Asia Pacific Infrastructure Property & Build: October 2019 - January 2020

OCTOBER 2019 - JANUARY 2020

Flexible workspace franchises Building regions

The great leap forward

New Zealand’s Independent Infrastructure Think Tank Infrastructure New Zealand is the nation’s highly respected, peak infrastructure body. Our core purpose is to advance best practice in the development of world class transport, energy, water, telecommunications and social infrastructure for all New Zealanders. We do this through research, advocacy and public and private sector collaboration. Our members are infrastructure industry leaders from diverse sectors across New Zealand.

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Take advantage of membership 09 377 5570 infrastructure.org.nz

READ ONLINE FREE www.propertyandbuild.com.nz www.infrastructurenews.co.nz FREE EDM Newsletter eepurl.com/dp33ez

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Calls for a shake-up of public service decision-making and service delivery

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Pathway to strengthening regional government

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Take ownership of the future Building the benefits Where is the flexible workspace revolution going?

Sustainable Freelancing

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The lightweight fill that’s been solving engineering challenges for 40 years

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All you need to know about 5G and its impact on your life

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The contracting relationship between government and the construction industry is set to be redefined

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NgÄ i Tahu Property has new industrial developments in the pipeline in Christchurch

Content Partners

Barry Dyer Chief Executive Responsible Care

Hamish Glenn Policy Director Infrastructure New Zealand

Pierre Ferrandon New Zealand Country Manager IWG

Peter Silcock Chief Executive Civil Contractors New Zealand

Bobby Chernev Editor TechJury

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providing permission is obtained from the editor and acknowledgement given to Media Solutions. Opinions expressed are those of the authors and may not necessarily be those of Media Solutions Ltd. safetynews.co.nz infrastructurenews.co.nz ISSN 2624-0572 (Print) ISSN 2624-0580 (Online) 3 propertyandbuild.com

Government system not delivering what matters most to New Zealanders

Infrastructure New Zealand calls for a shake-up of public service decision-making and service delivery

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ew Zealand’s system of government is not delivering the things which matter most to New Zealanders.

Our system of delivering public services is working exactly how it should, but unfortunately the outcomes we expected when we set it up are not what we thought they would be.

The Provincial Growth Fund should be doubled and expanded to a $6 billion Regional Development Fund covering all areas of New Zealand.

This reform is aimed at achieving a more incentivised, collaborative, agile, aligned and ultimately productive system of government.

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The things that New Zealanders value are not being delivered

Productivity is low, forcing New Zealanders to work longer hours for less pay.

Home price inflation has benefitted some at the expense of others. Freshwater quality is deteriorating, carbon emissions are increasing.

At the highest level, New Zealand’s economic, social and environmental performance is weak.

Paradoxically, the reason for our poor relative performance is not because our system is not working – it’s because it is.

New Zealand has designed a system for delivering essential public services which is fiscally very

disciplined, transparent and focused on clear, monitored deliverables.

In transport, for example, we have the New Zealand Transport Agency (NZTA) managing a budget linked politically to Government priorities and financially to road use charges and levies. It’s one of the most efficient in the world.

But it’s also delivering one of the least safe and most congested transport systems in the OECD.

New Zealand’s input and output system is not delivering outcomes

Almost all of the key legislation that oversees financial management, infrastructure, planning and

other public services has its roots in the late 1980s and early 1990s.

This legislation was a reaction to dire economic circumstances following poor decision-making and bad luck through the 1970s and early 1980s.

It was imagined that if the Government focused on performing its core functions well, then New Zealand would prosper.

Government Ministries and Departments were corporatised and given clear spending and activity mandates, revised each year at Budget time.

Planning was devolved to local communities, along with property taxes (rates) and responsibility for funding local infrastructure.

Councils were to protect and enhance the environment. The Government was to manage the economy and oversee social investment.

This arrangement has resulted in some of the strongest, most transparent and efficient public institutions in the world. Debt has been strictly managed, there is little corruption and the activities of public service providers are closely tied to performance metrics.

Unfortunately, as important as good financial management is and as much as we all value a professional and accountable public service, these and other outputs aren’t really the reason why we have governments.

We have governments to improve outcomes.

Residents are less interested in travel time improvements between home and work than whether they have jobs which are delivering reasonable wages. The amount of nitrogen in rivers is not irrelevant, but what matters most is whether the river is swimmable and supports appropriate biodiversity. At the end of the day, am I and my family healthy and able to live full and satisfying lives?

These and other key questions are not well answered by our current system. They fall outside the remit of any one agency or entity and, try as officials might, they have for many years slipped beyond the grasp of increasingly frustrated politicians and voters.

Most severely affected has been infrastructure. The high cost of roads, railways, hospitals and schools has, under the New Zealand model, appeared exactly that – a high cost.

A billion dollars on critical infrastructure looks a lot more like inefficiency than

Pathway to strengthening regional government

New Zealand should continue its reorientation towards public outcomes, but this will require substantive reform to existing laws and institutions.

Infrastructure New Zealand identifies the following pathway: 1. Transform the $3 billion Provincial Growth Fund into a contestable $6 billion Regional Development Fund open to all economic geographies. Councils – regional and territorial – that collaborate to develop coherent regional spatial plans apply for RDF funding, based on achievement of outcomes linked to Government priorities.

Participation in regional spatial plans optional, but attractive due to investment opportunities. Government signs off plans on the recommendation of the New Zealand Infrastructure Commission – Te Waihanga.

2. Reform the planning system (the RMA as well as Land Transport Management Act and Local Government Act) to support outcomes-oriented long-term spatial planning. Environmental protection separated from economic and social development planning by replacing the three Acts with two: the Environment Act and the Development Act. 3. As regions demonstrate capability, look to permanently transfer some share of regional GDP or taxes linked to economic performance to regional government.

Consolidate major investment activities in regions where economies of scale can be achieved.

4. Strengthen and facilitate local community decision-making with the creation of community councils. Community councils retain rating powers and expand responsibilities in social, economic, cultural and environmental engagement. safetynews.co.nz

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investment when a public agency on a fixed budget has to prioritise expenditure.

Growth has been especially difficult to evaluate.

When a transport, education or water provider is being evaluated against transport, education and water service delivery, how important is supporting wider economic, social and environmental progress?

The answer is that it is less important and, as a result, we’ve underinvested in critical services which enhance wellbeing, even as headline indicators like low debt levels suggest we’re doing well.

Reforming the system

Recognition of the problem is widespread. The Government is already shifting its emphasis to outcomes.

This is important, but it is not sufficient. It’s not just a focus on outcomes which has been the Achilles’ heel of New Zealand economic, social, environmental and cultural performance. It’s the ability to deliver.

New Zealand’s system of public services are not

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geared to deliver outcomes general to New Zealanders. It is geared to deliver outputs specific to sectors.

