the resources we can get – and we need the rest of New Zealand to help us. Over the next two decades, whether we like it or not, resources will be pulled in from outside Canterbury. To maximise the opportunities for your business, you need to make sure those resources are working with you, not against you. Only by collaborating with other businesses across New Zealand can you do that.”

Peter says he is seeing fantastic examples of collaboration happening: a Picton company that’s making steel frames for a Christchurch company; a Nelson architect designing houses All around Canterbury, businesses are booming as the Christchurch rebuild starts ramping up. The $40 billion plus rebuild involves: • $2.5 billion worth of horizontal infrastructure •

90,000 homes needing to be repaired under $100,000

•

25,000 homes in excess of $100,000

•

Around 1,500 commercial buildings to be rebuilt

It’s busy – busier than it’s been for a long while – with a regional economic growth rate of 7.5%, compared with 2.4% in Auckland. Collaborate Canterbury spokesperson, Peter Townsend says, “many business owners are thinking, ‘if this continues for a few years, we’ll do well, and then go back to business as usual’. Some are also thinking, ‘we need to protect our patch and keep as much of this new business for ourselves as we can’. I have news for them: it’s not going to continue like this – it’s going to get busier than you can imagine. We are not going back to business as usual – we are going somewhere completely new.”

>> www.collaboratecanterbury.org.nz

for a Christchurch architectural practice; an Auckland law firm that’s contracted to handle resource consents for a Christchurch law firm. “Every week, as I talk to businesses in Christchurch and around New Zealand, I see new examples of collaborative partnerships that are reaping the benefits of the rebuild. These businesses are not ‘stealing’ work from their Christchurch partners. They are providing the resources their partners need to handle the work that’s coming their way.” But building these collaborative relationships takes time. It takes six to nine months to create a mutually beneficial partnership. Businesses that wait until they are desperate for more resources will be too late. “Even if your business is doing just fine, it’s time to start looking at what relationships you will need when the rebuild really kicks in. And don’t think it’s just the construction sector that needs to get ready. This rebuild is so big it will permeate every sector of business. We’ll need to feed, house, clothe and care for more workers, open more shops, provide more entertainment, transport and store more materials… do more of everything.” Collaborate Canterbury has the tools your business needs to keep control and make the most of this unprecedented opportunity. It helps you find business partners you can work with, and gives you a toolbox for building a collaborative relationship you are comfortable with.

General Business

Update August 2013

Identifying and benefitting from your intellectual property Many businesses focus on their physical assets when recording the monetary value of their assets, concentrating on fixed assets such as plant and equipment, and current assets such as inventory. They are less interested in their ‘intangible’ assets, such as intellectual property and know-how, which give them a competitive advantage in the marketplace.

This is a mistake. In today’s economy, the market value of many companies’ intangible assets considerably outweighs the value of their physical assets. In fact, recent studies have shown that as much as 80% of the value of a typical business is intellectual property. Despite this, many companies fail to recognise the true value of, or extract the most value from, their intellectual property.

Small businesses in particular might not have even thought about what intellectual property they own, let alone its value. This is all the more reason for the business to carry out an audit to identify this key asset, and use the audit as a starting point for accurately valuing, and more effectively protecting, enforcing and commercialising, the intellectual property of the business.

Intellectual property audit Before conducting an intellectual property audit, you will need to understand the different types of intellectual property that exist, how each comes into existence and which types of intellectual property are relevant to your products and services. Intellectual property rights can be divided into registered and unregistered rights. Registered rights include patents, trade marks and registered designs, while unregistered rights include copyrights and trade secrets – and can be equally valuable. While an effective audit will enable a business to identify all the important intellectual property assets (and how important they each are), there are other benefits too: Valuation Once a business has identified its key intellectual property, it can then have it accurately valued. Any valuation should only be carried out by a specialist adviser working in this area. The valuation may well find there is more value in the business than management expected, which is good news (for example) if a business is looking for financing, investment or a possible sale or is entering into a joint venture and is trying to assess the value of its contribution.

Restructuring Many businesses establish a holding company for the intellectual property, as they find there are various benefits (including legal and tax benefits) in doing so. For example, from a legal perspective, putting your intellectual property into a holding company will enable you to ring-fence your valuable intellectual property from potential claims against the trading activities of the business. Administration The maxim, ‘If you don’t measure it, you can’t manage it’ summarises one of the key benefits of conducting an intellectual property audit. Having your intellectual property catalogued and in one place will enable you to more efficiently manage it. Business assessment Knowing more about your intellectual property portfolio will allow your business to better prioritise future research, development, and intellectual property creation. Where are your strengths and weaknesses? What opportunity is there for innovation? What is the marketplace calling for, and what do you have the resources to offer or contribute towards? Protection and enforcement Once you have identified and valued your intellectual property, you can better assess which strategies you should employ to protect and enforce the intellectual property, so that you can sustain your competitive advantage. For example, IT companies – the fastest growing businesses in the world – apply for more patents than any other type of business. The high value they place on intellectual property is a strong platform for their spiralling growth. However, patents may not suit every business and there are other highly effective means of building an intellectual property asset base. Realising value Finally, knowing more about your intellectual property will ultimately help you to extract more value from it, though various means such as licensing, partnering and sale. David Alizade and Thomas Huthwaite Baldwins www.baldwins.com

General Business

SCIRT’s approach to safety There’s a saying within contracting circles that if you can’t manage the safety of your people, then you can’t manage. Another common adage is that safety and quality come first, the rest takes care of itself.

When forming SCIRT, its board recognised the unique opportunity provided through having these organisations working together to help improve safety standards. Consequently, management were challenged to do more within the rebuild regarding safety standards. For example: •

Building positive safety cultures;

•

Setting new standards for onsite safety;

•

Promoting greater levels of community and road safety around roadworks; and,

•

Development of safety in design principles.

SCIRT is accountable for demonstrating value for money to the people who are paying for this rebuild – namely the people of Christchurch and New Zealand. Within SCIRT, financial and safety values are not considered to be mutually exclusive. Rather they are complementary, where the cost of preventing injuries is considered to be achieving a valuefor-money outcome.

While these statements are simplistic, it is true that the best performing teams are usually the safest, most productive and produce work to the highest quality. Leadership is everything. While safety is often seen as a trade-off against productivity, there is a compelling argument that safety is not an add-on that needs balancing, but rather a fundamental requirement that needs to be fully integrated and owned. SCIRT was formed in September 2011 to rebuild Christchurch’s earthquake-damaged roads, bridges, retaining walls, fresh water, wastewater and stormwater networks. An alliance has been formed comprising CERA, Christchurch City Council, NZTA, City Care, Downer, Fletcher, Fulton Hogan and MacDow. These organisations, along with hundreds of other contractors, are working together as a team of just under 2000 people.

Improved safety performance positively affects all of the building blocks typically associated with a value for money proposition, namely economy, effectiveness and efficiency. In particular, economic factors are improved through a reduction in the direct costs resulting from injuries, whereas efficiency is improved through increased productivity and less delay, thereby reducing indirect costs. While the true cost of an injury is difficult to quantify, most national civil and roading contractors manage their own worker injury costs through the ACC Partnership Programme. Individual injury costs are managed directly by these firms up to about $750,000, with many claims costing hundreds of thousands of dollars each. Direct injury costs from one national contractor have been in excess of $1 million over the previous five years. Indirect costs of lost time off work, productivity and societal costs are even more difficult to quantify, but are likely to be at least as high as the direct injury costs. This focus on health and safety will also add value for money. Health and safety is a non-negotiable bottom line and foundation for our industry and for the communities we operate in. Within SCIRT, the focus is firmly on achieving buyin from our people that all injuries are preventable.

SCIRT has already influenced others with its approach to safety and it is hoped that a legacy of integrated safety remains following the completion of the infrastructure rebuild.

Your People

Update August 2013

Health and safety trends The CECC health and safety advisory team has seen a significant increase in demand for advice and training following the earthquakes. While part of this is due to a heightened awareness of emergency procedures, CECC health and safety consultant Helen Mason says the increase is largely coming from businesses directly involved in the rebuild.

Over the last six months, there have also been big changes around the responsibilities of Boards and directors, following the recommendations from the Pike River findings. “Good governance guidelines for managing risk have been a long time coming,” says Helen. “We often find that the stumbling block for companies is the executive team. In the past, many at that level have abdicated health and safety responsibilities to their HR team – but the Board needs to know what’s going on.

“The rebuild, coupled with the Pike River recommendations, has emphasised the importance of health and safety, and established accountability. From 1 July, WorkSafe New Zealand – a new MBIE agency – will also be more proactive in the market, so businesses won’t be able to get away with just paying lip service.”

“In the last two years, there has been a huge need to source tradespeople. However, to work with any of the PMOs, you need to meet their health and safety standards, and complete a pre-qualification process. This has meant a big uptake in health and safety training, particularly around the setup of plans and processes. We are able to assist with free health and safety training through Safe Rebuild and can provide management systems developed specifically for the rebuild at reduced rates.” There has also been an increase in in-house training – a cost-effective alternative for businesses looking to train or upskill two or more staff members at the one time. In the last twelve months, Helen has assisted 49 Canterbury businesses with tailored in-house training programmes. “Probably 80% of our role is providing in-house training,” says Helen. “It’s an easy, accessible option for businesses looking to customise training to content and time – and we can accommodate upwards of 15 people per session. As well as general training, we can help with implementing systems, gap analysis, briefings, and pre-auditing.”

