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18 Risk management in construction projects
Some
22 Estimating how long the job will take How to accurately gauge the amount of time you’ll need
24 Navigating your finances
Tips from a veteran tradie
28 Code compliance Building product information requirements have changed
32 Sharpen up your communication How to adapt and thrive in times of change
In
PUBLISHER
The Job Agency T|A Markat
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MANAGING DIRECTOR Gary Collins
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as new research sheds light on New Zealand’s infrastructure workforce.
You’ll find pieces on some of the most common risks in building projects and ways of dealing with them, and how to accurately estimate the amount of time you’ll need for a job.
There are also articles on navigating your finances, making Kiwi homes stronger, and how to sharpen up your communication skills... plus lots more.
Enjoy.
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Jonathon Taylor - (03) 961 5098 editor@markat.co.nz
ART DIRECTOR
Jarred Shakespeare - (03) 961 5088 jarred@markat.co.nz
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Amber Mundy - (03) 961 5075 amber@markat.co.nz
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Inflation, migration, innovation, automation. No matter your focus, 2023 was another transformative year for building and construction in New Zealand.
Operating sustainably, ensuring a healthy and educated workforce, and managing costs and new technologies are just some of the industry’s concerns.
I spoke with three researchers from the Building Research Association of New Zealand (BRANZ) to learn more: principal social scientist Dr Casimir MacGregor, social scientist Orin Lockyer, and economist Matthew Curtis.
Climate change is one of the key drivers shaping new building trends. From decarbonisation to digitalisation, the sector is more resilient, efficient, and environmentally friendly. BRANZ’s principal social scientist, Dr Casimir MacGregor, is pleased that the industry is thinking sustainably.
“More people are attuned to the challenge of climate change, especially in terms of embodied carbon and operational efficiency, so energy use,” he says.
Casimir sees managing water as a core yet hidden focus, a timely topic as New Zealand prepares for its first El Niño summer since 2016, which causes extreme weather across the Pacific.
“Water quality is critical. Cities
like Dunedin have struggled with that for years,” Casimir says.
“We’re going to see more challenges on a council level too. There’s no nationwide greywater standard, for example. The regions are thinking more about environmental pressures.”
A BRANZ study found that greywater reuse systems could reduce network demand for water during droughts and improve the resilience of properties during natural disasters. Concerns about water quality, a lack of legislation, and the perceived risk to human health from waterborne disease
“People are keen to learn and change, but changing mindsets and creating infrastructure to support changes is central to this,” Casimir says. “Deconstruction is critical, but we haven’t figured out how to do that in a New Zealand way just yet.”
Central to waste management is the circular economy concept.
Often seen as a potential solution to reduce waste and the carbon footprint, the circular economy aims at keeping products and materials in use at their highest value to eliminate waste and pollution.
More people are attuned to the challenge of climate change, especially in terms of embodied carbon and operational efficiency, so energy use.
are the biggest barriers to greywater reuse in New Zealand. The balance between meeting legal requirements, appreciating overseas guidelines, and managing system limitations is delicate. As of now, greywater reuse decisions are made on a case-by-case basis.
Another focus is managing waste, a developing focus in 2024. BRANZ says the industry’s interest in waste topics continues to grow. Reducing building material waste is easier in Auckland than in the regions as waste infrastructure is limited, especially off-site sorting and reverse logistics.
Recycling focuses on what happens to a product at the end of its life, whereas a circular economy tries to prevent waste and pollution from being created at all. This can happen through smarter design and manufacturing methods, improved business models and increasing the lifespan of products and materials.
“One of the biggest challenges is getting that circular economy thinking within design and construction,” Casimir says. “How can we reuse materials? Although there are no reuse standards, what are we doing with it?”
Per the Construction Sector
Accord, it’s estimated that up to 50 percent of New Zealand’s total waste going to landfill is construction and demolition waste.
Passionate about reducing the waste the company was sending to landfill, Annie Day from Naylor Love conducted a trial at its construction site on Auckland University of Technology North Campus. The trial involved separating resources on-site and changing how Naylor Love used and disposed of leftover materials.
“At the end of the trial period, over 90 percent of Naylor Love’s construction waste had been diverted away from landfill. This new approach allowed the company to save 40 percent on their usual landfill costs,” the Accord report reads. “Naylor Love’s work shows how diverting resources from landfill can reap benefits for both businesses and the environment.”
Per the Registered Master Builders’ annual State of the Sector survey released in August, 45 percent of homeowners said they were willing to pay a premium for a more sustainable home, enticed by reduced long-term running costs.
Seventy seven percent said costs held them back, and 14 percent said they lacked information. The sector must continue to educate homeowners about the potential return on their investment to encourage sustainable builds.
The State of the Sector survey also found most builders believe the economy will deteriorate further as the boom-and-bust cycle continues. Of the over 1,000 sector participants and homeowners surveyed, 52 percent said work was steady, 48 percent said they saw a decline, and 12 percent said work had critically diminished.
“These boom-and-bust cycles are completely unsustainable, and they impact our sector more than any other,” says Master Builders chief executive David Kelly. “For 50 years it’s been a case of ‘what goes up, must come down’, and in that cycle, we lose good experience, good people, and good businesses.”
88 percent of survey respondents said the main sector issue is rising construction costs. The second biggest issue is finance. David says rising interest rates
and inflation are a bit of a handbrake for the residential construction sector.
“Time is money, and given the recent supply chain issues, product shortages, and ongoing concerns with consenting –it’s no wonder those people building or renovating have had heightened concerns about blowing the budget and timeline.”
The rising official cash rate prompts BRANZ economist Matthew Curtis to question what’s happening in the industry. “We expected the OCR to peak at about three percent. We’re now at five and a half percent, so that plays a significant role.”
Matthew says that new build construction costs had been rising ridiculously quickly, and house prices were falling, a growing disparity that strains the
The communication demand on builders is high. 83 percent reported working with clients outside business hours and on weekends, leaving little time to put work aside and focus on their personal interests or family.
building sector. Higher interest rates make it more expensive to borrow money, which deters households and businesses from new builds.
“Three-quarters of builders who had disagreements with clients said it affected their mental health. Of those, more than half experienced moderate to high symptoms of depression and anxiety. The mental health impacts of disagreements were more marked for builders than clients. This is likely due to the repeated nature of these stressors over multiple client relationships.”
That’s from BRANZ’s Research Now newsletter on builder wellbeing, where builders reported they prefer face-to-face communication.
“The communication demand on builders is high. 83 percent reported working with clients outside business hours and on weekends, leaving little time to put work aside and focus on their personal interests or family,” the report reads.
Maintaining positive client relationships and a healthy work-life balance are two ways to improve builder health and wellbeing.
BRANZ’s ‘Building Together’ guide identifies the tension points during a build process and the key steps to minimise friction: managing defects, site visits, delays, and variations and budgets. The guide says most conflicts – whether or not they are between the builder and client – can be settled with clear communication and sound processes.
Apprentices without connections to the industry have it especially tough, with nobody to tell them if a situation is wrong or if they’re being taken advantage of. Social scientist Orin Lockyer says protecting the most vulnerable sector workers, especially those “going in fresh”, is paramount.
“As part of our research on skills, training, and climate change, we go through interviews that ask about working situations for apprentices – what they’re going through.”
“There’s not a lot of support for apprentices out there.
I’ve never been able to reconcile that one personally. The demand profile is shifting at the same time, with businesses demanding higher quality office space, leaving lower quality spaces vacant.
Apprentices are often given the most physically demanding work and made to do all the heavy lifting. It’s a lot of work to adapt bodies to. You might be able to handle aches and strains when you’re 19 or 20, but you don’t realise until you’re much older how much strain you put on your body,” Orin says.
The Work Should Not Hurt initiative from Construction Health and Safety New Zealand (CHASNZ) aims to ensure tradespeople enjoy long, pain-free careers and retire healthily. Visit this website for more information: chasnz.org/ work-should-not-hurt
Casimir and Orin want health and well-being conversations to move beyond mental health. As an example, Casimir mentions how painters have a higher risk of bladder and other cancers. As painters are exposed to a range of complex chemical mixtures, they are at higher risk of nonmalignant diseases and cancers such as lung and bladder cancer and acute leukaemia.