Investment decision-making is responsive to fiscal pressures, not the potential long-term value creation for society.

To deliver outcomes, a vastly different approach is required. Vertically integrated public organisations which for years have operated in silos must collaborate. Funding, which previously was tied to specific activities must be reallocated in pursuit of overall wellbeing. Central and local government must cooperate with each other and the private sector.

Infrastructure must be delivered in accordance with the long-term needs of society.

To achieve outcomes, the process by which government executes its powers over taxation, spending, resource management and regulation must be reoriented. Outcomes must be achieved, furthermore, without compromising the benefits of the current system around strong fiscal management, transparency and accountability.

What does an outcomes-oriented system look like?

To pursue outcomes, the Government needs to undertake a five step process: 1. Vision and leadership The outcomes the country wants to achieve need to be identified.

2. Strategic and land use planning With clear objectives, governments can leverage responsibilities in strategic and land use planning to integrate public and private activities in pursuit of outcomes.

3. Funding and financing With agreed plans, resources can be allocated to fund and finance investments and incentivise the right activities.

4. Delivery With funding secured, public and private organisations with the right blend of powers, capacity and capability can implement plans and innovate to achieve outcomes.

5. System monitoring With activities and services being delivered, oversight is needed to make sure outcomes that balance aspiration, affordability and quality are being promoted and the system working.

Existing barriers to an outcomes-oriented system There are major barriers impeding this approach.

The planning system is not structured to identify and promote economic and social priorities. New Zealand’s urban planning statute, guided by the Resource Management Act 1991 is “effects-based,” not outcomes focused.

Nowhere is the Government’s vision for New Zealand clearly articulated so that targets, priorities and objectives can be set and pursued. Even if the Government did go this

far, there is no framework to implement the vision under the permissive effects-based RMA system.

If the Government reforms the RMA, which it must, and a review is underway, the next barrier would be funding and delivering investments to promote priorities.

The Government can, as it did through the 2019 Budget, reallocate spending to certain activities or priorities like mental health. Expenditure must be consistent with the Public Finance Act 1989 but, even after overcoming such barriers, relaying priorities across government and the private sector is not easy.

Local government, for one, is accountable to local constituents and, except in transport, is able to operate with very little engagement with central government or its agencies. There is no established framework for incentivising local government to support national priorities and, even if there were, local government’s small size and scale means there is no guarantee they could deliver. Being tied to local property rates voted on by constituents, councils are poorly resourced to support central government ambitions or national interests.

Even cutting across siloed government departments can be challenging (partly due to the absence of planning guidance). Departments are responsible to their CEO who is employed by the State Services Commissioner and charged with delivering on annually agreed programmes.

Collaborating to advance non-departmental outcomes is difficult under any circumstance and almost impossible to perform within a single three-year

election cycle.

If a Government was in power long enough to move from vision to delivery, there is still no guarantee that the end product would implement the priorities identified at the start of the process.

As the planner, funder and deliverer of public outcomes, central government is the judge of its own performance. There is no higher authority to oversee activities, rein in spending or poorly conceived initiatives, or hold the Government to account outside of three-yearly elections.

Any Government can be held accountable by the opposition, but political accountability is contestable.

Politicisation of projects and programmes is common because of our highly centralised system, leading to polarised priorities and less certainty for even the most important projects.

Building regions

Substantive reform is required to reorient New Zealand towards achievement of outcomes.

A new planning system which enables the Government to identify the priority outcomes for New Zealand and disseminate these throughout the public service is needed. Strategic planning needs to be guided by the vision and urban and environmental planning needs to provide for priority activities.

Funding and taxation needs to be tied to implementation of the plan. This is as true for subnational government as it is for central departments. The private sector will follow major public investments, so lead infrastructure is critical to catalysing a whole-of-society response.

Delivery needs to be separated where possible from central government. As the highest power in the land,

central government is the only institution capable of monitoring overall national performance and reining in poor decision making.

Consolidation of planning, funding and delivery of public services inside central government increases the risk of policy swings and is what ultimately allowed for the crisis which emerged in the early 1980s.

But devolving delivery of critical services to local government in its current form is not possible.

Councils are, with few exceptions, small and not

geared to manage greater responsibilities. To manage new funding mechanisms and deliver larger work programmes, councils need scale and capability. They need to demonstrate competency before significant additional responsibility can be transferred.

But the answer is not to bypass subnational government, it is to strengthen it so that it can represent the aspirations of local constituents and help implement national vision.

New Zealand needs to build regions.

Hamish Glenn

Policy Director at Infrastructure New Zealand, the peak industry body for the infrastructure sector that promotes best practice in national infrastructure development through research, advocacy and public and private sector collaboration. safetynews.co.nz

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Take ownership of the future The commercial opportunity attached to flexible workspace - franchising for the future

By Pierre Ferrandon, New Zealand Country Manager for global flexible workspace provider IWG

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arlier in 2019 IWG launched a new franchise programme in New Zealand across its three brands Spaces, Regus and BizDojo.

The initiative allows franchise operators to enter the booming workspace industry for the first time ever, and links corporates and their employees to flexible working opportunities in more parts of New Zealand than ever before.

In 2022, the global mobile workforce will be 1.87 billion people. Simply put, this means a substantial amount of current office space needs to shift from long-term leasing to a more flexible model which meets the needs of mobile workers.

New Zealand’s demography makes it ripe for franchising the flexible working revolution. A small, spreadout population is marked by a predominance of small businesses, nine out of 10 of which employ fewer than 20 people.

Head count fluctuation and the need to attract and retain talent in different regions means a higher demand for flexible workspace and a greater share of ‘common areas in own space’.

This is just as pressing an issue for large corporates as SMEs, because even the biggest companies tend to

have modest head counts in regional areas. They also want to cater for special projects and teams or regroup teams and functions, which makes flexible workspace more appealing.

The franchise model is one IWG has deployed successfully in offshore markets, and it reflects a dual shift in how independent operators are approaching new business opportunities and how employees and company owners are embracing the flexible workspace model.

The serviced office market is one of the most exciting growth markets in the world, and the next frontier for franchise operators.

Cost efficient

The franchise programme is designed to bring the two markets together in a way that serves New Zealand’s needs in a somewhat peculiar market where the workforce is spread out, low in density and with comparatively high overhead costs relative to per-metre usage.

IWG’s scale gives a cost-efficiency many New Zealand operators badly need, from a sales marketing machine to outsourced CRMs which match workers with available space.

Based on the global example, potential franchise operators range from multiunit and/or multi-brand franchisees, private equity

funds to property management and real estate companies, existing commercial landlords, hotel owners and banks.

Comfort in the business model

There is nothing more reassuring than a tested and proven business model. Franchise operators can look at an established trajectory of flexible workspace and coworking franchising in markets across the world and in different economic phases.