Helen says the statistics would suggest that New Zealand businesses don’t take health and safety seriously enough – particularly in small to medium sized businesses – but this is slowly changing. “There is a general awareness of getting your house in order,” says Helen. “As well as the obvious peace of mind that your staff are all able to go home safely at the end of each day, there are significant benefits for businesses that prioritise health and safety. “These include a reduction in ACC levies, which are calculated on work-related ACC claims, and inclusion in discount programmes, such as the ACC Workplace Safety Management Practices programme. The WSMP programme also counts in your favour if you are tendering for rebuild work.” Helen has a strong HR background – including employment at Ansett New Zealand, ACC, and in a private consulting capacity – and has been involved in health and safety for over 15 years. As she nears her seven-year milestone with CECC, Helen says she still loves her role. “I have definitely found my niche. I love the variety and knowing I can make a difference. Health and safety isn’t a fad – it’s here to stay, and there’ll always be room for improvements. While there is the regulatory side of health and safety, there is also the opportunity to recognise – and celebrate – the positives.”

Your People

Update August 2013

Opening your eyes to wellness Chronic diseases such as heart disease, respiratory illness and diabetes are the leading cause of illness and death in the world. The global economic burden associated with chronic disease is estimated to cost $56 trillion over the next 20 years according to the World Economic Forum. In New Zealand, the Ministry of Health estimates chronic diseases account for over 70% of the public health spend and – unless contained somehow – will continue to rise exponentially.

Chronic diseases result in sick and unproductive employees and workplaces. As such, increasingly, employers are choosing to take responsibility for ensuring the wellness of their staff.

Taking on workplace wellness shouldn’t be viewed as a burden

Arguing the case for workplace wellness

by employers because the benefits far outweigh the perceived hassles of getting a programme off the ground. At Southern Cross we believe wellness underpins great business performance. ‘Healthy People, Healthy Business’ is something we live and breathe with our own award-winning internal programme, Switch2Well. It works because it focuses on a number of different aspects of health and wellbeing and delivers them through educational health and wellness seminars, individual challenges and group activities. Key to the success of the programme has been listening and responding to what staff want. While it takes effort to keep the programme fresh and interesting, the rewards of having engaged, healthy and happy staff make it entirely worthwhile. Regardless of the size of the business, it doesn’t take much to get the ball rolling. It can be as simple as providing fresh fruit in the lunchroom for staff to snack on, organising a lunchtime walking group or offering up incentives to increase water consumption. The important thing is getting started.

•

The working population is large and relatively stable (over two-thirds of adult New Zealanders; are in paid work so a large proportion of the population can be reached);

• People of working age can be reached before disease develops; •

Barriers to participation such as cost, time and travel are low;

•

Established channels of communication already exist with employees;

•

The setting is familiar and offers flexibility;

•

There is scope for peer support; and,

•

The ability to influence the workplace environment can be significant.

(Novak, Bullen, Howden-Chapman, & Thornley, 2007)

Your People

Get the world moving CECC has entered a team into the Global Corporate Challenge (GCC), comprising Sinead Purchase, Steve Woodside, Lorraine Rouse, Holly Andrews, Alexia Ferguson-Lees, Mary Botting and Chelsea Anderson. The top 10 health intervention/activities offered by employers 1.

Flu vaccinations

2. Workstation assessments and cleaning 3. Hearing checks 4. Smoking cessation information and support 5. Stress management information and support 6. Team sports 7.

Pandemic planning

8. General health checks 9. Health intervention/activities offered by surveyed employers 10. Nutrition/weight management information and support (2011 survey conducted by Southern Cross Health Society and the Employers and Manufacturers Association Northern)

The GCC is the worldâ&#x20AC;&#x2122;s largest workplace health and wellbeing programme aimed at changing the behaviour and improving the health of employees around the world. This year they have on board 185,000 people (1,200 global organisations) across 98 countries. Each team is made up of seven people, who wear a pedometer to record their daily steps over 16 weeks. Steps (from running/walking, biking or swimming) are entered in the GCC website. Each team starts in Rio de Janeiro (virtually) and their steps are converted into a real distance around the world. As you progress you explore a new part of the world and learn about people, history and culture. We are currently in Austmannadalan, Greenland. The CECC team encourage and motivate each other to increase their steps, which in turn boosts our ranking on the GCC leader board. Twice a week we have lunchtime walks and we try to get all staff to come along. Everyone is encouraged to achieve over 10,000 steps a day and our team currently has an average of 12,225. Each participant receives weekly videos from the coach and is awarded downloadable certificates for achievements. It has made us all more aware of our daily exercise. Hopefully this has brought about longterm change, which will have many health benefits and more productive employees.

Your People

Update August 2013

Good governance practice guideline for managing health and safety risks Health and safety governance is a fundamental part of an organisation’s overall risk management function, and a key responsibility of directors. Failure to manage health and safety risk effectively has both human and business costs – the damaged lives of workers, their families and friends, as well as direct financial costs, damaged reputations and the risk of legal prosecution.

An organisation’s duty to provide a safe and healthy work environment extends further than its employees. Legislation in New Zealand extends that duty to all those who could be affected by the activities of the organisation, such as contractors, visitors and customers. Because of their position in the organisation, directors have a unique opportunity and an obligation to make a difference by providing leadership in this critical area of governance. The essential principles of health and safety governance discussed in t h i s g u i d e l i n e are l e ad e r s h ip, wo r ker participation, and legislative compliance. These apply to all members of governing bodies, including directors, trustees and councillors of organisations of all types and sizes. It is, however, intended to have particular application to directors of medium- to large-sized organisations. Governance of health and safety The role of directors is outlined in terms of four key elements: 1. Policy and planning 2. Deliver 3. Monitor 4. Review

In the full report, each element contains a series of diagnostic questions and actions to determine whether the organisation’s practices are consistent with the board’s beliefs, values, goals and approved systems.

As a director, managing your organisation’s health and safety risk is just as important as managing financial and reputational risk, and it should receive the same focus. Boards are responsible for determining high level health and safety strategy and policy, which must take into consideration all those affected by the organisation’s activities. Board responsibility does not stop with the issuing of policy as they should also ensure that it is implemented effectively. This is done by holding management to account through processes of policy and planning, delivery, monitoring and review – ensuring that an environment is created in which a commitment to health and safety is part of everyday business. Having a positive health and safety culture, and an integrated, embedded and effective health and safety management system in which everyone takes individual ownership will have significant benefits for the organisation.

This guideline was developed by the Institute of Directors in New Zealand (IoD) and the Ministry of Business, Innovation and Employment (MBIE) as a result of the key findings and recommendations laid out in the final report of the Royal Commission on the Pike River Coal Mine Tragedy. The development of the guideline was assisted by the New Zealand Council of Trade Unions (NZCTU), Business Leaders’ Health and Safety Forum, Employers and Manufacturers Association (EMA), New Zealand Institute of Management (NZIM) and Business New Zealand.

Contact CECC for a copy of the full guideline

Sales and Marketing

Your first source for business advice.

Your first aid for business. We can help you with everything you need to ensure a safe and healthy workplace…

resources • Health and Safety in Employment guide – a summary of the general duties of employers arising under the Health and Safety in Employment Act 2003 • Incapacity guide – how to manage employees who are unable to work due to illness or injury • Natural Hazards Procedure Policy Statement – a sample document/ policy on how to maintain a safe working environment • Health and Safety Guidelines for Directors – a guide for company directors on leading and managing health and safety in their workplaces • Managing Hazards in the Workplace guide (managing hazards is a requirement under the Health and Safety in Employment Act 2003) • Best Practice Guidelines for Working at Heights • Best Practice Guidelines for Working on Roofs • Health Issues Fact Sheet – Demolition

Training • Health and safety package to ensure compliance with all legal and contractual requirements necessary to take part in the rebuild. • Experienced in-house consultants who are available to help with all health and safety requirements: • Tailor-made health and safety systems

• Essential Training for Health and Safety Representatives (Stage 1) • Advanced Training for Health and Safety Representatives (Stage 2) • Advanced Training for Health and Safety Representatives (Stage 3) • Accident Investigation

• Work station assessments

• Complying with Health and Safety

• In-house consultancy and training

• Get Ready for your ACC Audit

• Pre-audit reviews for entry into ACC discount programmes • To work with any of the PMOs you will need to meet their health and safety standards, and complete a pre-qualification process. We can assist with FREE health and safety training through Safe Rebuild and can provide management systems developed specifically for the rebuild at reduced rates.

Helen Mason: helenm@cecc.org.nz, 03 335 3174, 027 255 5638 Sandy de Vries: sandydv@cecc.org.nz, 03 335 3171, 021 990 688

0800 50 50 96 www.cecc.org.nz

Feature Seminar/Event Training

Health and Safety Breakfast Thursday 24 October

Your business needs you to be an expert. Our TRAINING

makes it possible.

This breakfast briefing is designed to inform, update and encourage information sharing in the health and safety sector. Guest speaker Scott Wilson from Duncan Cotterill â&#x20AC;&#x201C; a legal expert in health and safety â&#x20AC;&#x201C; will look into legal aspects of accident investigation. Be brought up to speed with recent changes in health and safety, and learn more about the health and safety training CECC can offer. Time: 7.30am TO 9.00am Venue: Westpac Business and Community Hub, 55 Jack Hinton Drive Cost: Free to attend

To make a booking or for more information, please visit www.cecc.org.nz or contact the team on 03 366 5096.

Upcoming Training Calendar >> August-October 2013 Make the most of our Early Bird discount of 10% for bookings made 30 days in advance of course date. Excludes Health and Safety.