The issue of finding skilled labour has appeared in State of the Sector results since 2016. Just under two-thirds of respondents employ
apprentices, of which nearly half said the last Labour Government’s Apprenticeship Boost Scheme factored in their decision to do so.
The initiative is set to end in December 2024, but David Kelly says it needs to be permanent.
“The sector can’t afford to be a political football,” he says. But Matthew doesn’t necessarily forecast noteworthy shortages. “In general, it will depend on where you are and what type of work is required,” he says. “I think the hard part to reconcile is how we keep talking about labour shortages at the same time builders and subbies are telling us work is drying up.
“I’ve never been able to reconcile that one personally. The demand profile is shifting at the same time, with businesses demanding higher quality office space, leaving lower quality spaces vacant.”
On February 14, 2023, Hawke’s Bay changed forever. Cyclone Gabrielle inflicted catastrophic levels of damage, destroying infrastructure, isolating communities, and sadly causing 11 fatalities. Months on, as the region realises its new normal, the recovery focus shifts to building back better.
Cyclone Gabrielle was the deadliest cyclone and weather event to hit New Zealand since Cyclone Giselle in 1968. Subdivisions were flooded, infrastructure was ruined, and thousands were displaced. Countless families lost not only their homes, but also their sense of security and belonging.
It’s also the costliest tropical cyclone on record in the Southern Hemisphere. Treasury estimates the cost could be up to $2 billion in the Hastings region alone, and $14.5 billion overall. Former Finance Minister Grant Robertson compared the price tag to the 2011 Canterbury earthquakes.
He also noted the tight labour market as a major rebuild challenge. Government quickly announced a Recovery Visa to stimulate workforce supply, much like pathways after the Canterbury and Kaikoura earthquakes.
The labour shortage is just one of many rebuild difficulties, sustainability being another. A team from the World Weather
Attribution initiative concluded that both the likelihood and severity of Cyclone Gabrielle were heightened by climate change. Principal climate scientist at Niwa, Sam Dean, says “Rainfall due to Cyclone Gabrielle was increased by 20 to 30 percent and was made three to four times more likely as a result of human emissions of greenhouse gasses.”
agencies and companies to improve the lives of Kiwis from any future negative climate change effects.
Prof Suzanne Wilkinson is a Professor of Construction Management in the School for Built Environment at Massey University and one of three Build Back Better team members today. She
The costliest tropical cyclone on record in the Southern Hemisphere. Treasury estimates the cost could be up to $2 billion in the Hastings region alone, and $14.5 billion overall.
As the frequency of extreme weather events grows, so does the importance of rebuilding with resilience, safety, and sustainability in mind.
New Zealand formed over 10 years ago to tackle this. The group of researchers and practitioners from universities nationwide work together to improve disaster recovery outcomes. They partner with
says events such as Cyclone Gabrielle are complex to manage and require a collaborative response across multiple agencies.
Communities and councils must work together and understand their risks and vulnerabilities, especially those in coastal areas which are vulnerable to loss of land from sea level rise and storm surges.
“New Zealand is vulnerable to climate change in many ways,” Suzanne says. “Collaboration and community led decision making is central to building back better.”
Per government’s first national adaptation plan (NAP) which considers the impacts of climate change, about one in seven people across the country live in flood-prone areas. This amounts to over $100 billion worth of residential buildings. In fact, a 2017 government report estimated $19 billion of property is at risk from increasing flooding and coastal erosion.
Building resilience is central to Build Back Better’s work. “If we can build resilience into our communities and strengthen our infrastructure, then they are better able to cope with the shocks and stresses they face,” Suzanne says.
These shocks can be earthquakes, floods, and other fast onset events, whereas stresses include the effects of sea level rise and other slow onset events.
Resilience has two meanings for BRANZ’ principal social scientist Dr Casimir MacGregor; designing a resilient built environment, and instilling resilience in communities to address future disasters. He says third spaces such as marae and local courtyards are critically important for communities. “Social infrastructure is what holds communities together. “You think of the Navy ships
that came to help people after the Christchurch earthquake – we just assume that’s going to happen after an event. We need to give people the right funding and advice.”
As for what building back better looks like, Suzanne says there are many options for future-proofing homes. For resilience, that means building extra strength into structures and privileging alternative, bio-based materials. For sustainability, it means using solar panels, low energy devices, and water and waste recycling and reuse systems.
The cost and availability of these design choices, as well as skills shortages in the sector, all result in further setbacks. CanConstruct NZ is an MBIE-funded research and development programme that looks at construction industry workloads and sector capacities and capabilities. Suzanne and Casimir are just two of the many experts involved.
Managing the strain that natural disasters put on the already under-pressure workforce
is key. CanConstruct NZ are working on a tool to predict uncertainty and resilience for events like natural disasters, Casimir says. Waihanga Ara Rau, the Workforce Development Council for construction and infrastructure, are looking at how to incorporate sustainability and zero carbon aspects into their qualifications too.
Casimir also leads BRANZ’ Transition to a zero-carbon built environment programme. He says we tend to overcomplicate zero-carbon issues, and that meeting targets comes down to good design decisions and managing waste. Everyone must have access to reverse logistics and waste management infrastructure.
“For me it’s about product stewardship and thinking about designing out-waste.”
Casimir says new builds carry about 3.6 times the carbon footprint they should if we are to meet the internationally agreed upon 1.5-degree climate target. Managing low embodied
carbon, maintaining strong operational efficiencies, and using low energy levels are just some of the strategies available.
Other sustainable, low-carbon design elements to consider include smaller house sizes, incorporating passive solar design principles such as north-facing layouts and high insulation levels, and ensuring homes are well-placed; not too close to the ocean for instance.
“The construction sector is taking climate change quite seriously, and we’re seeing a lot of people making great efforts to do that,” Casimir says. The Superhome Movement, and the Blueskin Resilient Communities Trust (BRCT) climate safe home project are just some examples.
The Superhome Movement is a network of industry experts that says New Zealand is 20 years behind the OECD in terms of building standards. They want to create transformative change in the industry and see Aotearoa homes in line with international socially sustainable practices.
“The price for a healthy, energy efficient home is only around two percent more than a standard build, but an energy efficient home will yield 10 times as much as a standard home over the life of the building,” their website reads.
BRCT’s project saw a ‘transportable, modular, affordable eco-home’ created in Waitati, north of Dunedin. The efficient home is made of six Formance structural insulated panels and hooked to the Blueskin Energy Network.
Demonstrating what highperforming homes look like helps consumers to envision a more sustainable future. Casimir says amendments to the Building Act – Homestar v5 from the Green Building Council (NZGBC) – also help make sustainable visions a reality.
The updated Building Act now enables mandatory energy performance rating requirements for buildings, and waste minimisation plans for construction and demolition projects.
We’ve put together these handy checklists to make it easy when you’re working on a building site with overhead power or underground cables. Northpower has a free service to locate underground cables and electrical and fibre ducts before digging or excavating - we’re here to help. It is your responsibility to check for underground cables before digging.
Before working near overhead power lines, plan ahead and visit beforeudig.co.nz to ensure no underground cables are present at the site
When working near service lines (e.g. sca olding on houses), contact Northpower for the options around a Safety Disconnect
Check your work area is further than 4 metres from any power lines
You cannot work within 4 metres of power lines without a Close Approach Consent
You cannot dig or excavate within 5 metres of power poles without a Close Approach Consent
If you need a Close Approach Consent, call Northpower on 0800 10 40 40 or visit service.northpower.com
Northpower will come to your site and issue a permit if it is safe for you to complete the work around power lines and cables
If you are planning new builds, check NZECP 34 to ensure the building is a safe distance from overhead lines
Visit northpower.com/company/safety/safetyaround-the-network for more information
A Close Approach Consent is required if you’re going to be working closer than four metres to lines, poles or power boxes. Use Northpower’s free service to assess your worksite and get advice on how to carry out work safely around power, as well as obtain any mandatory Close Approach Consents. Northpower needs at least 2 working days notice before you start to schedule resources to your site.