The programme is straightforward and smart: starting with a good property deal, there is quick conversion of the available space to maximise the number of desks available, with a focus on driving mature occupancy.

Pricing levels are maintained and services upsold to generate additional revenue. Customers are retained through great service.

Compared to traditional franchises, the model is very low on staff requirement, highly cash generative and can be operated for multiple terms without the need for major refurbishments.

Benefits for property owners

For property owners the benefit is multiple: the opsafetynews.co.nz

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eration acts as an incubator for larger floors, helps retain existing tenants, and secures higher returns on the other floors with an ability to flex up and down providing on demand project space that reduces the amount each tenant needs to hold on their balance sheet. As a result, this increases the value of the building.

The operation is very light touch as most of the administration, marketing, pre-sales, IT and customer support is managed through IWG global service centres.

Multiple revenue stream

There are multiple revenue streams, including admin services, virtual offices, permanent office space, meeting rooms and day offices to name a few. The franchise partner would also benefit from the existing pool of revenue generated by IWG’s 2.5 million membership clients, with a portion of this revenue allocated every time a customer checks in at franchisee’s centre. Not to mention IWG’s existing sales force incentivised to drive sales in every location around the world.

and significant double-digit returns on investment.

Go where the talent wants to live

Similarly, corporates and SMEs, aided by the digital revolution that is helping businesses work everywhere, are looking for ways to diversify their operations in different regions, to go where the talent wants to live while reducing the operating costs associated with major centres.

Increasingly, IWG is observing corporate employees wanting to work outside the big cities, and companies are following suit. Prominent examples are big media and engineering companies choosing flexible working in the regions for cost and lifestyle reasons but with no downturn in revenue.

Marriage of the like minded

The New Zealand market, still developing in real estate and industry terms, presents the opportunity for a truly symbiotic relationship between franchise operators and corporates.

The franchise market has the local knowledge to serve the business community, while IWG has the corporate contacts, global network and infrastructure and proven business model, and the ability to leverage demographic shifts as they are happening.

Performance proven

“We have worked with IWG to grow their New Zealand network significantly over the last few years,” says Rob Bird, the National Office Leasing Director for Colliers International.

“ The speed that the sites have filled up is a testament to this global shift to flexible workspaces and coworking.

During our work with IWG we have identified demand for this new type of workspace solution in many of the provincial cities from national and international tenants.”

Rapid growth

By any measure the growth has been rapid.

IWG has expanded from five sites totalling 6,500m² in September 2017 to 16 sites with 27,000m² just 24 months later, representing 400 percent growth – a rate the company is seeking to accelerate further through partnerships. Two more sites are scheduled to open Auckland totalling 6,750m² with the introduction of Spaces to New Zealand.

Don’t dwell on opportunities lost

So, what if you could go back in time and have the chance to work with previously successful franchise industries such as restaurants or gyms at the beginning of their growth explosions? A similar - even larger - opportunity awaits in the serviced-office and coworking / workspaceas-a-service market. It’s an opportunity to diversify away from traditional franchise industries, and benefit from strong cash returns 10

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Pierre Ferrandon works with clients and franchise owners to help them harness the power of flexible working to increase productivity, efficiency and agility and find a happier, healthier way of working.

Pierre Ferrandon joined the then Regus Group (which became IWG) in 2012.

Under his leadership, Pierre Ferrandon has grown the New Zealand market from six to 16 locations under the Regus and Bizdojo brands. The first New Zealand Spaces office is opening in November 2019.

IWG is at the forefront of the market in New Zealand, where it serves large multinationals, small and medium enterprises and start-ups.

Building the benefits

Where is the flexible workspace revolution going over the next decade, and how do its objectives dovetail with social, economic and climate concerns?

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n New Zealand as in other developed nations, mental health is a serious public health and economic issue, and work-related stress and illness are on the rise. The coalition government, which this year announced a Wellbeing Budget, is looking for ways to boost productivity while addressing worker wellness.

A move towards flexibility in work that is supported by widespread coworking spaces promotes worklife balance and starts to balance the New Zealand economy better across the regions, thereby alleviating some of the housing pressure in major centres.

First up best dressed

From a business investment standpoint, fitout

costs are nothing to sneeze at, rising to as high as $2,000/m in the New Zealand market (one of the most expensive in the world) for hard and soft fitout plus fees and contingency.

The ready-fitted solutions that come with IWG’s flexible and franchise spaces will become more valuable to businesses in the coming years and will drive further urgency in existing commercial development, thus increasing the options available to businesses and workers.

Hedging your bets on the future

Zooming out and looking at the geopolitical angle, a small country such as New Zealand is smart to hedge against international risk and position itself to adapt

quickly to global changes.

Take the GFC as an example – if all those American companies affected by the subprime market collapse had been more in control of their overheads – had been able to stop paying rent immediately and batten down the hatches – could the US economy have restored and revived more rapidly?

Some investors considering flexible workspace might speculate what would happen if IWG faltered, and the answer is nothing much from an investment point of view.

With more than 30 years’ experience in providing flexible workspaces and having weathered two recessions, IWG remains a global leader and continues to grow with its proven business model.

In crisis, some industries

fall and others rise, and flexibility enables the shift of value in favour of the user, and ultimately towards the investor.

Environmental issues look large

The environmental angle is one of the most exciting ways to look at flexible workspace and coworking spaces. The model means better, more comprehensive utilisation of workspace, lower overheads and less wastage in construction.

The IWG Global Workspace Survey found only 55 percent of office space is in use at any one time, so a complete and instant payas-you-go solution means business owners can save 45 percent of total office space and the construction sector can divert its energies towards developing safetynews.co.nz

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actual usable space.

Workers are commuting less to centralised hubs and using coworking spaces closer to home, meaning more time ‘at work’, being productive and making money. The Regus study found that if the growth in flexible workspace continues to increase, people across the 16 countries would save more than 3.53 billion hours commuting every year by 2030.

Most importantly, flexible working could be a key ingredient in averting the climate crisis. Over the next 10 years, at the current rate, it could save 214 million metric tons of CO², equivalent to the amount of carbon captured by 5.5 billion trees.

Build in disaster protection

And New Zealand, let’s admit, has in-built risk

from geological disaster.

Companies can diversify risk by using multiple sites in which they do not have a heavy long-term investment, and by using a global workspace provider they have the opportunity to relocate or transfer contacts to other markets if their dominant market is hardhit by catastrophe. From a workspace perspective, it functions like an integrated insurance policy – there’s

always somewhere else to go.

Ultimately, the key to flexible workspaces and coworking is to use the model to its best advantages: reduce overheads, offset risk, increase speed to market, win the talent wars and help save the planet.

For entrepreneurs, owners and investors, what could be better?