August 2013

October 2013

22 Aug

Smart Marketing

26 Aug

Complying with Health and Safety

September 2013

9-10 Oct

Essential Training for Health and Safety Representatives (Stage 1)

15 Oct

The Winnerâ&#x20AC;&#x2122;s Edge

17 Oct

Strategies to Motivate and Grow Staff Productivity

2 Sep

Working Smart Webinars

4-5 Sep

Effective Workplace Communication

17 Oct

4-5 Sep

Essential Training for Health and Safety Representatives (Stage 1)

Essential Supervision Skills Programme (5 Modules)

18 Oct

10 Sep

Get Ready for your ACC Audit

Essential Leadership Skills Programme (6 Modules)

11 Sep

Accounting for Non Accountants

21 Oct

Accident Investigation

12 Sep

Employment Law for Managers

22-23 Oct

19 Sep

Sales Power

Advanced Training for Health and Safety Representatives (Stage 3)

24 Sep

Essential Steps to Importing

24 Oct

Performance Appraisals

25-26 Sep

Advanced Training for Health and Safety Representatives (Stage 2)

30 Oct

Essential Skills for the In-house Trainer

31 Oct

Costing and Pricing

25 Sep

Event Management

26 Sep

Navigating Business Growth

cebook: Like us on Fa Training ook.com/CECC >> www.faceb

November 2013 7 Nov

Computer Clinic: Tabs and Indenting

11 Nov

Analysis and Interpretation

12-13 Nov

Essential Training for Health and Safety Representatives (Stage 1)

19-20 Nov

Advanced Training for Health and Safety Representatives (Stage 2)

21 Nov

Social Media

26 Nov

Employment Law for Supervisors

28 Nov

Time Management

>> A ll events must be registered for. Email registrations@cecc.org.nz or phone 03 366 5096.

Business Performance

Update August 2013

Your Employers’ Chamber membership card delivers exclusive savings The Employers’ Chamber not only offers a full range of assistance, there are also many other ways to make your business dollar go further. Below are updated offers from the New Zealand Chambers of Commerce and Industry’s key national partners and local Canterbury Employers’ Chamber of Commerce supporters – covering banking services, fuel, office supplies, vehicles, telecommunications and health insurance. We also recommend that you check the noticeboard in the member-only area of the website (www.cecc.org.nz), which lists offers from members for members.

Westpac Card Services

Southern Cross Health Society

OfficeMax

Westpac offers special prices to CECC members requesting merchant business facilities, extremely competitive deals on EFTPOS hardware, and other special offers from time to time. For more information on ways to save money with Westpac please contact the Westpac EFTPOS Solutions Team on 0800 888 066 option 3 or email eftpossolutions@westpac.co.nz.

Did you know that as Southern Cross members, your employees can enjoy many special benefits? To find out more, call 0800 GET COVER (438 268).

Purchase your office supplies from OfficeMax and take advantage of the special pricing available only to Chamber members. For details, email chamber@ officemax.co.nz, freephone 0800 426 473, freefax 0800 226 473, or visit www.officemax.co.nz.

Ford

Telecom Access the special CECC member mobile calling plan ($28/month and 0.28c/minute excl GST – any network, any time) from Telecom (available regardless of your call volume) – and choose from a range of handsets. For more information contact Telecom Business Hub on 0800 247 478 or email info@hubchristchurch.co.nz.

Your CECC membership entitles you to a discount off the recommended retail price of a new Ford vehicle from selected Ford dealerships (Offer excludes FPV range, and retail promotions from time to time). Contact Avon City Ford, Team Hutchinson Ford, Gluyas Motor Group or GreyFord today. www.ford.co.nz.

Noel Leeming Group Noel Leeming has partnered with the Canterbury Employers’ Chamber of Commerce to bring you fantastic savings on products in its Noel Leeming and Bond+Bond stores nationwide. Use your Chamber membership card or quote your membership number to get Cost+9% storewide at Noel Leeming and Bond+Bond stores. Some exclusions apply.

Z Energy (previously Shell) Want a smarter way to fuel your business? As a valued member of CECC and through our partnership with Z Energy, you can sign up for a Z Energy fuel card and receive 5 cents per litre off the pump price for petrol and diesel whenever you fill up at any of Z’s over 200 service stations nationwide. If you choose the Smart Rewards option you’ll also earn Fly Buys points, or Airpoints Dollars if that’s what you prefer, on your fuel spend! z.co.nz/chamber.

SEEK Ltd Your CECC membership gives you access to exclusive discounts on seek.co.nz’s range of job advertising products. For further information about the CECC members’ rates offered by SEEK, contact Chris Squire on 03 343 0370 or chchsales@seek.co.nz.

Please ensure you have your Employers’ Chamber membership number handy when contacting any of the offer providers. * Conditions Apply

resources & publications • training & events • advice • consultancy • advocacy www.cecc.org.nz

Sales and Marketing

ERA case – update Almost two years after the Canterbury Employers’ Chamber of Commerce (CECC) was served with a personal grievance from an employee, CECC has successfully defended itself through the Employment Relations Authority. As with any court case, defending allegations is an expensive exercise for the organisation as well as resource-hungry, arduous and emotionally taxing for those involved.

CECC was exonerated on all counts, but – like any company in the same situation – has come out of the process with significant costs for the defence of these allegations. Going through this process has reinforced many of the key procedures and disciplines we advise our members on every day, but it has also emphasised, in our opinion, the need for changes to the Employment Relations Authority processes. As a result of our own experience and the feedback we often receive from other businesses, we will be advocating for change. The three particular areas we will be focusing on include: 1. The time it currently takes for a case to go through the ERA; 2. Improved compensation of costs to entities that are put through the process and cleared of all allegations; and, 3. Changes to the overall ERA process.

We would be interested in hearing your thoughts on the above and in particular if you share our views. As part of all dealings with employees, we cannot emphasise enough the importance of: 1. Keeping well-documented records 2. Addressing issues as they arise 3. Gaining acceptance of agreed outcomes and/or actions 4. Following up on items as agreed and maintaining a record of this 5. Seeking more information on medical conditions that have the potential to impact upon work performance – taking into account the sensitivity of this issue and getting the right balance to provide workplace support 6. Ensuring you have well-documented health and safety policies and practices in place within your workplace that are part of your everyday business operation.

A copy of the full summary of the ERA findings can be found on our website – www.cecc.org.nz

As a business support organisation, we can advise members in all of the above areas, and as we now have experience of the processes and dealings of the ERA, please do not hesitate to contact us if you are at all unsure of a staffing issue you may have. We are more than happy to discuss our experience with any of our members and provide an overview of our own systems and processes in this area. For more information, please contact general manager Leeann Watson on 03 353 0309, or email leeannw@cecc.org.nz.

Sales and Marketing

Update August 2013

Dealing with the media after workplace accidents While business owners can do all they can to keep their staff safe, workplace accidents causing serious injury or death are always possible. When they happen, it’s vital that a competent spokesperson engages with interested media.

How a company deals with the media in a crisis like this or any other adverse event can make or break its future success. That’s because public opinion is far more interested in how a company responds to the situation than the crisis itself. The problem is that most businesses are unprepared for the media scrutiny, believing they will never face a crisis. But to constitute a crisis for a small or medium business, it doesn’t have to be a massive earthquake or a mining disaster. It could involve workplace accidents, redundancy disputes, sexual harassment accusations, crime or a multitude of other causes. Every business in New Zealand could find itself in the middle of a crisis when they least expect it. Recently, we had the Tree Adventures death in Auckland, the receivership of Mainzeal, the death of a woman being linked to heavy Coca Cola consumption, the implication of a company over the death of two school students, and Jetstar’s initial refusal to change the flight arrangements of a shark attack victim’s mother. I could go on, and there are many smaller ones affecting small businesses. A crisis can take many forms. The key is to recognise this and learn how to handle approaches from the media before anything happens. If the crisis hits before you know what to do, it could be too late. For example, what would you do if a TV reporter and a cameraman arrived at your house as you were leaving for work asking you about a sexual harassment complaint that had just been laid against a staff member? The last thing you should do is run, look angry, try to push the camera away or say ‘no comment’. These things all make you look guilty and are great pictures for the TV news. This is probably what the news crew is looking for. What you should do is confidently say with a smile that you will look straight into it and you’ll be available for an interview at your office in two hours, or so. That way there is no publishable footage for the news, you looked relaxed and when you do see the reporter in two hours, you will be ready with your response. Those who have been media trained will then know how to control the interview, getting their points across, rather than defensively answering the questions thrown at them. It’s important that you do front up to the media. Firstly, if you are not there to clarify the situation, it could get blown out of proportion. That’s because the media will find someone else to comment, and that person will not know as much as you. It could also be a competitor.

Research shows that this is vital. It shows that a crisis itself rarely affects a business negatively. What does cause problems is how the crisis is handled. While business leaders cannot eliminate the possibility of a crisis, if they respond quickly, professionally and communicate well, their business can actually prosper. It’s also important to note that you don’t need to accept responsibility or say anything that may later be used against you. What you focus on is your empathy for the victims and what you are doing to help. If your lawyer advises you not to comment at all, you need to weigh that up with the potential reputational damage you may suffer. By focusing on empathy and helping people, you will do yourself no harm and may actually improve your reputation in the process.

Pete Burdon Founder and Head Trainer Media Training NZ pete@mediatrainingnz.co.nz www.mediatrainingnz.co.nz

Sales and Marketing

So…what’s the plan, Stan? Actually, this is for anyone in business – where’s your marketing plan? Successful firms invariably start with a marketing plan. For the big companies, these plans can run to hundreds of pages, but what if you’re small, without the big budget and the marketing department to do this?

For small companies, developing your marketing plan is an important task – it makes you think hard about your products or services, who buys them and how you communicate with them. It’s a chance to consider your unique selling point and why it matters to your customers.

•

You can’t do a marketing plan without getting your team involved. No matter what your size, make sure you get feedback from your whole team including frontline staff, finance, and production, as well as marketing and sales. This is especially important because your team are all part of making your marketing plan work. Your key staff can provide valuable input on what’s achievable and how your goals can be reached, as well as sharing any insights they have on potential opportunities, which you may not be aware of.

• Your marketing plan is a step-by-step guide for your company’s success. It’s more important than a vision statement. Consider it a to-do list for your business but on a bigger scale – it assigns specific tasks for the year for your marketing activities.