Plan ahead - before you start visit beforeudig.co.nz to get a reference map
If your reference map shows your worksite is within 10 metres of underground cables, you must carry out a cable/duct location
Order a cable location from Northpower. Visit service.northpower.com or phone 0800 10 40 40 (at least two working days before you start work)
Northpower will come to your site and dazzle the cable route on the ground
Carefully expose cables or pipes as necessary to confirm the route of the cable (use the potholing by hand technique to avoid striking cables)
A safety observer may be required depending on the voltage of the cables – Northpower will advise if this is a condition at the time of the cable location
You cannot dig or excavate within 5 metres of power poles without a Close Approach Consent - visit service.northpower.com to request a consent
Remember to also check for other services, such as water, private service cables and pipes
Visit northpower.com/company/safety/safetyaround-the-network for more information
If you need to locate underground cables and pipes urgently, or on a weekend or public holiday, call Northpower on 0800 10 40 40.
To meet your responsibilities, it is critical that you establish the location of underground services before you start excavating. A close approach consent is a legal requirement set down by New Zealand Electrical Code of Practice – NZECP 34:2001 Electrical Safe Distances.
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Two research papers from the New Zealand Infrastructure Commission, Te Waihanga, provide baseline information on New Zealand’s infrastructure workforce and show how global and local factors impact on labour and material costs in infrastructure construction.
A baseline report
This report provides the first comprehensive baseline analysis of New Zealand’s infrastructure workforce.
“You can’t plan for the future if you don’t have a sense of the size and make-up of your current workforce,” says Te Waihanga director of Economics Peter Nunns.
“We wanted to know how many people work in the infrastructure sector and what sort of work they’re doing. We also wanted to understand who’s working in infrastructure, so we looked at factors like age, ethnicity, gender, training, and migration.
“We found that the infrastructure workforce is large and complex, with over 100,000 full-time equivalent workers spread across more than 100 distinct occupations. That’s
around 4.7 percent of the total New Zealand workforce,” Peter says.
“We often think about infrastructure work as mainly about new builds, but this actually accounts for less than half of the workforce.
“We estimate that around 14 percent of infrastructure workers are engaged in planning and design, 46 percent are constructing new assets,
and a further 40 percent of infrastructure workers are engaged in asset management and maintenance. These roles are essential - you can’t build something without planning and designing it first, and once it’s built you have to maintain it.”
The findings also shed light on who is working in infrastructure and the pathways that they follow into the workforce.
Ethnic diversity within the infrastructure workforce is similar to the overall New Zealand population, but the ethnic mix is uneven across occupational categories.
For instance, labourer occupations have a higherthan-average share of Māori and Pacific workers, while professional occupations have a higher-than-average share of European and Asian workers.
Women account for only 11 percent of the total infrastructure workforce compared to around 47 percent of the overall New Zealand workforce. Moreover, younger age cohorts have a similar share of women as older age cohorts, suggesting that gender balance won’t change as older workers retire.
“This data will help us identify where we will face capacity pressures and how we can respond to them by sequencing work better and training and recruiting new workers. It also highlights increasing gender and ethnic diversity as a key opportunity for lifting our capacity to build infrastructure,” Peter says.
Why do construction input costs change?
The role of global and local factors
A second paper published by Te Waihanga looks at past changes in construction wages and
We wanted to know how many people work in the infrastructure sector and what sort of work they’re doing. We also wanted to understand who’s working in infrastructure, so we looked at factors like age, ethnicity, gender, training, and migration.
prices for five key infrastructure construction materials, shining a light on projects often cost more than expected.
“We analysed several decades of price data for construction inputs to understand how they are affected by both global and local factors,” Peter says.
“We found that infrastructure providers have limited control over their input prices. Price changes mostly reflect the impact of things that are happening outside of the New Zealand construction sector.
“For labour costs, we found that construction wages closely track wages elsewhere in the New Zealand economy. In the short term, high demand for construction workers can push wages a bit above this trend, but construction wages tend to return to trend within two years,” he says.
“Global factors are the primary driver of material prices, especially for traded commodities like structural steel, timber and diesel fuel. Changes in global prices flow through to New Zealand very quickly. Even when we produce or source some materials here, prices are still based on global markets,” he adds.
“The exception is materials like concrete and aggregates that are too heavy to ship long distances. Regional factors, like
limits on setting up new quarries near major projects, are likely to play a stronger role for those materials.”
The findings of this report build upon earlier research by Te Waihanga that looks at infrastructure construction productivity and infrastructure delivery cost benchmarking.
“Understanding what drives infrastructure costs allows us to better plan and mitigate risks and get more infrastructure for the money we spend.
“While labour and material costs are hard to control, there are some levers we can pull. Infrastructure providers and decision-makers can focus on driving productivity in construction and optimising projects’ scope and design to ensure that we get the most bang for our buck.”
Who’s working in infrastructure? A baseline report
• In 2018, the infrastructure workforce included an estimated 108,000 full-time equivalent workers. This is around 4.7 percent of the overall New Zealand workforce. These workers are split evenly between ‘horizontal’ infrastructure like roads, water pipes, and electricity transmission, and ‘vertical’ infrastructure like schools and hospitals
• Constructing new projects accounts for less than half of the workforce. We estimate that around 14 percent of infrastructure workers are engaged in planning and design, 46 percent are constructing new assets, and a further 40 percent of infrastructure workers are engaged in asset management and maintenance
• Mobility from other sectors is more important for ‘blue collar’ roles and migration is more important for ‘white collar’ roles. Professional and technical occupations include a higher share of migrants. These occupations are more likely to have university
qualifications. Machinery operators and drivers and labourers are less likely to be migrants, and more likely to have moved between industries in recent years
• The infrastructure workforce is ethnically diverse, but women make up a small share of the workforce. The overall infrastructure workforce has a similar ethnic makeup to the New Zealand population, but ethnic mix is uneven across occupational categories.
Only 11 percent of infrastructure workers are women. Female participation is only marginally higher among younger age cohorts, meaning that this pattern is unlikely to change as the workforce ages.
We analysed several decades of price data for construction inputs to understand how they are affected by both global and local factors
Why do construction input costs change?
The role of global and local factors
• New Zealand economy-wide factors are important for understanding labour cost fluctuations but not material costs. Wages in construction track wages elsewhere in the economy. For material prices, we find little evidence that increased investment or strong economic conditions in New Zealand drive higher prices
• Global factors play a significant role in material price fluctuations but not labour costs. Key material prices are correlated across countries, particularly for tradeable materials. Global commodity prices are highly predictive of our material prices, especially for structural steel, timber, and diesel fuel.
Conversely, construction wages in New Zealand do not appear to be affected by Australian construction or economy-wide wages
• Prices for both materials and labour adjust quickly. When construction wage growth is faster or slower than economywide wage growth, the gap is closed within a couple of years, rather than decades.
For materials, changes in global prices are reflected in New Zealand prices almost instantly.
• Industry-specific factors play a modest role for labour costs and a possible role in material prices. An especially tight labour market for construction workers may drive modestly higher construction wages temporarily, but not in the long run, as higher wages draw in more workers. For materials, local or industryspecific costs like transport costs or regional demand could put pressure on prices.
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Like anything in life, a construction project involves risk, and if you don’t manage that risk then there is a far greater chance that it will turn to custard.
In fact, by their very nature, construction projects tend to be at the upper end of the risk spectrum.
So we have a number of established mechanisms for managing risk in construction projects. The most effective of those is central government regulation and local government oversight.
The Building Act, the Building Code, and various related pieces of legislation set minimum standards for construction and penalties for non-compliance.
Building Consent Authorities are our specialist police force who supervise and enforce the observance of these minimum standards. And on top of that, the common law holds parties accountable if they are negligent.
Many of those parties are insured, so their insurers try to get them to minimise their exposure as well.
Faced with those potential penalties, asset owners and builders take logical steps to stay out of trouble. And so they hire qualified and experienced
staff, and engage expert architects, engineers, quantity surveyors and the like, to avoid making serious mistakes.
But that in itself isn’t enough, because if serious mistakes do happen, no-one is going to voluntarily own up to them. That is why you need another level of risk management, and that is the building contract, which is written primarily by construction lawyers.
The purpose of that contract is to make it very clear who is responsible for what. If you don’t put the effort into doing that at the outset, then when
in comprehensive detail by competent professionals.
Then have the project inspected periodically by those professionals, the engineer to the project, and the building consent authority. Knowing that defects are still going to emerge, contract for a lengthy defects notification period and a head contractor obligation to rectify notified defects promptly.
In case the contractor fails to do so, insist on a third-party bond at the beginning of the project that can be called upon if that happens.