Support for sustainable freelancing Finally, there is the intersection of flexible workspace with services focused on supporting flexible workers themselves. A Kiwi online platform called FutureWork Studio matches future-focused freelancers with organisations to reinvent how freelancers access typical worker benefits, with a focus on insurance and banking as well as access to shared office facilities throughout the country.

Vincent Vuillard, who co-founded FutureWork Studio with fellow business leader Joanne Fair, says, “The platform will change the game for how skilled professionals work in New Zealand, helping prepare businesses for the more agile requirements of the future of work.

“What makes us different from the traditional gig economy companies is that we are supporting sustainable freelancing. We want to de-risk the gig by investing in the freelancers and SMEs who use our platform, ensuring a sustainable career option for individuals and small businesses and the ability for companies to always be able to access the skills they need when they need them.”

Other projects in the wings include developing an on-boarding interactive module to help freelancers hit the ground running on day one on the job. This is part of a wider suite of cutting-edge training that FutureWork Studio is developing with strategic partners.

FutureWork Studio’s technology gives businesses enviable transparency as to their current recruitment and the size of their flexible workforce, leading to more robust workforce planning. Businesses can also access sought-after skills online at any time, streamlining and speeding up the recruitment process. They can review curated freelancer profiles which include transparent ratings and reviews from previous jobs completed on the platform. FutureWork Studio fees only apply once a suitable match is made, making the proposition an accessible and low-risk option for businesses of every size.

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By 2030, flexible workspace will account for 30% of the real estate footprint of a large company. – JLL research

JOIN THE GLOBAL WORKSPACE LEADER An exciting new multi-site franchise opportunity in a fast-growing industry.

This increasing demand for flexible workspace and coworking has created a new investment opportunity where franchise partners can benefit by leveraging our scale, platforms and proven business model.

We created the industry 30 years ago and are still the world’s number one globally with our portfolio of brands - Regus, Spaces, HQ and Signature by Regus - to match every business, style and price.

If you have the drive, resources and commitment to be part of this new franchise model, visit franchise.iwgplc.com today or email us at franchise.NZ@iwgplc.com

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All you I need to know about 5G and its impact on your life By 2020, most major countries will have 5G which thanks to its remarkably better speed, bandwidth, and latency, will take connectivity to a whole new level

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nternet of Things, Autonomous Cars, Augmented and Virtual Reality and Remote surgeries will all soon become mainstream.

5G will literally transform the way we live, work, and socialize.

The introduction of 4G made video streaming, video calling, and gaming so much more enjoyable than 3G. Now something better’s coming to town -- 5g stands for the fifth-generation cellular technology and it beats 4G hands down on the three most important parameters — speed, latency, and reliability.

5G opens up a whole new world of possibilities — smart cities, more efficient autonomous cars, better home automation, flawless 4K live streaming, and much more.

Speed is king

When 4G came on the scene, everyone was excited — it had recorded a speed of around 1GB in test environments. Sadly, we never got those speeds.

The average 4G download speed during the fastest hour in the top 4G countries — like South Korea and Switzerland — hovers around a measly 55Mbps, 20 times less than the promised speed.

Part of the reason is congestion. Millions upon millions of devices use the 4G band (2-6GHz) — and thousands are added every day. An extremely high number of devices per meter means less speed.

Solutions

Expanding the spectrum can help solve the issue — and this is exactly what 5G can do. It uses so far unused radio millimeter bands

in the range of 30GHz to 300GHz. What’s more, 5G frequency can handle up to 10 times more simultaneous connections than 4G — making it a great option for crowded cities.

And the best part is that 5G internet speed will be around 10Gbps, almost 2000 times faster than the best average 4G speed.

To put it in perspective 5G will download a full HD movie in seconds.

Latency

5G has one more ace up its sleeve. It reduces latency significantly. Latency measures the amount of time it takes for a data packet to get from one point to another. Naturally then, the lower the latency, the better the overall connectivity will be.

Current 4G networks have a latency of up to 50 milliseconds on an average connection, meaning the data isn’t transmitted in real time. In contrast, on 5G the response time could drop to just 1 millisecond — a delay so small that human beings can’t even perceive it.

How does 5G work?

5G uses millimeter waves, which can transmit heaps of data at very high speeds.

However, these waves have two drawbacks.

First, they can cover only short distances.

Second, they can’t penetrate through buildings and trees.

The good news is telecom companies can easily tackle this problem by using multiple smaller cells.

The keywords here are multiple and smaller.

The height of the antenna a particular band requires depends on its wavelength — and the formula for calculating this is: Height of antenna = (1/4)

X wavelength Millimeter waves have very short wavelength, so 5G requires much smaller base stations than 4G. Also, since these waves travel only a short distance, we need multiple cells to transfer the signal over long distances.

This also means 5G will mainly be an urban service meant for densely populated areas — at least to start with.

The cost per connection in rural areas is many times higher than in big cities. In fact, according to a report, companies in the US may have to spend as much as $4,000-$6,000 to build fibre to each door!

Seven ways 5G will change your life

5G offers much more than just speed. It will transform the way we live, work, receive healthcare, and seek entertainment.

Here are seven big changes that 5G will bring over the course of the next few years.

1. Autonomous Cars Even though autonomous test cars have been on the road for some time now, concerns about their safety remain strong.

According to a report, driverless cars crash more often than conventional vehicles.

Given such findings, it’s no surprise many people ask if autonomous cars will ever be road ready?

The answer is yes when 5G networks become the norm.

4G is good enough to book a ride — but it lacks the capabilities that can lend cars the human-like reflexes to ensure improved safety.

What does 5G have that 4G does not - the answer is low latency.

Thinly spread 5G in 2019 gives way to saturation in 2020 5G has already been released in many parts of the world. New Zealand gets limited service by the end of the year and a full roll-out is expected by 2020.

First cab of the rank in the US last year was Verizon’s April 5g release date in two cities — Chicago and Minneapolis. As of now, you can enjoy Verizon 5G with Motorola Z3 with the 5G Moto Mad and Samsung’s Galaxy S10 5G. South Korean carriers, including KT Corp and SK Telecom, flipped the 5G switch on the same day as Verizon.

By the end of this year, Verizon plans to spread its 5G network to 19 other cities.

Sprint followed up by launching its 5G network in Atlanta, Dallas, Houston, and Kansas City at the end of May 30. You will need LG’s new V50 ThinQ to enjoy Sprint’s 5G. Another global provider, AT&T has turned on its 5G network in several cities across the US. However, the company is currently not offering any 5G phones.

The only way you can enjoy its 5G is by using a 5G Netgear Nighthawk mobile hotspot.

Other countries where 5G has been released include Switzerland, the UK, China, and South Korea.

Swisscom became the first European carrier to offer 5G. It flagged off the launch at an April 10 ceremony in Zurich.