But I have a business plan, you say. Well that’s a great start, but your business plan probably just spells out what your business is about: what you do and don’t do, and what your ultimate goals are. It’s likely to encompass things like locations, staffing, financing, strategic alliances and so on. It’s ‘the vision’ of the company. However, a marketing plan spells out how you will achieve that vision. It provides you with a few major benefits as well: •

Your marketing plan gives your team something to rally behind. Companies often undervalue the impact of a marketing plan on their own people. If you want your employees to feel committed to your company, it’s important to share with them your vision of where the company is headed in the years to come. Your team will appreciate being involved.

•

A marketing plan sets benchmarks for measuring your success. It means you can monitor and review your return on marketing spend, using the plan to measure results. Then each year, modify your plan – cull what didn’t work, and increase focus on what has.

A written marketing plan lays out what your company will be doing for the year. If people leave, if new people arrive, if memories falter, if events bring pressure or circumstances change, the information in your document stays intact to remind you of what you’d agreed on.

It’s often hard to turn your attention to the big picture, especially those parts that aren’t directly related to the daily operations. Writing your marketing plan is the best time to do this big picture thinking. So it’s best to do this planning away from your office, the phones and distractions and commit some time to develop the plan with your team. Your business will benefit from the extra attention, and so will you and your team. So, Stan… is it time to start your plan? John Hammond Managing Director BECK & CAUL www.beckandcaul.co.nz

Export and Import

Global Connections Conference 2013 Deep South CEO shares his tips on exporting a premium Kiwi brand Canterbury exporters had the chance to rub shoulders with an incredible line-up of New Zealand’s business heavyweights at the Global Connections Conference in July.

Deep South was established in 1979. Mike and his business partner Alex Hopkins bought the company in December, 2010. Mike, who oversees Deep South’s market growth programme, also specialises in the area of total asset management within the industrial manufacturing sector and has consulted to leading organisations within New Zealand and Australia. With the aim of turning around the iconic South Island ice cream company, Mike and Alex undertook a significant rebranding programme. Deep South Ice Cream is now experiencing good growth within the domestic and international markets, including China and Singapore. “When we took over the business, the brand was very basic and cheap looking,” he said. “Now the new brand reflects that Deep South is a multi award winning ice cream.

The event, which was designed to educate and motivate Canterbury exporters to expand their export markets and grow their businesses, was held at the Westpac Business and Community Hub in Addington. The programme focused on four fundamentals of exporting success – leadership, R&D, investment, and marketing. One of the speakers, Mike Killick of Deep South Ice Cream, shared his marketing knowledge and talked about the growth his company experienced in exporting the premium ice cream brand overseas. Mike said marketing is a key issue for New Zealand businesses exporting overseas, and it is essential your marketing story is “bang on”. “One of the most important things is not going to market too early, without having your market position and brand aligned – unless you have very deep pockets.”

“In order to improve our marketing position overseas, we improved our domestic position. In the future, we see ourselves as the leading premium New Zealand ice cream. We are aiming for that benchmark, and we believe we have the product to do that. For example, at a recent blind taste testing in China, three out of four of our ice cream flavours scored higher for taste than Haagen Dazs.” In particular, Deep South devotees love the ‘traditional’ taste. “Many people tell us our product is how they remember ice cream used to taste – rich and pure, with full cream taste and texture. It’s not over-complicated like some of the ice cream on the market these days, which is filled with extras and inclusions. Deep South is a premium ice cream that stays true to the brand.”

Global Connections is run by ExportNZ Canterbury, a division of CECC and supported by a number of partners equally committed to growing the Canterbury export sector.

Sponsorship

Export and Import

Update August 2013

Manufacturers are doing the business here and overseas Despite some alarmist talk about manufacturing being in ‘crisis’, the facts and figures show that while facing recent headwinds, manufacturers in New Zealand have been remarkably resilient.

Apart from a dip over the global financial crisis, manufacturing has been heading in a good direction, and the sector is 20% larger than it was in the late 1980’s. Having said that, there are less people employed, but that is a global trend

and is connected with higher investment in technology, replacing lower level jobs. It is also an inevitable aspect of advancement as labour productivity growth has led to output growth, with lower employment growth.

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Export and Import

Manufacturing GDP (millions 1995/96 prices) 22,000 21,000 20,000 19,000 18,000 17,000 16,000 15,000 14,000 13,000

2012

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12,000

The hollowing out of manufacturing jobs is more intense across larger firms, whereas niche manufacturers are relatively resilient. German mid-sized manufacturers are a good example of this. They outperform the rest of the German economy and have developed global leadership despite their relatively small size. Amongst other things, the secret to their success lies in focussing on a global niche with the aim of dominating it, constantly innovating technology, maintaining long term relationships, and being relentless about customer service.

Consider this in conjunction with the latest BNZ –BusinessNZ Performance of Manufacturing Index (PMI), and we have sound reason for optimism. The May PMI actually showed the manufacturing sector recorded its highest level of activity for almost nine years – since June 2004. Compared with previous May results, the 2013 value was the highest since the survey began in 2002. Part of this even showed a pickup in employment after a lengthy period of time in the doldrums.

The Germans are also good at using applied research institutes that facilitate the transfer of scientific research into innovative products and services. This area is where our Callaghan Innovation can really help. Based in Auckland, Wellington and Christchurch, Callaghan Innovation is adopting a simpler approach helping firms accelerate the commercialisation of innovation. With the new changes in place since 1 July, more of New Zealand’s top R&D performing businesses are eligible for funding. Callaghan Innovation is now administering three new business R&D grants, replacing the previous Technology Development Grants, TechNZ Project Grants, TechNZ Capability Grants, and Technology Transfer Vouchers.

The strong result mirrored comments from respondents, which were over 58% positive – the highest this year. A number of these comments outlined the improving building/ construction sector, increasing offshore orders and new customers/opportunities for their business.

The DHL exporter survey released on 18 June shows the importance of innovation in offsetting other challenges such as currency. It shows that exporter confidence is up despite the strong Kiwi dollar, with 59% of exporters confident that orders will increase in the next 12 months. They are focussing on the things they can control and employing strategies to maximise these – including refining their offering, considering re-pricing, investing in different markets and competing online.

Optimism can be particularly well placed in connection with the Christchurch region. A huge pipeline of manufacturing activity will be generated in the Christchurch rebuild. Collaborate Canterbury is doing a fine job of bringing together construction sector businesses from across New Zealand and connecting them with Canterbury companies. This increase in construction activity and the manufacturing supporting it is set to continue for years to come, with a catch up in Auckland also happening. But it’s not just on New Zealand shores where manufacturers are succeeding, especially when it comes to our closest neighbours. Kiwi manufacturers are more competitive than Australian manufacturers – it’s about 30% cheaper for manufacturers to operate in New Zealand. After some hard years, manufacturers in New Zealand are lean and mean, and well placed to take efficiencies forward overseas.

While we can learn a lot from the German manufacturers and their innovative approach, let’s not lose sight of the fact that overall the bigger picture for New Zealand manufacturing is a positive one – see graph above, showing the manufacturing sector is 20% larger than it was in the late 1980s.

Catherine Beard Executive Director ExportNZ, a division of BusinessNZ cbeard@exportnz.org.nz www.exportnz.org.nz

Member Profile

Update August 2013

RedSeed: the growth of a good idea Anya Anderson is no stranger to many CECC members – the training guru has presented a number of training workshops over the years.

“We have received really positive feedback from our clients. They are experiencing a decline in staff turnover, an increase in sales, and an increase in productivity. The training also enables staff to get up to full capacity more quickly – one client reported that new staff were now able to meet their sales targets after two weeks, instead of the two months it used to take.”

In 2009, Anya saw an opportunity to package her skills through the internet to meet a much larger market. Through collaboration with a boutique interactive company, Anya was able to deliver an online training system for Hallensteins, and the ‘good idea’ grew into a very successful start-up. “It was a very fortuitous meeting of minds at just the right time,” says Anya. “There was a real opportunity in the market to deliver customised online training for large, geographicallyspread retail companies. These companies typically have a high staff turnover, so they really struggle with timely, consistent training for new hires. But, because they are customer-facing industries that are very service-focused, they need a cost-effective service and sales system that can be easily accessed and utilised from day one.” Hence, ‘smarter’ retail training. The system is hosted online and consists of a series of sections, including exam-style questions, role-playing and practical training in-store. The participant is required to complete each section, under the supervision of an in-house coach, before the next one is ‘unlocked’. Generally a programme will consist of two sessions a week, over a period of three months. Anya says the online training model enables them to offer a more personalised experience. “The core training programme content is a generic product that can apply to any industry. We then tailor the package to individual clients. As part of this we spend two nights on-site to create 20 videos using the client’s work environment as the backdrop and staff as actors. This makes it easy for trainees to be able to see best practice in their own environment – such as greeting customers – which is different for each client.

>> www.redseed.me

The market is responding favourably to the RedSeed offering. Revenue is 100 per cent ahead of last year; the company is approaching $1 million in annual revenue, and making a profit – not bad for a small start-up. The RedSeed team has also expanded from three and a half full-time equivalents to 10 and a half, and was a recent finalist in the New Zealand Hi-Tech Awards. Current clients include the heavy-hitters of the New Zealand retail sector – Hallenstein Glassons, Warehouse Group, Briscoes Group, Vodafone, and Samsung New Zealand.

While the sales programme was the cornerstone offering, RedSeed is about to release a new Customer Service programme to the market. Specialising in getting a change in behaviour, the system is set up to ensure positive outcomes, better customer experiences and increased sales. RedSeed was originally based in Cashel Mall, but had to relocate to premises above Anya’s garage following the earthquakes. They are now more permanently located at the Enterprise Precinct and Innovation Campus (EPIC). Anya says it is the ideal space for the company to base itself, while focusing on further growth. “We’re very keen to expand into Australia and the US, and are currently working on a clear strategy to get a foothold in these markets. We’re pretty ambitious and are keen to take a great idea offshore, while also growing our base sustainably. “The Christchurch business community is very open to start-ups. While there’s not a lot of funding available, there are a lot of people willing to share their experience and advice. EPIC is such a vibrant hub of high-tech businesses; there are so many new business opportunities there if you look for them. It’s about making the most of your environment – you have to be smart about it.”