One of the functions of the building contract is to manage risk, and there are a number of ways to dealing with it.
disputes arise, it is significantly more expensive and timeconsuming to sort out the rules retrospectively.
One of the functions of the building contract is to manage risk, and there are a number of ways to dealing with it. Here are some of the most common risks, and the most common ways of dealing with them.
1. The building or facility does not meet the required standards
The first safeguard is to have the building or facility designed
As an added precaution, deduct retentions from progress payments and only release them on satisfactory rectification of the notified defects. Finally, obtain comprehensive warranties and guarantees that can be enforced up to 10 years after completion.
2. The project takes too long
First, require the head contractor to submit and regularly update a chronological programme of when milestones are to be achieved. Then specify dates for commencement and
completion and strictly define the circumstances in which the contractor is entitled to extensions of time.
Provide for liquidated damages to be paid for any unjustified delays. Contract for rights to require acceleration of the pace of work at a defined cost to the asset owner, and reserve rights to terminate the contract and bring in alternative contractors if progress is unsatisfactory.
3. The head contractor charges more than it is entitled to
Have all payment claims scrutinised by the engineer to the contract, and reject any unjustified components.
Respond to Construction Contracts Act payment claims with valid Construction Contracts Act payment schedules within the required timeframe, and resolve any disputes concerning payment promptly and cost-effectively.
4. The head contractor becomes insolvent or otherwise incapable of performing its obligations
Obtain a third-party bond that can be called upon if the contractor defaults. Reserve rights to terminate the contract and bring in alternative contractors if progress is unsatisfactory. Obtain continuity guarantees from subcontractors and
building material suppliers so that they can be required to work for the asset owner directly.
5. The asset owner runs out of money
Obviously this is a risk that affects both parties, but it is the head contractor who will want safeguards inserted into the contract.
Those safeguards would be superfluous (and consequently unavailable) when the asset owner is a government agency or a well-established, financially sound private sector organisation.
However, it’s a different story when you are dealing with a shaky developer. In that case the contractor can insist on a thirdparty bond that can be called upon if the principal defaults.
6. Force majeure events prevent the economic completion of the project
These are risks that typically aren’t attributable to the acts
or omissions of either party, but rather to forces of nature or the intervention of some third party.
Recent examples are the Auckland floods (where nature intervened), and Covid-19 (where the government intervened). These types of events sometimes sabotage the project completely (for example the building site slides down a cliff, or building on it becomes unlawful) – in which case it is known as frustration.
But most commonly they just slow it up, and add cost. It may be that the head contractor is simply delayed unexpectedly, or it may be that the structure is damaged and has to be reinstated.
The building contract can deal with this in a number of ways.
For a start, events beyond the reasonable control of the contractor usually justify an extension of time, so at least liquidated damages don’t kick in. And sometimes the contract contains a force majeure clause which has much the same effect. Often the contract provides
that the flow-on effects of events like this are to be treated as a variation, which means the contractor qualifies not only for time relief, but also compensation for all the extra costs that arise as a result. The COVID-19 pandemic was a good example of that.
Of course, events like this always cost someone – be it the asset owner or the contractor – and that is where insurance comes in.
Contract works insurance covers damage that isn’t attributable to the acts or omissions of either party. Damage that is attributable to the acts or omissions of the contractor (whether the “victim” is the asset or owner, or some third party such as a neighbour), is covered by professional indemnity or public liability insurance.
It is also common for the contractor to be required to insure critical items of plant and equipment.
Geoff Hardy has 46 years’ experience as a commercial lawyer and is a partner in the Auckland firm Martelli McKegg. He guarantees personal attention to new clients at competitive rates. His phone number is (09) 379 0700, fax (09) 309 4112, and e-mail geoff@martellimckegg.co.nz.
This article is not intended to be relied upon as legal advice.
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Transmission Parts
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Power Steering and Diffs
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At Advanced Automatics Northland you will find a friendly team who provide professional services and are also able to provide insurance work on all makes, models and years!
“Had my 80 series Landcruiser auto trans done, clutch packs and seal kit, plus had my torque converter rebuilt; great to deal with, knowledgeable and local”. - David Anson (via Facebook)
I have dealt with Advanced Automatics for the past 10 years. I have always found them to be highly professional in their service. Service is always helpful , friendly and reliable.
- Graeme GrindrodAdvanced Automatics Northland is located on the corner of Kaka Street and Porowini Avenue in Whangarei, and is open weekdays from 8am till 4:30 pm. Call the team today on 09 430 3505 for your next vehicle repair.
How often have you quoted a job but ended up losing on it, because the hours blew out?
It happens to everyone once in a while… but get this wrong too often and you won’t be very profitable.
Even the big players in our industry get this wrong more than they’d like to admit… Fletchers got in trouble with overruns on a number of their major projects. It cost them millions.
Did you know: The Sydney Opera House was completed a massive 10 years behind schedule!
Clearly when you want to make money on your jobs, it’s very important to accurately estimate how much time they will take. If you’ve ever wondered why your quotes don’t work out, this is a good starting point.
Research shows only 17 percent of the population can accurately estimate how much time a job or task will take. Basically, we’re all optimists. We tend to believe the future will be better than the past.
If only 17 percent can estimate time correctly, that means 83 percent are getting it wrong.
Mistakes include:
• Failing to consider how long it’s taken us to complete similar tasks in the past (science calls this = planning fallacy)
• Assuming that we won’t run into any complications that will cause delays (science calls this = optimism bias). There are a lot of moving parts in a business and if you often underestimate hours on jobs, or don’t allow for unexpected curve balls, you won’t make the margin you need to.
Achieving target margins consistently on every job is key when it comes to being profitable. Let’s not forget: When costs exceed what you quoted, that cold hard cash comes directly out of your pocket.
In very real terms, that means less income for you + stressful cashflow. And that is all kinds of bad, especially for a family business. Plus, cashflow headaches are the #1 reason for going broke.
So how can the average tradie business owner override their planning fallacy and optimism bias?
The secret is to be dealing with concrete numbers. They make things very black and white, allowing for smarter decision-making. That’s the kind of strategic thinking required for both quick wins and long term success.
I’ve worked with hundreds of tradie businesses and I can tell you: It’s amazing the insights you can get from a simple deep dive into the numberswhen you know what to look for (most don’t).
Yes, one important part of this is back-costing (checking all costs – including time/labour - on previous jobs to see how your quote stacked up against what actually happened).
To do this, you first need to be working with the right project management software, time tracking app or system, for your specific business.
Then, the main thing is, use a structure - so back-costing is easy and doesn’t take all day!
Especially important if you run multiple jobs and have a large team.
Revisit regularly and make sure you are charging enough. The trick is to then actually deploy this historical data and turn it into increased accuracy on your next job.
When I assist clients in the business coaching process to really look at their previous jobs, they can see exactly where they’re losing money on under-quoting. From then on, everything becomes much easier.
Be sure to use a pricing formula so you have certainty that your price is fair. Not too low that you won’t make money. Not too high that you’ll be priced out (or if you are, you can walk away confident, knowing the margin was not enough – you don’t work for free).
Using a formula also means you price consistently
I’ve worked with hundreds of tradie businesses and I can tell you: It’s amazing the insights you can get from a simple deep dive into the numbers - when you know what to look for (most don’t).
regardless of whether you’re feeling optimistic, tired, are desperate for work for your team, or have too much on already.
Include your “fudge ratio” calculation and buffer percentage to build in extra hours for delivery delays, staff absences, weather, etc.
Finally, you need a strong gross profit margin. A “good” margin to add on top varies for each company, depending on your overheads and industry. So it’s important to know what is a good
margin percentage to be aiming at for you, in your market. Although, if it’s not at least 20 percent, I’d encourage you to make some adjustments right away. Anything under this and you won’t be able to cover overheads and still make the profits you need to maintain a successful business.
By the way, studies also show that while we’re generally bad at estimating how long it takes us to do the job, we’re quite good at estimating how much time the job will take when others are doing the work.
So harnessing the talents and objectivity of someone outside your immediate team (like a QS) could be a smart move.
Ultimately, accurate predictions and back-costing effectively ensures you will achieve the target margins you need, become more profitable, and grow safely, even with the variables, and any bias you may have.
Tweaks like this in profitability and productivity typically get my clients return-on-investment
far exceeding my fees inside 3-6 months.