Next, UK consumers got their first taste of 5G on May 30, 2019, with EE’s 5G launch in six cities across the country.

In China, Shanghai became the first city to get 5G, all thanks to state-run telecom carrier China Mobile.

In case of a self-driving car, latency denotes the amount of time the vehicle takes to inform a cloudbased server about any danger after recognizing it.

If the data doesn’t get transmitted in real time, the reaction times will be higher — which means a greater risk of accidents.

This is where 5G comes to the fore. With a latency of a mere one second, it can help driverless cars take right decisions speedily.

2. Internet of Things Internet of things (IoT) connects devices over the internet to facilitate a machine to machine interaction or a human to machine interaction.

For this concept to work seamlessly, we require, among other things, a network that has the following three qualities: • Super-fast speeds • Low latency • An ability to connect a large number of devices simultaneously without safetynews.co.nz

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How to sound smart at parties and social occasions Q: What is 5G network?

This is the next generation of cellular internet connectivity, offering super-fast speeds, ultra-low latency, and more reliable connections on mobile devices.

The 5G networks will carry huge amounts of data and revolutionise the Internet of Things (IoT), paving the way for a more connected and smarter world.

Q: Will 5G work on 4G phones?

No, it won’t. If you want to get the feel of 5G, you’ll have to buy a 5G capable phone.

Current 4G phones don’t support the radio bands that 5G uses (30GHz – 300GHz) Q: What is 5g wifi?

If you’re shopping for a new router, you may have heard others drop names like “5G Wi-Fi” or “5 GHz Wi-Fi.” 5G and 5G Wi-Fi are two entirely different things.

5G is the latest cellular standard and a worthy successor to 4G. It delivers super-fast internet speeds and will allow us to do many things that are currently beyond our reach.

But it has nothing to do with 5 GHz Wi-Fi — which many people mistakenly refer as 5G Wi-Fi. 5 GHz Wi-Fi (or 5G Wi-Fi) is just a fast router. Wi-Fi has two frequency bands: 2.4 GHz and 5 GHz. 5 GHz is much faster. However, it doesn’t cover as much ground as 2.4 GHz Wi-Fi. Q: How fast is 5G LTE? Under ideal conditions, 5G networks will deliver speeds in the range of 10 Gbit/sec.

So how fast is 10 gigabits per second? Well, it’s fast enough to let you download an entire DVD in only 4 seconds!

Q: What does 5G mean?

Built on the 802.11ac IEEE wireless network standard, 5G is the fifth generation cellular network technology that will make mobile internet faster and more reliable than ever before.

Q: Is 5G a thing yet?

5G has already been released in several countries, like the US, the UK, Switzerland, China, and South Korea.

Here are all the 5G phones that have been released at the time of writing.

• LG’ V50 ThinQ – You can enjoy Sprint’s 5G network on this phone in four cities: Atlanta, Dallas, Houston, and Kansas City.

• Motorola z3 with 5G Moto Mod – If you live in Chicago and Minneapolis, you can experience Verizon’s 5G if you have z3 with 5G Moto Mod. The latter is an add-on accessory that gives z3 5G capabilities.

• Samsung Galaxy S10 5G – Released on May 16, 2019, and priced at US $1400, S10 5G also gives you access to Verizon’s 5G network in the aforementioned two cities.

Q: Does 5G matter?

You bet! It will prove to be nothing short of a game-changer once it becomes the norm.

5G will give a huge impetus to the Internet of Things (IoT) and help create truly smart homes and smart cities.

Healthcare is another field where it will make a big impact, making it possible for doctors to perform remote surgeries.

It will also take autonomous driving to a whole new level.

Besides these, there are many other fields in which 5G will bring about major enhancements.

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affecting performance 5G ticks all these boxes.

It is 10 times faster than 4G, has a latency of just 1ms, and can support up to one million devices per two square kilometers.

In short, 5G can help us to do things that we thought were impossible. It will help us build truly connected homes, make smart roads, and create smart cities.

3. Virtual and augmented reality The 5G cellular network will help unleash the full potential of virtual reality (VR) and augmented reality (AR) technology.

VR involves blocking the outside environment completely and transporting the user into a fully simulated reality.

Immersion is key to VR experience — and a slow and unreliable connection can play spoilsport. This is where 5G — with its considerably faster speeds, better consistency, and lower latency — will prove to be a game changer.

AR, in contrast to VR, involves overlaying digital elements into our daily environments. Think Pokemon Go — a highly-popular game in which tiny monsters appear in real-world locations, like your local park.

Just like VR technology, AR needs faster networks with better consistency and lower latency. In short, it needs 5G. This latest cellular network technology can help further blur the lines between real and artificial experience — and enhance the user experience. For instance, rather than only appearing, Pokemon might soon move and interact with the player’s real-world environment in real time.

4. Remote Surgery 5g wireless networks will not only reduce latency but also improve image quality and definition. These factors can revolutionise the medical field by allowing doctors to take important decisions — even guide an operation — from far away.

In March 2019, Chinese doctors performed the first-ever 5G remote surgery on a patient located 3,000 km away.

5. Live Streaming on Mobile 4G ushered in the era of live streaming mobile videos, but it has certain annoying limitations.

For instance, at times it struggles to deliver seamless high-resolution videos on-the-go. This can be a huge bummer in case of live broadcasts.

Imagine you’re watching the Super Bowl on your mobile and the live streaming freezes at the most defining moment of the game.

Enter 5G -- with multi-gigabit speeds with extremely low latency, it can take live broadcasts to a whole new level.

5G has already been tested — and it passed with flying colors. Last year, Fox Sports successfully leveraged the 5G technology to

broadcast 4K videos of the 2018 US Open.

6. Artificial Intelligence 5G will improve context awareness in AI-enabled devices, making them smarter and more useful.

Thanks to higher 5g bandwidth and ultra-low latency, voice assistants will be able to access information more quickly and reliably.

Specifically, voice-enabled devices will use more on-device intelligence and reduce their dependency on cloud computing.

Also, voice assistants powered by 5G will be able to rectify their mistakes quickly and complete tasks with greater efficiency.

7. Cloud Gaming on the Go Whatever kind of gaming gear you use at home, once you step out, you can only play smartphone games.

However, the thing is that smartphone games aren’t even half as much fun as console-based games.

Once 5G becomes mainstream, you’ll be able to get console-like performance on your mobile.

Security Concerns

5G is speedy and more reliable — but it also raise the stakes on security and privacy?

As 5G becomes popular, more and more IoT devices will come into existence.

From an innovation standpoint, this is all good.

However, from a cybersecurity standpoint, a larger number of connected devices means hackers will have more avenues to attack.

One effective way to combat this risk is by using stronger methods of authentication, like biometric identification.

Risk of Data Theft

5G will create new use cases and boost current ones like autonomous driving, remote patient monitoring, and remote surgery.