Member Profile

Taking safety to new heights A development that has revolutionised the way people access heights was created out of a passion for a safer working environment.

HeightSafe NZ was founded in 2007 by managing director Anthony Elley and two other practicing engineers, who were all using ladders as a part of their everyday jobs. The team were all too familiar with the risks involved in accessing heights – with Anthony once suffering from broken ribs after a ladder fall. Motivated by the lack of safety equipment for when users are ascending and descending from heights, the Ladder Bracket was designed to lock ladders in place. “Our focus was on improving the safety of ladder use and minimising the number of ladder-related accidents in the work environment,” Anthony says. “There are safety regulations in place for when you are working on the roof of a building, but not for when you are accessing it – which I believe is the most dangerous part. The main risk of falling off a roof is not when you are up there – it’s when you are actually getting on to it, which is when the majority of accidents occur.” After testing the market with their prototype, and refining it to become more streamlined and economical, the first run of ladder brackets was produced for sale in 2011. It’s been a slow process, but we have successfully supplied our bracket to numerous companies throughout New Zealand, including Z Energy, who have installed our brackets on their sites all over the country.”

>> www.heightsafenz.co.nz

The bracket has also been supplied to construction companies, as well as numerous building maintenance and service companies. It is often used in conjunction with other fall protection systems, ensuring that ladder climbers receive end-to-end protection against potential falls. The company has also recently started manufacturing in Australia. “We believe that what we have created is a worldfirst. It has been carefully developed to meet all safety guidelines and we have not come across any other product that measures up to it.” Further reinforcing its success, the system was one of three finalists in the inaugural Site Safe Construction Health and Safety Awards for safety innovation for small to medium sized businesses. “In terms of health and safety, I believe New Zealand is catching up with the rest of the world and becoming more proactive,” Anthony says. “We would like to see every building in the country have safer access in general.” He said these issues are of critical importance as Canterbury enters its city rebuild phase. “We believe our product will reduce the number of countless and unnecessary accidents and deaths that occur every year. We really want to get this product out there to help take away the risk factor, so tradespeople can get home safely to their families at the end of the day.”

Member Profile

Update August 2013

SKOPE for innovation Founded in the 1940s to manufacture domestic heating, and purchased in 1965 by Robert Stewart, SKOPE now supplies commercial refrigeration to foodservice and corporate beverage markets across Australasia and around the globe.

SKOPE is a family owned company with a difference; it is run with all the corporate disciplines of a public company, with managing director Guy Stewart being answerable to a board that includes five independent directors. SKOPE is committed to Christchurch, which is home to the company’s head office and the largest design and innovation centre of its kind in Australasia. “There is no question that we are 100 per cent committed to our Christchurch-based operation,” says Guy. “We will continue to base our product research and development in Christchurch, as we have proven over time that our people are very adept at creating desired solutions and overcoming ‘impossible’ challenges that create value for our customers.” SKOPE is also committed to using local resources, and supports over 250 New Zealand suppliers. “We use only New Zealand made steel, with approximately 70 per cent of all components used in our products being sourced onshore,” says Guy. A wide range of commercial refrigeration products and customised solutions play a large part in SKOPE meeting challenges, for customers including globally recognised names Coca-Cola Amatil, Schweppes and National Foods (Lion), as well as for a wide range of sectors, from restaurants, cafés and retail to health, mining and food processing.

SKOPE has strong links and partnerships with a number of global commercial refrigeration leaders, including Haier in China, Busung in South Korea and Irinox and MISA in Italy. The company supplies products and services to markets in New Zealand, Australia, the Pacific Islands, the United Arab Emirates and China, and is actively looking into new growth markets. SKOPE employs approximately 385 staff, including 30 in the design and innovation team who keep at the forefront of technology advances in all fields of refrigeration development, including constant investigation and development of high efficiency componentry. Key advancements include developments in self-learning electronic controllers, advanced digital component control and natural refrigerants all resulting in significant energy reductions.

>> www.skope.co.nz

Member Profile

Recently, an internal initiative allowed a team made up of staff from different SKOPE departments to develop a clear LCD screen for installation behind the window of retail fridges, providing clients with a new tool to attract customers. “As a commercial refrigeration producer, we live and die by constant innovation,” says Guy. “Historically, we were early adopters of new environmentally beneficial technologies, and we have begun researching likely environmentally friendlier refrigerant replacements.” Constantly striving to lead the market in the provision of safe, globally leading energy efficient commercial refrigeration and foodservice solutions, each product is tested for quality and performance. As part of this commitment, SKOPE recently installed a new state-of-theart environmental test chamber. “This milliondollar testing chamber has increased our testing capacity, ensures faster project turnaround times and improves our testing accuracy,” explains G u y. “We can now s i m u l ate al most any environment with great accuracy, which is important when products need to perform at the highest standards in some of the harshest climates in the world, such as large parts of Australia and the Middle East.” The test chamber is part of SKOPE’s companywide boost in research and development, which includes doubling their research and innovation team over the past three years to ensure SKOPE continues to design and manufacture marketleading products.

Arts and Culture

Update August 2013

2013 Christchurch Arts Festival Christchurch Arts Festival 2013 brings five weekends packed with more than 50 shows and events to the city in August and September.

From circus to cabaret, music, dance, theatre, opera, classical music and a thought-provoking programme of ideas, Christchurch Arts Festival will excite, entertain, invigorate and enliven. But, says Festival director Philip Tremewan, it’s not just about entertainment – in 2011 the Festival provided a beacon of light for a city in great need. “We worked against the odds to present a festival during a very difficult time, and this year we believe there is still a very great need in Christchurch to come together and celebrate.”

The 2013 festival is subtitled ‘Rebuilding The Heart’ and Mr Tremewan says this is at the core of the festival this year. “We deliberately looked at shows and events which celebrate who we are, but also look to the future.” Mr Tremewan says key to the success of the festival is the support from the Christchurch business community. “We’ve been delighted at the number of businesses who have come to the party and given us support with sponsorship and partnerships. Our family of sponsors really do make this festival possible and ensure we are able to keep ticket prices as low as possible, to ensure everyone can come and enjoy part of the festival.” Sponsors receive numerous benefits from being associated with the festival, including opportunities to entertain clients and the ability to leverage the relationship. “And if you’re not a sponsor, businesses can still support the festival – why not get a group of workmates together and book or host clients at a show in the Festival Club.” Tickets for the 2013 Christchurch Arts Festival are now on sale and Mr Tremewan warns, many shows will sell out. “In 2011, we had 53 sold out shows, so be quick or you may be disappointed.” Christchurch Arts Festival 2013 runs from 22 August to 22 September with most shows and events centred across the five weekends.

>> www.artsfestival.co.nz

Arts and Culture

Festival Highlights •

CANTINA – the ‘dark chocolate’ of cabaret, a little bit naughty and a little bit nice and definitely just for the adults

•

Fault Lines – a hauntingly beautiful Christchurch/ China dance collaboration which speaks of the aftermath of surviving an earthquake

•

Traces – circus from Montreal’s Les 7 Doigts de la Main, one for all the family

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Gifted – world premiere of this new play which tells the story of when Frank Sargeson met Janet Frame

•

Mike Nock and NZTrio – performing a new work

A full music programme at the Fletcher Building Festival Club based at the Arts Centre – choose from eclectic indie rockers Calexico (USA), Die Roten Punkte’s wild rock’n’roll cabaret ride Super Musician, Lawrence Arabia, The Eastern’s new show No Depression as well as Adam Page and Bella Kalolo

•

Between Zero and One – Strike Percussion’s new work created with composer John Psathas and artist Tim Gruchy

• Animals and Children – a wickedly funny and gloriously grim theatre piece from the UK for adults, described as a comic book come to life

• Totally Weill – featuring Christchurch favourites Delaney Davidson and Naomi Ferguson •

The Words and Music of Jacques Brel with Jennifer Ward-Lealand, Jon Toogood, Julia Deans and Tama Waipara

•

Christchurch Brass – the ultimate ‘band in the park’, starting with a lone military musician and gradually building as seven brass bands join in to create the biggest massed band ever seen in the city.

Small Business

Multiple generations in the workplace The workplace offers all sorts of challenges in terms of handling the differences across the generations. As older workers delay retiring and younger workers are entering the workforce straight from study, the work environment has become a mixture of varying objectives, values, attitudes and experiences.

Up to four potential generations may exist in any given workplace. These could be: 1.

Traditionalist born before 1946 67yrs+

Baby Boomers born 1946-1964 49yrs-66yrs

Generation X born 1965-1979 34yrs-48yrs

Generation Y born 1980-2000 16yrs-33yrs

Essential leadership skills programme – module 5 Leading Four Generations in the Workplace Monday 26 August 9.30am to 1.00pm

Differences across these generations • Technology – technology has changed the way we communicate and process data. Older generations may struggle with technology that younger generations take for granted •

Effects of media – television, computers, internet and smartphones, as well as social media have dramatically increased the amount, availability and accessibility of information. This may affect how each generation interacts with each other

• Communication – older generations prefer face-to-face communications, whereas the younger generations use email or instant messaging •

Authority and the status quo – younger generations tend to challenge the status quo, and ask more questions of authority. Older generations tend to defend authority and see questioning as a form of disrespect

•

Independence versus group – younger generations tend to be more individually focused and independent, whereas older generations work within groups and think of others first

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Loyalty and motivation – younger generations are motivated by achievement and recognition, so regularly change employers, whereas older generations tend to have a greater commitment to an employer

•

Flexibility – younger generations tend to value lifestyle over their work life, seeking greater flexibility.