Book a time with me here to find out how I might be able to help you:
www.nextleveltradie.co.nz/nextstep
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Address: 134 North Road, Kaitaia
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April marks the start of a new financial year in New Zealand; a year we hope to navigate with more clarity than the one just passed.
If tackling the financial specifics of the year wasn’t already a timely and complex process, considering the wage subsidies and changing legislations enforced as a result of the pandemic can be that much more confusing.
However, mastering money and making the end of financial year reporting a more seamless process doesn’t have to feel so out of reach.
Seeking advice from a professional, staying on top of changing regulations and leveraging the right platforms will help business owners avoid the typical pitfalls that many fall victim to when trying to navigate the world of tax.
For those organising finances this year, here are a few common pitfalls to be mindful of.
It’s not uncommon for small businesses to overlook the role they play in collecting taxes. The nearly unavoidable GSTknown as a consumption tax, is one that the end user is entitled to pay, with the role for businesses simply being to collect it and pass it on.
However, for small business owners with tight cash flow, it’s easy to see that money as their own.
A great way to avoid the mix up is by creating a bank account for solely transfering GST money into.
Typically, GST over the past year will be pretty consistent, making it easy to work out a weekly sum that can be put into the GST account each week.
This will ensure that there’s always GST on hand to pay when it’s due.
It’s not uncommon for small businesses to overlook the role they play in collecting taxes. The nearly unavoidable GST - known as a consumption tax - is one that the end user is entitled to pay, with the role for businesses simply being to collect it and pass it on.
However, for small business owners with tight cash flow, it’s easy to see that money as their own.
Pay-as-you-earn (PAYE) tax and employee holiday pay are can easily be calculated incorrectly, causing serious implications by the end of the financial year.
This is, in large part, due to the fact that this money is considered part of an employee’s wage. If paid incorrectly, it can be classified as theft.
Similar to creating a ‘GST-only’ account, a good way to stay on top of PAYE and holiday obligations is to work with an accountant to put the necessary funds away each pay cycle. These funds will account for employees’ paid days off work including annual leave, public holidays, and sick days.
Given the large margin for error, more companies are opting to outsource their payroll to reliable online platforms to ensure this is taken care of properly.
EOFY is a great time to reflect on the overall reporting processes used in the previous year, and strategise on how best to approach the new year ahead.
A large part of this might lie within the overall cash collection and invoicing process. This holds especially true for small businesses in the trades sector.
As a rule of thumb, it is crucial to ensure that invoicing is completed on a daily basis. This will make the rest of the financial logistics,
such as GST organisation and holiday and PAYE planning, much easier to stay on top of.
Tax management for small businesses is no easy feat, and has the potential to become quite complicated when factoring in the changing government subsidies, employee wages and business requirements.
However, organising finances more proactively throughout the year can prove beneficial in the long-term.
That mindset, coupled with the right tools and financial experts will ensure that business owners aren’t entirely overwhelmed by the time tax season rolls around.
About Dan Pollard, founder of Fergus job management software for trades and service businesses
Plumber turned tech entrepreneur, Dan launched Fergus in 2014. Having done the hard yards as a plumber for over 20 years, Dan was determined to come up with an easier way to manage the end-to-end operations of his trades business.
BEFORE
Services include:
• Low-Pressure House Washing
• Soft Washing
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• Roof Cleaning
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AFTER
• Commercial Building Washing
• Gutter Foam Installing
• Fence & Deck Cleaning
• Dairy Shed Cleaning
• Solar Panel Cleaning
• Sanitisation Service
www.elevatemagazine.co.nz
Aaron Maple is the owner of Wash Rite Northland, servicing the north from the Brynderwyns all the way up to Kaitaia.
No commercial or residential job is too large or too small for Aaron, who loves to take on a challenge. With his friendly personality and attention to detail, he leaves a trail of happy customers in his wake.
Both born-and-bred in Whangarei, Aaron is a true local and loves the Northland lifestyle. When he is not working he can be found camping, fishing, or hosting a BBQ for friends.
If you are considering getting some work done on your home or business, give Aaron a call today for a free, no obligation quote!
Aaron and his team in Northland offer their clients a full range of exterior cleaning services.
On 11 December 2023, new regulations for building product information requirements came into effect.
The new regulations have been made to provide building product users with information about how building products contribute to compliance with the Building Code. They place obligations on Aotearoa New Zealand-based manufacturers, importers, wholesalers, retailers, and distributors.
The new regulations have been made to provide building product users with information about how building products contribute to compliance with the Building Code. They place
obligations on Aotearoa New Zealand-based manufacturers, importers, wholesalers, retailers, and distributors.
New regulations were made by the Government on 7 June 2022, giving the sector an 18-month transition period to prepare to comply with these changes.
Building products are central to safe and durable buildings,
yet until now, information about products has not been required. This has meant that variable information has been provided about how products contribute to Building Code compliance, and how they should be used and installed.
Building consent authorities frequently request additional information about specified products to ensure compliance with Building Code requirements. This creates costly delays for building owners.
The new regulations have been made to provide building product users with information about how building products contribute to compliance with the Building Code.
An increasing range and complexity of building products and methods has increased the risk of not meeting Building Code requirements. This may be caused by using products that are not fit for purpose, or not used correctly.
The new building product information requirements apply to products that may contribute to Building Code compliance. Information on these products will help designers, builders and consumers choose the right products, install them in the correct way and make informed decisions about using alternative products where there are product shortages.
Building consent authorities will have the right information readily available to check that plans and specifications meet the Building Code, which will support more efficient consenting.
In addition, the requirements will ensure people, including homeowners, are given the information they need to make good decisions about products, and use them as intended.
The changes in the Building Amendment Act 2021, and these regulations, are just one part of a broader suite of building system reforms, which aim to lift the efficiency and quality of building work, and provide fairer outcomes if things go wrong.
Aotearoa New Zealand-based manufacturers and importers must provide a minimum
level of information about the designated building products they supply to the Aotearoa New Zealand market. The information must be publicly available for free and online.
Requirements for what information needs to be provided online and how websites should be made available are outlined on the information requirements page.
Manufacturers and importers must be able to provide evidence for any claims they make about their products. It is recommended the information be easy to understand, as it will be used by a wide range of people.
Aotearoa New Zealand-based wholesalers, distributors, and retailers will need to check that the designated building products they supply include
An increasing range and complexity of building products and methods has increased the risk of not meeting Building Code requirements.
the relevant building product information, and that the information is available to their customers.
The benefits
• They provide a minimum level of easy-to-understand information about building products to be made publicly available online
• The new building product information requirements are intended to improve the quality and consistency of the information provided with products including how they contribute to compliance with
the building code, how they should be used and installed
• This will help designers, builders and consumers choose the right products for their needs, install them correctly and make informed decisions about using alternative products if required
• It will also enable more efficient consenting. Building consent authorities will have the right information readily available to check that plans will meet the Building Code
• Better product information is expected to result in
fewer building defects, less building rework, more efficient consenting, and safer and more durable buildings
• Improving the quality of building product information contributes to the Government’s response to the Commerce Commission’s recent market study into residential building supplies. See Government taking action to improve building supply competitionwww.beehive.govt.nz.
For more detailed information about the new regulations, visit: www.building.govt.nz/ building-code-compliance/ product-assurance-andcertification-schemes/ building-product-informationrequirements Information from: www.building.govt.nz
Aculog has been developed to:
3 Improve Scaffolding Safety Standards
3 Improve the visibility, security and durability of scaffold safety status signs.
3 Ensure monitoring both at the workface and at the site office.
3 Maintain the quality and integrity of scaffolds.
3 Be user friendly and easily understood by the lay person.
3 Be readily installed on any site large or small.
3 Provide a cost effective solution to common problems in our industry.
A
It’s said the only constant in life is change and this applies to all aspects of our lives -especially the working environment.
With change comes new opportunities, particularly as different industries recover and reset after the disruption of the last few years, or tackle new environmental and economic challenges.
As we now know, change can come at us really fast and when it does, we have to rapidly change focus and the way we do things.
People’s roles may need to change; you may have to lay off staff or hire new employees, or diversify your products and services to keep your business afloat.
Whatever your circumstances, whether you are looking at scaling up, downsizing, streamlining operations or diversifying, clear communication ensures people know where they stand and what is expected of them.