However, all these advancements will demand stronger security because greater amounts of sensitive data will get transmitted over the cellular network.

This is where end-to-end data protection can prove useful by ensuring sensitive

data remains out of the reach of cybercriminals.

Risk of DDoS Attacks

As mentioned earlier, 5G will boost IoT networks.

However, the problem with IoT networks is they typically have limited security mechanisms in place. This makes them an easy target for hackers, who often use IoT devices to launch DDoS attacks.

A DDoS is a type of cyberattack in which cybercriminals bring down a site or network by bombarding it with requests sent from multiple compromised systems.

IoT devices are already causing an increase in such attacks.

One way of mitigating the risk is by using Blockchain technology to secure IoT networks. It will ensure each participant is authorised and authenticated and accountable for their actions.

Bobby Chernev

This article has been adapted from material written by Bobby Chernev, editor at TechJury. net. A historian and political scientist by training, he is passionate about quality research and writing in different fields. safetynews.co.nz

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I

f the new Construction Procurement Guidelines and the new Government Procurement Rules 4th Edition were properly implemented with agencies held accountable, it could signal a new era.

For a long time now, the focus has been on lowest cost. Agencies will now be required to change their procurement to focus on outcomes rather than cost, placing more emphasis on fair allocation of project risk to those best-placed to manage it.

The new Guidelines required agencies to limit or justify any use of special conditions, a move away from lengthy additions to ‘standard’ construction contracts, which sometimes added hundreds of pages of special terms, requiring complex legal interpretation.

Clients think they are managing risk by deviating from standard contracts.

In some cases, they create it. Moving away from this should bring the costs down as clients, contractors and lawyers won’t have to spend time poring over hundreds of pages of special conditions.

The new Guidelines 20

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New hope for construction The contracting relationship between government and the construction industry is set to be redefined, with new construction-specific guidelines created to accompany new government procurement rules, says Civil Contractors New Zealand Chief Executive Peter Silcock aligned with principles of the Construction Sector Accord – a commitment between industry and Government to improve productivity and address challenges faced by the construction sector by building capability and resilience.

Because of this, interpretation was also important.

The Guidelines provide agencies with practical interpretation for different business models, from strategy and market engagement to risk management and improved skills and training to ensure a skilled future workforce.

While the threshold requiring a specific skills and training development plan was too high at $50 million dollars, its inclusion

placed greater emphasis on skills and could be adopted in smaller projects too.

Factors such as involving contractors early in project planning to ensure a sound business case would also make a positive difference.

Shifting the focus from cost-cutting would provide more value for money in the long run. For instance, greater emphasis on skills development planning, would improve project quality, potentially also reducing cost by making it easier to find skilled people.

Many of the new rules were optional for local government, but he would like to see increasing uptake amongst councils. An increasing focus on partnership and a sustainable

construction industry were in the interests of all parties involved and were likely to lead to better results for projects, companies and communities.

Some councils were already looking to implement the rules in their procurement policies, such as Auckland Council’s Healthy Waters department, which had used social procurement strategy to underpin its procurement approach and Sustainability Toolkit.

The Construction Procurement Guidelines are available here: https://www. procurement.govt.nz/procurement/specialised-procurement/construction-procurement/

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Ngāi Tahu Property industrial developments in the pipeline

Sponsored Article

Ngāi Tahu Property has new industrial developments in the pipeline having bought two blocks of land adjacent to a key section of State Highway 1 on the south-west of Ōtautahi-Christchurch

T

he sites – totalling about 70 hectares – are in prime locations in Rolleston and Hornby.

They have excellent access to the country’s road and rail backbone, and eastwest transit links into the Ōtautahi-Christchurch urban area, Lyttleton Port, Christchurch International Airport and Te Tai Poutini-West Coast.

Ngāi Tahu Property chief executive David Kennedy says Te Waipounamu – the South Island boasts a growing and valuable range of

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industries from manufacturing to agricultural services and logistics.

Whether those firms target lucrative export markets or operate in the fast-turnaround world of ‘last-mile’ logistics, physical connectivity is key.

“Online and omni-channel retailing is one growth area we are watching,” Kennedy says.

“Firms increasingly need the ability to receive and rapidly distribute products to diverse customers, from retailers or direct to

end-consumers.”

“Delivering successful solutions for the industrial sector is in our DNA. This is a return to a sector in which Ngāi Tahu Property has a depth of experience and knowledge,” Kennedy says.

The first site is in the popular Rolleston industrial area and registration of interest is available now.

The other block, adjacent to Hornby, should have titles by mid-2021.

Ngāi Tahu Property has been fielding enquiries since acquiring the land.

Development manager Blair Brown is expecting a surge of interest now that the first stage planning has been finalised.

“We encourage people to come to us early with their needs to secure the right space for their business.”

Ngāi Tahu Property South Island development general manager Scott McCulloch says market analysis indicated demand for high-quality industrial developments with easy access to State Highway 1.

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23

Maxmise opportunity across the construction sector New Zealand Construction Sector Training Programme launched The RICS Construction and Infrastructure Surveys show that construction and infrastructure workloads continue to increase across New Zealand, however, acute skills and labour shortages persist. To meet the growing demand for skills and ensure the industry is prepared for what the future will bring, industry professionals must play their part in developing and upskilling their workforce.

Quantity surveying and construction professionals can adapt and remain proactive in this market by attending this new suite of training. Gain the critical knowledge and skills required to build commercial expertise, reduce risk, increase capacity and maximise opportunity across the construction sector.

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Chemical safety

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We deliver cost-effective training customised to meet your needs: n HSWA Certified Handler n HSWA Competent Chemical Handler n Chemical Spill Response n Safe Handling of Asbestos n Safe Chemical Management for managers and supervisors n Safety Data Sheet Management in your business n National Environmental Standards n Site Compliance Assessments n Emergency Preparedness

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Work-related health data Work-related health data

750-900 750-900 THE REVISED ESTIMATE FOR WORK-RELATED HEALTH DEATHS IS

THE REVISED ESTIMATE FOR WORK-RELATED HEALTH DEATHS IS

COURIER

Of all estimated 750 deaths Of all estimated 750 deaths APPROXIMATELY

50% 50% APPROXIMATELY

Are caused by cancers

APPROXIMATELY

250 250

COURIER

DEATHS

(approximately APPROXIMATELY35% of all deaths)

Lung cancer

APPROXIMATELY

APPROXIMATELY

90 90

25 25

DEATHS

(approximately 10% of all deaths) APPROXIMATELY

DEATHS

(approximately 35%lung of all deaths) related

Asbestos cancer accounts for Lung cancer about half of these deaths.

Other important Asbestos relatedcauses lung are silica dust andfor diesel cancer accounts engine exhaust. about half of these deaths.