The best way to make the most of these differences is to work to find common ground in order to bridge the generation gaps. One of the first steps is to understand how each generation communicates and adapt the way you communicate to ensure that you are reaching all people. Difficulties may also arise due to a lack of knowledge. Sharing knowledge breaks down barriers and creates an understanding and collaborative work environment. Wherever possible, avoid discounting the value of a particular generation and instead concentrate on the benefits of having multiple generations in the workplace.

• Raise awareness of the challenges that each generation brings

Benefits include: • Differing perspectives and views

• Find common ground among the different generations in your workplace

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More ideas based on wider experiences

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Greater social interaction across generations

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A collaborative workplace where everyone is working together

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An environment to share knowledge.

• Help people to work in a collaborative style to gain the benefits of their experiences • Lead in the most effective style to ensure each generation is motivated an d e n gage d to wo r k fo r yo ur organisation.

Visit www.cecc.org.nz to learn more or email registrations@cecc.org.nz

Small Business

Update August 2013

Behind the brand Introducing James Borthwick, general manager at Apparelmaster Apparelmaster New Zealand has been operating for 35 years, with 27 sites across the country. Apparelmaster Christchurch has been a franchise for 20 years, initially starting out as Kaiapoi Drycleaners. Today, the business is solely focused on garment rental â&#x20AC;&#x201C; predominantly within the automotive, engineering and food industries. A family company, Apparelmaster Christchurch is owned by Alan and Jules Borthwick, with son James at the helm as general manager.

What are the benefits (and challenges) of being part of a family-run business? There are many benefits to being a family-run business â&#x20AC;&#x201C; one of the main benefits is that customers can deal direct with the owners and, if there is a problem, then it can be resolved quickly. Because we are not a corporate, we can be very flexible in the way we operate and can implement change very quickly. Being family run also means that we are setting the business up so that the next generation will gain from it. We always try to future-proof the business when looking at new equipment, as we take a long-term view towards business, rather than looking for short-term results. What is the secret to the companyâ&#x20AC;&#x2122;s longevity? We always treat people how we want to be treated and we always do what we say we will do. We are in a service industry, so we need to provide an excellent service for our customers to retain them.

How has the business and industry changed over the years? There has been a major change in what businesses choose for their work uniform. Only ten years ago, most companies would dress their staff members in blue overalls. Now they can choose from a full range of multi coloured overalls, shirts and trousers, and high visibility compliant garments. We can also have customised garments made for specific requirements. There has also been a huge increase in companies requiring Transit NZ day and night compliant garments, and we can only see this increasing as the rebuild gains momentum. We are especially well suited to cleaning these kinds of garments as we are the only industrial laundry in Canterbury that still has drycleaning machines. Drycleaning is a very safe way of processing garments, as high visibility tape is very sensitive to high temperatures and can be damaged in the cleaning process.

Small Business

How do you ensure you stay relevant to the changing market? We invest in the latest technology to make sure that we can provide the best service possible. For example, we have just installed an overhead dirty bag system that automatically loads into three 180kg washing machines. The operator sorts and loads garments into 50 to 60kg bags, which are stored overhead. When the washing machine calls for the next load, three of these bags will be loaded into the machine. Once washed, it unloads the garments onto a conveyor that loads a dryer, automatically unloading again when the dryer is finished. The garments are then scanned onto a hanger that has a radio frequency chip in it. The chip is tracked using our automated sorting system, so we can see exactly where that particular garment is while it is in the factory. This scanned information makes our quality control and stock tracking extremely accurate. The automated sorting system is the first one in New Zealand. We are also AsureQuality audited to service food industry companies.

What role does sustainability play in the company? Sustainability is a huge issue for laundries and we have embraced it totally. We are the first company in New Zealand to use 100% biodiesel for our boiler fuel. Being part of the Instep carbon emission monitoring program means that we measure our carbon emissions, which are 40% less than most laundries. We also recycle a lot of our water, using only 7L per kilogram of textiles processed, compared to similar laundries that can use up to 30L of water per kilogram processed. We also use heat exchangers to heat our water.

Our sustainability processes have been recognised at a national level â&#x20AC;&#x201C; earlier this year, we won the Green Ribbon Award for Small Business Leadership. This was a huge achievement for us and one that we are very proud of. >> www.apparelmaster.co.nz

>> www.apparelmaster.co.nz

Small Business

Update August 2013

Welcome to new members A key objective of the Employers’ Chamber is to encourage members to do business with other members. This will ensure that membership is successful and additional business is generated for our region. When liaising with fellow members to do business, please act professionally and respect their right to decline your services.

Airport Lodge Motel Wayne Lui, Owner

Best Health Products Ltd. Sheena Burton, Operations Manager

Citibank Lauren Thomas, Client Sales Manager

PHONE: 358 5119 MOBILE: 027 376 5828 105 ROYDVALE AVENUE, BURNSIDE, CHRISTCHURCH 8053 accounts@airportlodge.co.nz www.airportlodge.co.nz Motel.

PHONE: 961 8080 MOBILE: 022 176 9425 PO BOX 18535, CHRISTCHURCH 8641 15 GREEN LANE, SOCKBURN, CHRISTCHURCH sheena.b@nuztri.co.nz www.nuztri.co.nz Wholesale, retail and export New Zealand made products, including formula milk, fortified milk powder, health supplements, skin-care products.

PHONE: 09 307 1918 MOBILE: 021 0238 8455 LEVEL 11, 23 CUSTOM STREET EAST, AUCKLAND 1010 lauren.thomas@citi.com Banking.

Bevan McKeich Builders Ltd. Bevan McKeich, Director

PHONE: 355 2255 MOBILE: 021 343 525 PO BOX 36796, CHRISTCHURCH 8146 23 HELMORES LANE, MERIVALE, CHRISTCHURCH 8014 jocelyn.marsh@clarityaccounting.co.nz www.clarityaccounting.co.nz Chartered accountants, business advisors and coaches.

AJ Haggerty Builders Ltd. Andrew Haggerty, Director MOBILE: 021 229 0888 54 SLATER STREET, RICHMOND, CHRISTCHRUCH 8013 haggertybuilders@gmail.com Builders.

Alligator Drainage Limited Chance Matehe, Company Director PHONE: 388 9943 MOBILE: 022 140 2106 18L BOWER AVENUE, NEW BRIGHTON, CHRISTCHURCH 8083 chance@alligatordrainage.co.nz www.alligatordrainage.co.nz Drainage and plumbing services – residential, commercial and civil.

Aotearoa Web Design Jason Koning MOBILE: 021 045 2359 191 HACKTHORNE ROAD, CASHMERE, CHRISTCHURCH 8022 Jason@awdl.co.nz www.aotearoawebdesign.co.nz WordPress website design, development and hosting services, specialising in e-commerce and responsive web design for small business.

MOBILE: 021 221 1884 PO BOX 69199, LINCOLN, CANTERBURY 7640 UNIT 3, 19 NGA MAHI ROAD, SOCKBURN, CHRISTCHURCH 8042 bevan@lineinstaller.co.nz Installation of James Hardie cladding products as well as building waffle floor slabs.

BJ Rakena Builders Ltd. BJ Rakena, Director MOBILE: 022 037 4960 34 ACHILLES STREET, BURWOOD, CHRISTCHURCH 8061 bj@rakenabuilders.co.nz Residential construction, other new builds and earthquake repairs.

Blue Ocean Trading Eddie Yi PHONE: 357 4080 MOBILE: 027 873 3023 UNIT 4, 11 HOMERSHAM PLACE, BURNSIDE, CHRISTCHURCH 8053 blueoceannz@gmail.com Exporter of health supplements and seafood.

ASB Bank Limited – Commercial Branch Benjamin Badger, Commercial Manager

Business Evolution Group Limited Brodie Archer, Principal Consultant

MOBILE: 0274 808 285 PO BOX 13650, CHRISTCHURCH 8141 benjamin.badger@asb.co.nz Bank.

PHONE: 358 5252 MOBILE: 029 347 7373 PO BOX 46, CHRISTCHURCH 8140 UNIT 6A, 16 SHEFFIELD CRESCENT, CHRISTCHURCH 8053 brodie.archer@businessevolution.co.nz www.businessevolution.co.nz Specialises in SAP business systems implementation and lifecycle management, with experience across a wide range of industries.

Beaver Group Lynda Walters-Smith, Office Manager PHONE: 344 6223 MOBILE: 027 222 9069 PO BOX 37289, CHRISTCHURCH 8425 744 HALSWELL JUNCTION ROAD, HORNBY, CHCH beavertrees@xtra.co.nz www.beavertree.co.nz Arborists. All tree work done, landscapers – from design to completion, commercial rentals and Networking Group.

Clarity Accounting and Business Advisors Jocelyn Marsh, Practice Manager

Crighton Anderson Property and Infrastructure Fiona McKissock, General Manager PHONE: 378 2109 PO BOX 13804, CHRISTCHURCH 8141 fiona.mckissock@capi.co.nz www.capi.co.nz A leading capital asset valuation and advisory firm offering specialist valuation and financial skills.

Currency Online Richard Yardley, Senior Business Development Manager PHONE: 09 306 3809 MOBILE: 021 0825 0855 PO BOX 7646, WELLESLEY STREET, AUCKLAND 1141 LEVEL 1, 15 WASHINGTON WAY, CHRISTCHURCH 8011 richard.yardley@currencyonline.com www.currencyonline.com Foreign currency services company providing spot and forward contracts. Receiving and delivering foreign currency receipts and payments around the world.