And while it’s impossible to predict exactly what upcoming changes and challenges will look like, you can anticipate the different types of information you might need to address.
For example:
• Changes to policies and procedures
• Staff changes and role expectations
• Environmental changes, supply chain issues.
While countless books have been written on this topic, here are a few common pitfalls that see communications fail:
• Information overload
• Poor timing, wrong channel
• Lack of process documentation and training
• Unclear or mixed messages creating confusion.
So how do you know if the quality of the communication in your organisation is fit for purpose?
A good place to start is by reviewing the systems, processes and channels you currently use to identify what works well, and what could be improved. And as you do so, consider some worst case scenarios you might encounter to help you avoid potential pitfalls, for example:
• Systems access gets lost when a staff member keeps business passwords in a personal notebook and forgets to pass them on when they leave
• People save files locally to their desktop instead of in the centralised file management system, which means that others waste valuable time tracking information down
• Unclear sales and customer service processes result in multiple people contacting the same client, giving them mixed messages; or conversely, nobody contacts them at all. This can impact the quality of the customer
experience, damage your reputation and cost you money
• Lack of documented induction and training processes sees new staff come on board and make things up on the fly in a way that misaligns with your goals, values or organisational culture
• People leave your business expressing frustration which reflects poorly on your reputation as an employer.
Taking the time to identify gaps can also provide opportunities to improve your organisational productivity and culture. For example:
• Improving the user experience for your systems and processes so people know how to get the best out of them. This can free up their energy to improve customer satisfaction
• Ensuring there are processes in place that enable people to deal with situations as they arise
ignored. And if you are sharing information that will have a personal impact on people, it’s vitally important that you use a suitable channel and approach that reflects empathy and care.
Seeking feedback will give you a sense of how communication flows and you might be surprised how a small change can make a big difference.
However you choose to communicate in times of change, make sure that you provide clarity and assurance to people. Important aspects to include:
strategy and goals for the next 12 months.
Talk to people, review the systems across a range of areas to make sure you have a clear communication plan. That way, should change come at you fast, you’ll be ready to get the message across to your team.
Increasing the effectiveness of your communication will make your business more resilient to future changes so you can adapt quickly. So, what can you do to turn these gaps into opportunities?
Some people will be happy to be given a taste of what’s on the horizon and told where they can find information as/when they need it. Others will prefer to receive, digest and reflect on as much information as they can access, particularly in times of change.
• Identifying ways to improve relationships with suppliers or vendors
• People leaving your organisation can attest to having/had a positive experience, potentially becoming an advocate, helping you attract new talent.
Consider different communication styles. It’s essential to consider the different communication needs of team members.
Some people will be happy to be given a taste of what’s on the horizon and told where they can find information as/when they need it. Others will prefer to receive, digest and reflect on as much information as they can access, particularly in times of change.
Similarly, you need to consider and select the most effective method and channel so that messages are not inadvertently overlooked or intentionally
• A big picture overview to give context
• Details and steps to give guidance
• Emotional assurance to give certainty
• Expectations of timelines so people get the information they need.
Provide information in a timely manner via suitable channels so they can understand issues in a way that makes sense to them.
No two organisations are alike when it comes to communication needs, especially in times of change. However, poor communication can cause numerous problems in every organisation, so it’s crucial that your internal communication channels are robust and fit for purpose. As the end of the year approaches, look ahead and prioritise the areas for improvement based on your
Proudly locally owned and operated in Whangarei for over 50 years, Melville’s Home Centre specialises in whiteware, electronics, furniture and outdoor items. They even sell cars! Melville’s Home Centre also offer finance options to approved purchases.
The friendly team instore can help with all your sales enquires, including helping you with onsite finance and finishing with delivering to your home. They deliver and ship all over New Zealand.
From front loader washing machines and microwave ovens to double door fridges and kettles, Melville’s Home Centre have got it all. TV’s, computers, tablets, phones, games, consoles, music and movies, the team can solve all your entertainment needs. They’ve even got everything you need to transform your home and create a space that is perfect for you. From beds and tables to chairs and outdoor dining, they can supply you with everything you need.
That’s not all either; the team at Melville’s Home Centre offer giveaways, competitions and cash back schemes. This includes packages such as a bedroom package in February. Included in the package was a queen deluxe comfort bed, padded headboard and two memory form pillows. Melville’s Home Centre are always finding ways to ensure their customers are getting the most bang for their buck.
They really do sell a little bit of everything: lawnmowers, weed eaters, TV sound bars, couches, speakers, clothes driers, treadmills, spa pools, chests of drawers, mirrors, air purifiers, electronic beds, leather recliners, PlayStations, ride on lawn mowers, grills, stretchers, tents, camping chairs and so much more.
And, if it’s a car you need, they’ve got that too. Under the name, Go Cars, they pride themselves as one of Northland’s cheapest used car yards. Specialising in hand-picked late model fresh imports, their vehicles range from $10,000 to $20,000.
The friendly team can help you find anything and everything you could possibly need.
Whether you’re looking for a couple of new items or a whole house’s worth of furniture, the team have got you covered.
The team are passionate about finding the right car for you. They can help with finance options and can also help you trade in your current vehicle. Additionally, they’re pleased to offer free alternative solutions
to trading your vehicle to maximise the return to your back pocket. Go Cars offer a range of insurance providers mechanical warranties. Go Cars have everything from people movers and vans, SUVs, sedans and sporty hatchbacks.
So, for all your home needs or a new car, don’t hesitate to visit Melville’s Home Centre and Go Cars. The friendly team can help you find anything and everything you could possibly need. Whether you’re looking for a couple of new items or a whole house’s worth of furniture, the team have got you covered. With their finance options and friendly assistance, nothing is out of reach. So, get in touch today and start your journey with Melville’s Home Centre and Go Cars.
You can visit the team at Melville’s Home Centre and Go Cars at 14 Okara Drive, Whangarei. For more information, visit their website at www.melvilleshomecentre. co.nz or contact them on 09 438 7022. Alternatively, you can drop them an email at paulm@mne.co.nz.
Setting goals is all about starting and heading into another year on the right track.
Yes, when you reached the end of 2023, you could look back and be proud of all you accomplished. This moment of proud reflection, needs to be just that – a moment –before turning your attention to the year ahead.
According to Health Navigator New Zealand, having a goal helps motivate you and gives you direction in general everyday life.
“You may have one goal or several and they may be short or long-term. Whatever you’re aiming to achieve, it’s never too late to start.”
They also suggest research shows setting goals and working towards them can contribute to your overall happiness.
There are many different strategies to set goals. Start with deciding what your goals are by doing a self-
There are many different strategies to set goals. Start with deciding what your goals are by doing a self-journaling session or creating a vision board.
Writing down your goals and developing a plan on how you will achieve them is an important part of the goal setting process.
journaling session or creating a vision board.
Writing down your goals and developing a plan on how you will achieve them is an important part of the goal setting process.
Health Navigator New Zealand says, “Writing your goals down helps clarify what you want to achieve and increases your chances of sticking to them”. They also suggest that, “You may encounter setbacks on your journey towards achieving your goals. The key is to not give up.
“If you hit a roadblock or something isn’t working, you can always try a different
approach or re-adjust some of the steps [if needed] in order to achieve your goal.”
Breaking down your goals into measurable stages will help you feel as if you can achieve them in a timely manner. Using the acronym SMART is one way to help stay on track. Goals which are achievable and realistic means you are more-likely to be self-motivated to strive for achievement throughout the year.
SMART goals are:
Specific - Make sure your goals are specific enough so
you know exactly what you are working towards. Breaking this down can also help with feeling overwhelmed when wanting to set your mind to a task.
Measurable - Ensuring you have a plan on how you can measure your goals is important. Facing the dreaded feeling of not moving forward can be disheartening. Measuring your goals in steps means the outcome will feel possible.
Achievable - This is not to say you can’t ‘reach for the stars’ with your goals, but ask yourself if they are achievable within your current circumstances. What changes do you need to implement in your day-to-day life to ensure you stay on track?
Realistic - Similar to Achievable here! You could travel but how much do you need to save?
Want to eat healthier? You might need to buy less dinners out. Be realistic with yourself and know goals require consistent and realistic effort.
Timely - Putting a timeframe on your goals can help motivate
you. If goals are set too far in the future, they may feel impossible to complete. Or, if you don’t allow yourself enough time you may feel unaccomplished. Finding the right balance with time and goal setting is key here.