Mesothelioma DEATHS

(approximately 10% of allcancer deaths) related

Asbestos of the lining of the lungs Mesothelioma and other organs.

Asbestos related cancer of the lining of the lungs and other organs.

DEATHS

(approximately

3% of all deaths) APPROXIMATELY

Breast cancer DEATHS

(approximately

3% of all deaths) (from exposure to shift work) Breast cancer

(from exposure to shift work)

Other important causes are silica dust and diesel engine exhaust.

Main causes of Are caused by cancers non-cancer deaths

THE REVISED ESTIMATE FOR WORK-RELATED HEALTH HOSPITALISATIONS IS 5000-6000

Main causes of non-cancer deaths

THE REVISED ESTIMATE FOR WORK-RELATED HEALTH HOSPITALISATIONS IS 5000-6000 One third

APPROXIMATELY

200 200 APPROXIMATELY

DEATHS

(approximately 30% of all deaths)

Chronic obstructive DEATHS pulmonary disease (approximately

30% of all deaths)

(from exposure to vapours, Chronic obstructive dust, gases and fumes). pulmonary disease APPROXIMATELY (from exposure

to vapours, dust, gases and fumes).

80 80

DEATHS

(approximately 10% of all deaths) APPROXIMATELY

Ischaemic heart disease DEATHS

(approximately (mostly from exposure 10% of all deaths) to low job control and Ischaemic heart disease second hand smoke).

(mostly from exposure and second hand smoke).

APPROXIMATELY to low job control

30 30

DEATHS

(approximately 4% of all deaths) APPROXIMATELY

Asbestosis

DEATHS

(approximately 4% of all deaths)

APPROXIMATELY

caused by cancer One third caused by cancer

Two thirds non-cancer Two thirds non-cancer

20% 20% APPROXIMATELY

Non-melanoma skin cancer

Non-melanoma skin cancer

APPROXIMATELY

10% 10%

APPROXIMATELY

Lung cancer

Lung cancer

APPROXIMATELY

APPROXIMATELY

APPROXIMATELY

30% 30%

15% 15%

5% 5%

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Respiratory COPD

Respiratory COPD

APPROXIMATELY

Ischaemic heart disease Ischaemic

APPROXIMATELY

heart disease APPROXIMATELY

5% 5%

2% 2%

APPROXIMATELY

Depressive episode Depressive episode

All percentages and break downs are of the lower estimates: 750 deaths; and 5000 hospitalisations.

Asbestosis

All percentages and break downs are of the lower estimates: 750 deaths; and 5000 hospitalisations.

APPROXIMATELY

Anxiety disorders

Anxiety disorders

APPROXIMATELY

Asthma

Asthma

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he September 8th senior prize-giving was supposed to be a night of fun and celebration for the roughly 125 CTFC players and support crew seated around the Woolston Club's function room. As team managers took turns making speeches and handing out trophies, the ever-present Lisa Young was on stage making sure the silverware found its way to the right hands.

“The last thing I remember was listening to Tyler [Logan, Senior Women’s manager] making his speech,” Lisa said.

Before Tyler could finish his opening remarks, without warning, Lisa suffered a cardiac arrest and fell from the stage.

The avid hiker and parttime Pilates instructor landed heavily on the club’s carpeted floor - only a metre or so from first aid trained physiotherapist, Emma Kelly.

“I saw Lisa fall and I ran over straight away. She was blue, unconscious, and not breathing”, Emma said.

Emma immediately started CPR as fellow physiotherapist Laura Meagher, and Woolston Club bar manager, Amy Cooney, went for the club’s recently purchased AED. In the mean time, Devon Smith – who had completed first aid training several times through her work with the local council – had called 111. With the ambulance on the way, she took over performing CPR on Lisa.

“In the moment, I just focused on what to do. I don’t know how I managed to stay calm. It was probably lucky I’d had a few glasses of wine!” Devon said.

A makeshift AED team including Duty Manager

A matter of life and death The New Zealand Red Cross have honoured two Woolston Club staff members and three attendees of the Cashmere Technical Football Club prize-giving for their lifesaving CPR and defibrillation of CTFC Operations Manager, Lisa Young

Dannie Le Comte, Amy, Laura, and Lisa’s husband Rick – began preparing Lisa for defibrillation. Laura hurriedly cut of Lisa’s top with a knife found behind the bar.

“Laura has since apologised for using the knife, as there’s actually a pair of scissors in the AED kit,” Lisa laughs.

When more skin was required to place the AED pads, Rick took things into his own hands.

“I was wearing quite a nice bra, but as soon as Rick heard they needed to remove it he just reached in and ripped it off!”

With the pads in place, the Powerheart G5 AED effectively took the lead.

Over the next few minutes the device delivered up to

six shocks to Lisa as her heart struggled to regain a natural rhythm.

“We just followed the AED prompts and tried to keep her airway open. It really is a special piece of equipment,” Laura said.

The ambulance arrived within five minutes and Lisa, who was stabilised at the scene, was taken to A&E. 14 days and one fancy new defibrillation implant later, Lisa walked out of hospital feeling very grateful for everyone involved in saving her life.

“They keep telling me to stop thanking them,” she said.

Lisa’s resuscitation is even more remarkable when you consider the Woolston team had only completed

their AED training two days before that eventful prizegiving.

“After all those hundreds of volunteer hours making sure all our football teams have first aid kits, maybe I was due for a bit of karma!”

Lisa joked.

The New Zealand Red Cross wishes Lisa and her family the best of luck for the future, and once again congratulate the members of the CTFC and Woolston club for their lifesaving response.

To find out more about Red Cross defibrillators and how your workplace or community organisation can be involved in our AED program, visit redcross.org. nz/first-aid or email marcus. bird@redcross.org.nz safetynews.co.nz

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5

Chemical industry leads by example

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The chemical industry continues to lead by example, helping to ensure essential chemicals encountered at work and at home are safely managed - safeguarding employees, communities and our environment

W

hile 130,000 businesses are reportedly captured by the Hazardous Substances and Major Hazard Facilities regulations, the official mantra of “600-900 persons seriously harmed each year by unwanted exposure to chemicals in their workplace” presumably applies to all of the country’s 530,000 workplaces.

Downgrading the flawed but effective HSNO Certified Handler requirement has inadvertently undermined an invaluable capability.

The action deprived businesses, particularly SMEs, of an immediate and recognisable source of workplace chemical safety and compliance advice -a safe chemical handling capability and emergency response knowledge – critical when a chemical incident occurs.

PCBUs and SMEs must now devise their own solutions to ensure employees are competent to safely handle the chemicals with which they work.

So where to from here?

Responsible Care is a global voluntary chemical industry initiative developed autonomously by the chemical industry for the chemical industry.

Chemical suppliers continue to help customers achieve workplace chemical safety aspirations through product stewardship initiatives.