Discount Blocked Drains Ltd. Haley Baggott, Director/Owner MOBILE: 021 346 650 5 DUNARAN STREET, AVONSIDE, CHRISTCHURCH 8061 dbdrains@clear.net.nz Services include drain laying, clearing blocked drains, pipe bursting, CCTV inspections of drains.

Dr Julie Wuthnow, Copywriter & Web Dr Julie Wuthnow, Founder

Grimshaw & Co Michael Wolff, Associate

Ideas Shop Limited Renee Parsons, Consultant

MOBILE: 021 069 0242 26 LEISTRELLA ROAD, HOON HAY, CHRISTCHURCH 8025 Julie@juliewuthnow.com www.juliewuthnow.com I write web content (e.g. copy, emails, white papers), and consult on navigation and usability to improve conversions and sales.

PHONE: 365 8613 MOBILE: 021 834 537 UNIT 11, 77 GLOUCESTER STREET, CHRISTCHURCH 8013 michael.wollff@grimshaw.co.nz www.grimshaw.co.nz Lawyers.

MOBILE: 021 0260 0229 PO BOX 10312, PHILLIPSTOWN, CHRISTCHURCH 8145 4/15 WASHINGTON WAY, CHRISTCHURCH renee@ideasshop.co.nz www.ideasshop.co.nz Ideas Shop is a leading communications and public relations consultancy with offices in Wellington and Christchurch.

Ebborn Law Limited Jarrod Coburn, Practice Manager PHONE: 339 2233 MOBILE: 021 295 9532 PO BOX 291, CHRISTCHURCH 8140 LEVEL 1, 285 LINCOLN ROAD, ADDINGTON, CHRISTCHURCH Jarrod.coburn@ebbornlaw.co.nz www.ebbornlaw.co.nz Boutique law firm specialising in family and legal aid matters.

EnduraColor Ltd. Sonya McGill, Owner PHONE: 359 0026 PO BOX 4670, CHRISTCHURCH 8140 UNIT 3, 202 WOOLDRIDGE ROAD, HAREWOOD, CHRISTCHURCH sonya@ecardz.co.nz www.ecardz.co.nz

First Security Guard Services Ltd. Peter Clothier, Business Development Manager MOBILE: 027 523 1053 PO BOX 13346, CHRISTCHURCH 8141 413 ST ASAPH STREET, PHILLIPSTOWN, CHRISTCHURCH peter.clothier@firstsecurity.co.nz We provide superior levels of service in the following areas: mobile patrol services, static guard services, alarm responses, monitoring and techinical services. 24 hours a day, 7 days a week, 365 days a year.

Heightsafe NZ Ltd. Anthony Elley, Managing Director

Innovative Business Solutions Steve Lowery, Managing Director

MOBILE: 021 716 058 106 REGENCY CRESCENT, REDWOOD, CHRISTCHURCH 8051 anthony@heightsafenz.co.nz Height safe product suppliers.

PHONE: 355 5427 PO BOX 8953, RICCARTON, CHRISTCHURCH 8440 info@myoffice.co.nz

Home Insulation Christchurch Ltd. Tom Gornall, Director

Joinery By Design Evan McLachlan, Managing Director

PHONE: 381 1111 MOBILE: 027 381 1053 PO BOX 10343, PHILLIPSTOWN, CHRISTCHURCH 8142 476 ST ASAPH STREET, LINWOOD, CHRISTCHURCH info@home-insulation-christchurch.co.nz www.home-insulation-christchurch.co.nz Supply and install home insulation for new buildings and retro fit. Supply and install Hydronic under floor heating.

PHONE: 384 8461 MOBILE: 021 674 876 PO BOX 19973, CHRISTCHURCH 8241 15 KING EDWARD TERRACE, WOOLSTON, CHRISTCHURCH jbd@ihug.co.nz www.jbd.net.nz Joinery manufacture, kitchens, windows, stairs, doors.

Hop and Vine Distribution Terry Mitchell, Director PHONE: 342 3228 MOBILE: 027 433 0687 PO BOX 31222, CHRISTCHURCH 8444 25 HILLCREST PLACE, AVONHEAD, CHRISTCHURCH info@hopandvine.co.nz South Island sales and distribution of wine brands and craft brewery beers.

Lincoln University Students’ Association Jo Meyer, Executive Director PHONE: 325 3660 MOBILE: 021 287 5379 PO BOX 7, LINCOLN UNIVERSITY, LINCOLN 7647 CALDER DRIVE, LINCOLN UNIVERSITY, LINCOLN lusa.ed@lincoln.ac.nz www.lusa.org.nz We are a Students' Association who provide vital services to students studying at Lincoln University including advocacy, events, media, clubs, welfare and support.

Frobisher Interiors Mark Appleton, Director PHONE: 355 2628 MOBILE: 021 244 4512 125 AIKMANS ROAD, MERIVALE, CHRISTCHURCH 8014 mark@frobisher.co.nz www.frobisher.co.nz Interior design.

Frontline Fruit Ltd. Graeme Smith, Shareholder/Director MOBILE: 021 314 940 PO BOX 79052, CHRISTCHURCH 8446 6 DUNROBIN PLACE, CHRISTCHURCH susanme@xtra.co.nz Market services company. Primary focus, sales and customer service for an apple supply programme to the NZ domestic market.

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Generation Homes Christchurch South Nadja Baker, Director MOBILE: 021 216 2198 24 TAUHINU AVENUE, LINCOLN 7608 nadjab@generation.co.nz www.generation.co.nz Project management and sales for residential home building.

Gladfield Malt Ltd Gabriella Michael, Owner PHONE: 325 4447 MOBILE: 027 392 543 721 HORORATA DUNSANDEL ROAD, RD 2 LEESTON 7682 info@gladfieldmalt.co.nz www.gladfieldmalt.co.nz We produce malt for the brewing industry.

Global Futures Ltd Julia Mead, Director MOBILE: 021 585 423 PO BOX 17706, SUMNER, CHRISTCHURCH 8840 Julia@juliamead.co.nz www.globalfutures.co.nz A performance coaching, facilitation and recruitment firm, we enable healthy effective organisations. Our commitment is that people love the work they do and organisations thrive.

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Sales and Marketing

Update August 2013

Mainland Claims Management Limited Maree Prior, Human Resources Manager

Neil Jones AFA Spicers Neil Jones, Authorised Financial Advisor

South Island Civil Ltd. Steve Glen, Director

PHONE: 356 1098 MOBILE: 027 510 5864 PO BOX 7159, SYDENHAM, CHRISTCHURCH 8240 maree.prior@mainlandclaims.co.nz www.mainlandclaims.co.nz We provide insurers and brokers with customised claims management and loss adjusting solutions. We are locally owned and operated, with over 180 staff and contractors.

PHONE: 377 6885 MOBILE: 027 262 4123 PO BOX 837, CHRISTCHURCH 8140 LEVEL 1, 137 VICTORIA STREET, CHRISTCHURCH neil.jones@spicers.co.nz www.spicers.co.nz Provide financial advice as an authorised financial adviser with Spicers to companies and individuals on investments, insurance and estate planning.

MOBILE: 022 328 5390 PO BOX 76015, CHRISTCHURCH 8548 14 BLARNEY PLACE, CHRISTCHURCH steve@sicivil.co.nz www.sicivil.co.nz Project management and construction.

Manpower Group Marc Denholm, National Business Development

Olympicon Ltd. Steven Zygouris, Chief Financial Officer

PHONE: 339 4488 MOBILE: 022 0432 663 204 HENDERSONS ROAD, HOON HAY, CHRISTCHURCH 8149 jillyn@spectrum.net.nz Painting and decorating company specialising in commercial and residential painting, plastering and paper hanging.

Manager PHONE: 365 6668 MOBILE: 027 499 9122 PO BOX 9139, TOWER JUNCTION, CHRISTCHURCH 8149 130 RICCARTON ROAD, CHRISTCHURCH marc.denholm@nz.manpowergroup.com www.manpowergroup.co.nz Manpower Group is a world leader in the employment services industry. With over 60 years recruitment industry experience, we offer employers a range of services for the entire employment and business cycle.

Matrex Cold Patch New Zealand Limited Mark de Jong, Owner & Managing Director PHONE: 960 7373 MOBILE: 021 525 627 40 EDWARD STREET, PREBBLETON, CHRISTCHURCH 7604 Manufacture and sales of permanent cold asphalt repair product.

Maxwell Plumbing Co Ltd. Marion Coburn, Office Manager PHONE: 366 4403 MOBILE: 021 778 735 PO BOX 7496, CHRISTCHURCH 8240 342 WILSONS ROAD NORTH, WALTHAM, CHRISTCHRUCH marion@maxwellplumbing.co.nz www.maxwellplumbing.co.nz Plumbing and drainage contracting for both domestic and commercial clients.

Maxwells Drycleaning (SI) Ltd. Greg Irvine, General Manager PHONE: 366 0082 MOBILE: 021 163 4203 PO BOX 21104, CHRISTCHURCH 8143 20 BIRMINGHAM DRIVE, CHRISTCHURCH office@maxwellsdrycleaning.co.nz www.maxwellsdrycleaning.co.nz We are Christchurch’s number one drycleaner. We specialise in drycleaning and laundry.

Media Training NZ Pete Burdon, Founder and Head Trainer MOBILE: 029 200 8555 PO BOX 36-251, CHRISTCHURCH 8014 121 RUGBY STREET, MERIVALE, CHRISTCHURCH pete@mediatrainingnz.co.nz www.mediatrainingnz.co.nz Training business executives how to control media interviews and improve their communication skills.

Momentum Business Solutions Ltd. Linda Melhuish, Director PHONE: 03 323 9776 MOBILE: 021 647 180 PO BOX 20427, BISHOPDALE, CHRISTCHURCH 8543 1 VERONA PLACE, OHOKA, NORTH CANTERBURY 7692 linda@momentumbiz.co.nz www.momentumbiz.co.nz Accounts and payroll processing for small business. Implementation and training for small business users on accounting and payroll software programmes including Xero, iPayroll and MYOB.