Reviewing goals periodically means you keep revisiting and reflecting on your progress. Keep on track with your goals by being honest with yourself about what stage you’re at throughout the year.
All of the SMART goal strategies work together to ensure you’re well on your way to accomplishing your goals and dreams.
Be realistic with yourself about how you will work towards them and you’ll be one step
This place a high level of importance on doing what we find to be intrinsically motivating or working from what is inherently rewarding.
closer to them coming true before you know it.
Self-determination theoryHealth Navigator New Zealand says, “Setting goals that draw on personal motivations produces greater confidence in our ability to change and greater sense of ownership over the process”.
Personalising your goals to suit your personal motivations is one way to ensure you pick the right goals and they ‘stick’.
“The importance of ownership for personal motivation is captured nicely in what is known as the self-determination theory of motivation.
“This place a high level of importance on doing what we find to be intrinsically motivating or working from what is inherently rewarding.”
Selecting goals which come from a place of personal value over external validation will also
mean achieving your goal will feel that much more satisfying.
Throughout the year make sure to look after all aspects of your hauora wellbeing including mental and physical health.
Goal setting should be a positive experience where you can take time to understand what you envision your year to look like. Setting goals in the New Year can be daunting and exciting. Looking ahead into the future can feel impossible but with small, consistent steps, you will be able to see change in your life.
In the fast-paced world of construction, staying ahead with technology is not just an option; it’s a necessity.
That’s where Kaipara IT comes in, offering a tailor-made solution for builders who seek to streamline their operations, enhance efficiency, and secure their digital assets. Here’s why Kaipara IT is your perfect technology ally.
Specialised expertise for the building industry:
Kaipara IT understands the unique challenges and needs of the building industry. Our team of experts is adept at implementing technology solutions that cater specifically to the demands of construction projects. From project
management software to automated scheduling tools, we ensure your technology aligns with your specific business goals.
Cost-effective tech management:
We recognise the budget constraints and financial pressures faced by builders. Kaipara IT offers predictable, manageable costs with our monthly service model. This approach eliminates the need for hefty upfront IT investments, enabling you to allocate resources more efficiently across your projects.
Enhanced security and data protection:
In an industry where project data and client information are vital, we prioritise your cybersecurity. Our proactive monitoring and cutting-edge security measures protect your data from potential threats, ensuring peace of mind for you and your clients.
24/7 support and continuous monitoring:
Our dedicated team offers round-the-clock support and continuous monitoring of your IT infrastructure. This means potential issues are resolved swiftly, reducing downtime and keeping your projects on track.
Scalable solutions:
As your building projects grow in size and complexity, Kaipara
IT’s services scale with you. We provide flexible IT solutions that adapt to your evolving needs, ensuring that you have the technological support to handle any project, regardless of its size.
Focus on Your Core Business: With Kaipara IT managing your IT needs, you can concentrate on what you do best – building. Leave the complexities of technology to us, and enjoy enhanced efficiency and productivity in your construction projects.
Choose Kaipara IT for a partnership that elevates your building business through superior technology solutions, tailored specifically for your industry’s needs.
The Earthquake Commission (EQC) is celebrating a triumph of research that has helped New Zealand homes become much stronger, and could soon become part of many current building designs.
The engineering breakthrough stems back to the Canterbury earthquakes when BRANZ engineer, Dr Angela Liu, observed that new or architecturallydesigned homes with mixed bracing had suffered significantly more damage than older traditionally built houses.
“You’d expect modern homes to be stronger, so it just didn’t add up, and EQC supported me to investigate why these houses were so badly damaged,” says Dr Liu, who examined the causes for the substantially damaged houses by using existing testing data and carrying out desktop studies.
The results of her EQCfunded research identified the bracing issues and led to
formal design guidance for specifically designed bracing systems in light timberframed residential buildings, which was published in 2015.
Through Dr Liu’s perseverance in presenting her results to peers and at conferences, the 2015 guidance gradually became the informal compliance pathway for seismic design of houses with specifically designed bracing systems.
EQC’s research manager, Dr Natalie Balfour, says the work by Dr Liu and her BRANZ team is a great example of how engineering research can have a real impact on the resilience of New Zealand homes.
“This is the reason why EQC invests in earthquake engineering research, as this science has a tangible impact on protecting New Zealand properties and people,” she says.
Dr Liu’s research is already having wide impact across the country, resulting in the building of stronger homes and providing greater
resilience against damage from natural hazards.
“The 2015 EQC/BRANZ guidance has had wide impact, having been taken up by professional engineers and territorial authorities across the country,” says Dr Liu.
“In 2020 it was also used to develop the good practice document ‘Residential Portal Frames’ published by Engineering NZ and the Engineering General Practitioners Group. This has further helped the industry to make use of our guidance.”
It is also likely to feature in the NZS 3604 document that is used to design homes and sets out the compliance pathway for many of New Zealand’s timber-frames buildings, which is currently in the process of being updated.
Dr Balfour says it is rare for research to be adopted into practice and compliance in such a short timeframe, due to the complexities and timing in connecting research to policy and practice.
This is the reason why EQC invests in earthquake engineering research, as this science has a tangible impact on protecting New Zealand properties and people.
“This is a great result for New Zealand, and it is our goal to continue to see natural hazard resilience embedded in all aspects of decision-making for our communities.”
A study aims to explore how public buildings, including schools, could be designed to use sustainable cooling and heating technology and help New Zealand achieve its net-zero 2050 goal.
University of Canterbury Department of Civil and Natural Resources Engineering, senior lecturer Dr Wentao Wu, is leading the international research which aims to reduce carbon emissions by improving energy efficiency in large buildings.
He has received Royal Society Te Apārangi Catalyst funding
to find out how the building sector could use renewable energy sources such as natural ventilation and solar energy to boost the energy performance of thermal mass – the heat absorbing potential of interior furnishings and concrete floors - creating “low-carbon buildings”.
“Global warming has urged us to search for carbon neutral solutions,” Dr Wu says. “One such solution is to transform static building structures into dynamic thermal batteries that store and use energy later on.
“This not only increases energy efficiency, but also increases energy flexibility. By developing an analytical model of this process, we can assess the energy flexibility and efficiency
of this technique in different climates.”
Currently, the New Zealand building sector accounts for nine percent of our total carbon emissions and the government has committed to achieving net-zero greenhouse gas emissions by 2050.
Dr Wu is leading the project in collaboration with researchers at six universities from five countries, including Harvard University in the United States, Cardiff University in the United Kingdom, and China’s Chonqing University.
Dr Wu says one solution towards designing lowemission buildings is to use cooler outside air at night to ventilate spaces inside a building.
The low-temperature outdoor night-time air cools down materials inside the building, such as concrete slab floors, so they can act as a heat sink, absorbing heat the following day and reducing the need for air conditioning systems to be used.
In winter, he believes solarheated water pipes placed inside concrete floors could be used instead of traditional electric heating systems.
“A combination of night-time ventilation in summer and passive heating in winter transforms thermal mass into a kind of thermal battery that is fuelled for a short time by renewable energy sources
including natural ventilation and sunlight,” he says.
He hopes to develop a design and retrofit guideline that will help policy makers, architects and builders create buildings that are more energy efficient, reducing carbon emissions in the sector.
“Better building design can reduce energy costs by using thermal mass to reduce energy demand, especially at peak times.
“It also helps reduce carbon emissions related to buildings which is better for our environment.
“Even small steps such as opening windows at night for ventilation and making sure curtains are open during the day can make a difference and help harness natural, low-cost cooling and heating.”
Dr Wu recently carried out research in the United States, funded by the US National Science Foundation, which demonstrated the effectiveness of using nighttime ventilation systems to cool down the interiors of buildings so they can act as a heat sink the following day.
The technique was shown to achieve annual energy savings of over 600KWh for a 100 sqm building – similar to an average New Zealand home’s monthly energy usage.
Northland Specialty Glass is Northland’s largest independent, locally owned glaziers and the number one choice for quality and reliable glazing services. Specialising in all aspects of residential and commercial glazing, Wellsford to the Cape and everywhere in between.
What services do they provide?