Motivationz 2008 Anthony Beks, Director PHONE: 356 2110 41 URUNGA AVENUE, STROWAN, CHRISTCHURCH 8052 motivationz@xtra.co.nz www.motivationz.co.nz Motivationz 2008 Ltd is a sports coaching and mentoring company, operating primarily in the youth sector. Run by former Silver Fern Marg Foster and Olympian Anthony Beks.

PHONE: 343 0883 MOBILE: 0275 301 886 PO BOX 6483, CHRISTCHURCH 8442 5A CRAFT PLACE, CHRISTCHURCH info@olympicon.co.nz www.olympicon.co.nz Commercial, industrial, residential steel constructions. Residential repairs and constructions, infrastructure. Manufacturer of steel constructions.

Oxford Supervalue Mike Rutherford, Owner/Operator PHONE: 03 312 4305 MOBILE: 021 222 0442 PO BOX 66, OXFORD 7443 52 MAIN STREET, OXFORD, CANTERBURY nickymike@xtra.co.nz www.supervalue.co.nz Small rural supermarket.

Paradise Estate William Chen, Director PHONE: 349 5266 MOBILE: 021 896 636 69 BLOCK ROAD, RD 6 PREBBLETON, CHRISTCHURCH 7676 ceoahua@hotmail.com www.allnaturalnz.com Function centre, winery.

Portside Logistics Limited Steve Butler, General Manager PHONE: 03 684 9900 MOBILE: 027 449 2754 PO BOX 83, TIMARU 7940 226 FRASER STREET, TIMARU steveb@portsidelogistics.co.nz www.portsidelogistics.co.nz Storage and distribution.

Rata Contractors Ltd. Jenine Screen, Admin Manager/Director PHONE: 358 3064 MOBILE: 027 243 0447 PO BOX 20103, BISHOPDALE, CHRISTCHURCH 8543 400 SAWYERS ARMS ROAD, HAREWOOD, CHRISTCHURCH ratacon@xtra.co.nz www.ratacon.co.nz Landscape construction, driveways, paths, patios, paving, site works and excavation.

Riverton Properties Ltd. Don Forbes, Managing Director PHONE: 351 7759 PO BOX 1159, CHRISTCHURCH 8140 116 GLANDOVEY ROAD, STROWAN, CHRISTCHURCH forbes.don@xtra.co.nz Construction property development and investment.

RJR Consulting Rachel Rait, Environmental Consultant MOBILE: 021 849 595 98 BICKERTON STREET, WAINONI, CHRISTCHURCH 8061 rachel@rjrconsulting.co.nz www.rjrconsulting.co.nz Specialising in resource management, environmental geochemistry, hydrogeology, environmental assessment and site assessment.

Seraphim Health and Beauty Nicky Rittisit, Director MOBILE: 021 042 6258 22 HURLEY STREET, AVON LOOP, CHRISTCHURCH 8011 rittisit@yahoo.com Exporting cosmetic products from New Zealand to Thailand and Laos.

Solid Builders Kyle Byers, Director MOBILE: 027 290 1434 PHONE: 0800 4 A BUILDER PO BOX 9110, TOWER JUNCTION, CHRISTCHURCH 8149 kyle@solidbuilders.co.nz www.solidbuilders.co.nz New homes, renovations, extensions, decks, alterations and earthquake repairs.

Spectrum Building and Decorators Jillyn Tan, Operations Coordinator

St James Bed and Breakfast Margaret Frankish, Owner PHONE: 359 6259 MOBILE: 027 455 3554 125 WAIMAKARIRI ROAD, HAREWOOD, CHRISTCHURCH 8051 info@stjamesbnb.com www.stjamesbnb.com Bed and Breakfast only four minutes from Christchurch International Airport.

Stocker Dairy Plumb Ltd. Daniel Wilkes, Manager PHONE: 03 307 6388 PO BOX 668, ASHBURTON 7700 490 WEST STREET, ALLENTON, ASHBURTON 7700 daniel@stockerdairyservices.co.nz www.stockerdairyplumb.co.nz Stocker Dairy Services and Stocker Dairy Plumb Ltd service all your dairying needs around the area. We’re keeping you milking.

Tara Marketing Dorothy Mossman, Owner/Manager PHONE: 371 7440 MOBILE: 0274 385 707 PO BOX 78289, PEGASUS, WAIMAKARIRI 7648 d.mossman@xtra.co.nz www.taramarketing.co.nz Promotional material.

Taurus Group Ltd David Kitson, Director PHONE: 366 6087 PO BOX 42132, TOWER JUNCTION, CHRISTCHURCH 8149 22 FOSTER STREET, ADDINGTON, CHRISTCHURCH drk@taurusnz.co.nz www.taurusnz.co.nz Business advisory services and financiers specialising in debt and equity finance, commercial lending and mortgage finance.

The Radio Network Ric Horsfall, Sales Manager PHONE: 379 9600 MOBILE: 027 645 1435 PO BOX 1484, CHRISTCHURCH 8140 15 MIDAS PLACE, MIDDLETON, CHRISTCHURCH richorsfall@radionetwork.co.nz www.radionetwork.co.nz New Zealand’s market leader for radio advertising solutions.

Westland Enterprises Ltd. Fiona Lauder-Margetts, Owner PHONE: 03 762 6790 677 MAIN SOUTH ROAD, GREYMOUTH 7805 familydentalcentre@netaccess.co.nz Dental centre.

While You Wait Portraits Phil Teague, Owner MOBILE: 027 484 8869 73 TRAVIS COUNTRY DRIVE, BURWOOD, CHRISTCHURCH 8083 12 CATHEDRAL JUNCTION, CHRISTCHURCH 8011 phil@whileyouwait.co.nz Photographic studio using the revolutionary virtual backgrounds system – business portraits, commercial makeover headshots, passport photos, family and children.

YikeBike Ltd. Toni Smith, Admin PHONE: 337 2850 PO BOX 42111, TOWER JUNCTION, CHRISTCHURCH 8149 77 MONTREAL STREET, SYDENHAM, CHRISTCHURCH toni@yikebike.com www.yikebike.com Design and manufacture micro folding electric bicycle.

Sales and Marketing

Contact us Lobbying, advocacy, business strategy & policy Chief Executive Peter Townsend petert@cecc.org.nz General Manager Leeann Watson leeannw@cecc.org.nz EA to Chief Executive/General Manager Anne McKee annem@cecc.org.nz Communications, ICT, membership, marketing, sector support Marketing and ICT Kate Trolove katet@cecc.org.nz Business Development Manager Lorraine Rouse lorrainer@cecc.org.nz

Business advice, export & import, grants & funding, manufacturing and sector support Technology & Marketing Development Rob Lawrence robl@cecc.org.nz Technology Support Coordinator Carly Wheeler carlyw@cecc.org.nz Business Adviser Shirley van Waveren shirleyvw@cecc.org.nz Training, networking and events Business Services Manager Richard Holstein richardh@cecc.org.nz Training & Events Coordinators Kelly Mackintosh kellym@cecc.org.nz Holly Andrews hollya@cecc.org.nz Project/Events Coordinator – Champion Canterbury Mikayla Whetton mikaylaw@cecc.org.nz Training & Events Assistants Alexia Ferguson-Lees alexiaf@cecc.org.nz Mary Botting maryb@cecc.org.nz

Employment law, employment relations advice, health & safety, wage & salary information, human resources, seeking skilled staff Employment Relations Adviser Keith Woodroof keithw@cecc.org.nz Health and Safety Consultants Helen Mason helenm@cecc.org.nz Sandy de Vries sandydv@cecc.org.nz Migrant Employment Coordinator Jude Ryan-O’Dea juder@cecc.org.nz Settlement Support Coordinator Lana Hart lanah@cecc.org.nz Settlement Support Administrator Marina Ritchie marinar@cecc.org.nz Finance, membership support, event & training registrations, certificates of origin services, reception Finance Manager Steve Woodside stevew@cecc.org.nz Accounts & Membership Liaison Anne Jamieson annej@cecc.org.nz Mambership Liaison Kellee Berry kelleeb@cecc.org.nz Executive Office Assistants Shirley Page shirleyp@cecc.org.nz Sinead Purchase sineadp@cecc.org.nz Ballantyne Haines ballantyneh@cecc.org.nz

The Canterbury Employers’ Chamber of Commerce is a membership-based organisation providing assistance at all levels and in all areas of business. The current organisation is a combination of the local Chamber of Commerce and Employers’ Association. This enables members to access both traditional Chamber assistance – international trade, lobbying, networking, commerce advice – and Employers’ Association assistance – employment law, employment relations, advocacy and HR – through one membership.

Behind you every step of the way. Westpac Business Community Hub 55 Jack Hinton Drive Addington PO Box 359 Christchurch 8140 Ph 03 366 5096 Freephone 0800 50 50 96 www.cecc.org.nz info@cecc.org.nz

Affiliated to:

www.cecc.org.nz

The Canterbury Employers’ Chamber of Commerce would like to acknowledge the support of our sponsors, who contribute to this organisation to ensure that membership subscriptions can be kept as low as possible. Each of these companies assists us to bring more services and better value to our members.

Next issue November 2013 (157) Deadline Booking: 6 September 2013 Copy/Adverts: 20 September 2013

PRINCIPAL Sponsors

Editor Kate Trolove katet@cecc.org.nz 03 366 5096

Major Sponsor

Update magazine is produced quarterly and has a distribution of 3,200 copies to business and other recipients. Employers’ Chamber members are welcome to advertise in Update magazine – see www.cecc.org.nz or contact the editor for details.

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update Canterbury Employersâ&#x20AC;&#x2122; Chamber of Commerce Official Magazine