• Splashbacks
• Balustrades
• Table tops
• WINZ work
• Fencing
• Mirrors
• Pet doors
• Safety glass
• Repairs – windows, doors, mirrors, double glazing
• Textured glass
• Shower surrounds
• Commercial and residential
• Property Management work
• Insurance work.
They provide complete glass solutions for residential and commercial new builds, home repairs, renovations and extensions, and marine glass requirements. Their products are custom made, they offer a large range of specialty textures and designs
and are able to colour match glass coatings. They can also cut pieces of glass to your measurements.
The team at Northland Specialty Glass is committed to providing superior customer service at all times. You’ll get expert advice on their great range of glass solutions, so you’ll be confident you’re making the right decisions to suit your specific needs. On site their glaziers are always professional, courteous, efficient and work with the most minimal disruption to your day as possible.
Contact Northland Specialty Glass for all your glazing needs, call them on 0800 845 277 today!
Because construction and crowd control fencing is often the last thing people think of but the first thing needed at many sites, Northland Temporary Fencing are the team to set up and pack away fencing whether you’re a contractor, builder, site operator or events manager.
For homeowners, they can temporarily fence your residential property. Northland Temporary Fencing is wellknown in the Northland region as the go-to team who can bring in hundreds of metres of crowd control or construction fencing to keep your site secure.
Operated by trusted Northland family business team Dave and Sherryn Lefever, Northland Temporary Fencing’s trusted team of labourers offer extremely prompt and efficient set-up and pack-down at short notice.
Northland Temporary Fencing offers:
• One metre high crowd control fencing
• Picket fencing for weddings and special events
• 1.8 x 2.4m high construction fencing
• 1.2m high orange panels with plastic netting, ideal for footpath repairs.
They are frequently adding fencing options to what it can offer. Clients really appreciate their prompt service, which takes away worry around set-up, monitoring, packdown, insurance, site safety and expense.
Contact the team at Northland Temporary Fencing today on 021 683 911 or visit their website at www.ntfencing.co.nz.
The New Zealand Productivity Commission (Te Kōmihana Whai Hua o Aotearoa) advises the Government on the best ways employees can be productive to support wellbeing and how technology benefits, but also disbenefits, the workplace.
The commission is an independent Crown Entity that started in 2011 after the New Zealand Productivity Commission Act was passed in 2010.
The commission conducts inquiries on topics the Government suggests, investigates how the topic can improve productivity over time, and lets the Government know the underlying issues involved.
The Government requested the commission to conduct an inquiry regarding technological change, disruption, and the future of work.
The commission wrote a final report with recommendations on how to improve productivity and support people’s wellbeing by understanding the benefits and disadvantages of technology in the workplace.
The benefits:
• Technology creates many jobs for people, rather than replaces jobs
• There isn’t much sign of an emerging technological disruption
• Aotearoa needs more advanced technology, as it benefits the economy and workplace productivity
• Aotearoa is well-placed for faster technology adoption in some areas - Aotearoa’s policy settings generally support
The Government requested the commission to conduct an inquiry regarding technological change, disruption, and the future of work.
openness to ideas, goods, services, investment and skills.
The disadvantages:
• Important skill levels in schools are decreasing
• Due to the housing crisis it’s hard for some workers to move to better jobs
• Businesses in general lack dynamism compared to other countries
• Aotearoa should build on its strengths and address its weaknesses:
• Policy changes could be created to prepare Kiwi individuals for the future of work, making training more flexible and accessible
• Improve and increase the amount of careers advice and employment support that’s available
• Address the school system performance
• Update employment law to make people more aware of how technology is changing some workplaces and make it easier for employers (like contractors) to gain benefits like insurance and training opportunities.
Read more about what the commission found when completing its inquiry here: www.productivity.govt.nz/ inquiries/technology-and-thefuture-of-work.
To conclude - technology matters for productivity and wellbeing, but also impacts the future of work.
Firstly, the country is flexible, very skilled, and has a lot of support for people who can provide goods, services, data, ideas, technologies, and investments.
However, Aotearoa also has its disadvantages that limit people’s ability to adopt technology in the future and/or make it harder for some people to adapt to the technological changes.
For instance, there’s a poorer socio-economic disadvantage for minorities such as Māori and Pasifika communities, and Aotearoa (by international standards) seems less enthusiastic about emerging technologies impacting Aotearoa’s social and economic aspects.
A link to the final report can be found here: www. productivity.govt.nz/assets/ Documents/223e187413/At-aglance_Technological-changeand-future-of-work.pdf
In January, GNS Science released new land-use planning guidance to manage and reduce the risks of landslides.
Considering the dangers of land use early in the planning and decision-making processes avoids costly and potentially dangerous new developments that could pose risks to people, property, and the planet down the line.
Guidance co-author and GNS Engineering Geologist Dr Saskia de Vilder said that, on average,
landslides cost Aotearoa New Zealand $250 million yearly and have resulted in more fatalities than earthquakes, volcanoes and tsunamis combined.
Landslide Planning Guidance: Reducing Landslide Risk through Land-Use Planning has been developed to support a risk-based approach to landuse planning that considers changing weather patterns as well as current risk assessment, management and mitigation practices.
At a minimum, the Guidance recommends councils develop a landslide susceptibility map
to better inform important decisions that determine where and how we live.
The Landslide Planning Guidance updates previous guidance released more than 15 years ago. It emphasises the need to consider climatechange scenarios likely to exacerbate landslide hazards due to changing weather patterns.
Speaking of mapping, this new landslide guidance coincides with recent research on landslides from the University of Canterbury. Canterbury researchers and students mapped 140,000 landslides triggered by Cyclone Gabrielle to create models for future weather events.
New Zealand now boasts one of the largest single-event inventories of landslides globally. Senior Lecturer and lead researcher Dr Tom Robinson was surprised at the sheer number of landslides they found.
New Zealand now boasts one of the largest single-event inventories of landslides globally. Senior Lecturer and lead researcher Dr Tom Robinson was surprised at the sheer number of landslides they found, “in the Esk Valley alone, in just one 12km square area, you’ve got over 2000 landslides.”
Mapping and guidance measures both lead to improved future resilience. “Landslides
are difficult to forecast and predict; the only way you can do it is by looking at where they’ve occurred in the past,” Dr Robinson says.
“Mapping tells us the conditions that triggered them in the past: the type of slopes, what is on the land, has rainfall caused it and if so, how intense was the rainfall, was it an earthquake, how much shaking was there –all critical information telling us how landslides occur.
“So, when we have a future event, particularly rainfall, we could say this is where we think a landslide is most likely to occur, the predicted trajectory, what’s in its path, and therefore do we need to shut roads, do we need to evacuate people?” says Dr Robinson.
The team uses aerial imagery with up to 30cm high resolution, imagery so powerful you could spot a laptop on the ground for mapping.
“We’ve mapped over 140,000 landsides, the smallest roughly the size of a car, from 20 percent of the area affected by Cyclone Gabrielle. We can’t possibly map them all, but we believe there are about 750-850,000 in total.”
Kowhai Roofing in Northland has developed an exclusive roof coating system for every type of roof and to provide the best long-term protection and finish for your new look roof.
We have had decades of exposure in New Zealand’s harsh environment, so we know our systems and products work.
Our professional roof restorers are able to advise if your roof is appropriate to restore, rather than re-roof. If re-roofing is the best option, they will say so - they aren’t trying to sell restorations where they aren’t appropriate, as that doesn’t work long term. Should your roof not be suitable for
restoration, Northland Roof Group Ltd can give you a free, no obligation quote to replace your roof as well.
Workmanship warranties are essentially covered by the Fair-Trading Act and Consumer Guarantees Act and requires that all goods and services meet the minimum guarantees for the products and services sold to consumers.
These include that goods and services are of an acceptable quality and that repair facilities, refunds or replacements will be available for a reasonable time if goods the goods or services are faulty or substandard.
The best longterm protection and finish for your new look roof.
On the rare occasion that a leak has occurred as a result of our restoration process, it will become evident within days or weeks of completion.
Typically, when a problem arises months or years down the track it’s almost always due to another roofing element failing.
We offer a 12-year product warranty but our expectation is that your roof coating will last considerably longer than that. Yes, after 12 years we expect that it will have faded a little, but it should still look good, and provide a totally waterproof coating on the surface. Just as you’d expect when you buy a new car, some simple, regular maintenance is required to ensure the Warranty remains valid.