To help solve the in-house chemical compliance dilemma in New Zealand, Responsible Care NZ www. responsiblecarenz.com delivers specialist and costeffective Certified Handler 6

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standard training, complete with a certificate.

Internationally, chemical industry leaders are moving away from relying on lagging indicators of safety performance in favour of identifying safer work practices and workplaces, by responding to workers’ suggestions about improvements.

WorkSafe NZ has warned against business operators falling victim to uninformed and always expensive ‘consultants’.

Responsible Care NZ site compliance assessments are non-threatening, effectively capturing and assessing chemical safety performance in a variety of workplaces.

Conscientious business operators can add value by sourcing accurate, cost-effective workplace chemical safety advice and compliance tools from their suppliers, industry partners and Responsible Care NZ.

The core problem

Hundreds of business operators turned out for a free Responsible Care NZ compliance workshop, eager for accurate and practical advice, indicating an unsatisfied demand for assistance and education.

Attendance highlighted the need to provide SMEs and others with the ability to access, correctly interpret and successfully implement complex regulations with clear and concise compliance advice.

Inviting enquirers to “read the regulations” is falling well short of the industry educational expectations arising from WorkSafe’s Statement of Intent 2016-2020.

A proven strategy is government agencies collaborating with proactive

industry associations to best achieve workplace safety aspirations.

The problem is that SMEs rarely join associations.

However they all obtain their chemical requirements from suppliers and can benefit from product stewardship advice and cost-effective industry compliance initiatives.

Responsible Care NZ extols less regulation in favour of enabling business operators to be increasingly self-sufficient, using cost-effective products and services such as site compliance assessments and specialist training.

The focus is keeping people safe around the chemicals we encounter every day, by once again adding value to businesses.

Proven, collaborative

and cost-effective initiatives to raise awareness and improve workplace chemical safety performance include: • Joint agency and industry-focused local compliance workshops at times convenient to SME operators.

• WorkSafe NZ inspectors distributing free copies of user-friendly ‘compliance tools’ such as the Storage of Hazardous Substances HSNO Approved Code of Practice and posters explaining GHS pictogrammes • Supporting industry initiatives such as product stewardship • Referencing industry ‘compliance tools’ • Upskilling workplace inspectors in chemical safety.

• Encouraging ‘no blame’ reporting of incidents • Acknowledging successful, proactive industry compliance initiatives • Restoring the status of Approved Industry Codes of Practice A refreshed and energized government strategy for improving workplace chemical safety is both welcome and essential if we are to significantly improve

sub-standard performance and learn from our successes and shortfalls.

Expanding mutually beneficial governmentindustry partnerships helping business operators ‘do the right thing’ with minimal fuss and expense should be ‘a no brainer’.

Chemical suppliers are ‘Impatient optimists’. They know we can all collectively do better through continuous improvement.

Responsible Care NZ provides practical products and services to enable compliance with New Zealand’s world class chemical management regime. Talk to us today about your compliance requirements.

Phone: +64 4 499 4311 Email: info@responsiblecarenz.com Website: www.responsiblecarenz.com

Responsible Care NZ

If this was your chemical consignment, what would you do?

Let’s discuss how our 0800 CHEMCALL® 24/7 ERS can help Call 04 499 4311 safetynews.co.nz

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KEYNOTE SPEAKERS

Dan Stevens

Business Director – Water Beca

Dr. Michelle Dickinson

Naval Simulation Manager

Nanogirl

Royal New Zealand Navy

Patrick Connor

8

Utsuk Shah

Instrumentation and Control Systems Engineer Beca

Kevin Heveldt

Mike Fry

N. Venkatesan

Senior Consultant for Rotating equipment Performance SKF

Willie Mandeno

Technical Principal Corrosion Engineering WSP Opus

Greg Hussey

Materials Engineer

Chief Executive Office of

General Manager

Prosolve Ltd Associate

TiDA

Pro+Med

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A

round 10 per cent of Australian employees admit to being bullied at work, but that figure may hide the true extent of the problem, with much antisocial workplace behaviour going unreported and research suggesting up to two-thirds of workers may experience unfair treatment on the job.

While laws to discourage workplace bullying have been strengthened in recent years, employment experts acknowledge other protective measures are sorely needed.

Researchers at the University of South Australia have developed a novel diagnostic and response solution to address that need, providing a simple, evidence-based approach to recognising and addressing bullying issues in Australian workplaces.

Lead researcher, Associate Professor Michelle Tuckey, says the key to curbing workplace bullying lies in understanding such behaviour can rarely be blamed on isolated individuals.

“Workplace bullying is often mistaken as a problem between staff members, an interpersonal problem, when evidence shows it’s really a reflection of how the organisation functions,” Assoc Prof Tuckey says.

“It’s a cultural issue, a systems issue – if you have a healthy culture and healthy systems, then you don’t get a lot of bullying, but if you don’t have that culture and those systems, bullying is more common.”

Building on six years of research, Assoc Prof Tuckey and her team have devised a method to help businesses develop the sort of cultures that prevent bullying at work.

“We’re taking a safety risk

How Australia is ending a culture of workplace bullying Australia is home to some of the worst workplace bullying in the developed world, ranking sixth highest in a recent study compared with 31 European countries, but researchers at the University of South Australia have come up with a solution

management framework and treating bullying as a work health and safety hazard, following the normal risk management approach, which is to identify hazards, assess the level of risk, implement risk controls, and then monitor and evaluate,” Assoc Prof Tuckey says. “An important feature of our approach is the involvement of staff and managers in each stage.”

The risk management solution was developed through extensive engagement with 342 documented bullying complaints lodged with SafeWork SA and is currently being trialled with

peak health and safety bodies to enhance the regulatory response to bullying and to support proactive risk management in a range of other organisations.

“We analysed about 5500 pages of information to learn what’s going on in the culture and the work systems when people feel mistreated,” Assoc Prof Tuckey says. “Then we turned that into a survey-based measurement tool with 10 different domains used to deliver a score predictive of a broad range of work health and safety outcomes, including exposure to bullying.”

With the total cost of bullying at work in Australia estimated to be up to $36 billion per annum, benefits of preventing the behaviour are institutional as well as individual.

“The diagnostic tool shows an organisation where they should focus their efforts and prioritise their resources,” Assoc Prof Tuckey says. “Many organisations already have policies, training and complaint systems in place; our tool complements those structures to prevent bullying behaviour.”

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CONFERENCE PROGRAMME MONDAY 11 NOVEMBER

PRE-CONFERENCE OPTIONAL TRAINING 8:30 AM - 3:30 PM

Guarding and the safe use of machinery guidelines TUESDAY 12 NOVEMBER

PRE-CONFERENCE OPTIONAL TRAINING/WORKSHOPS 8:30 AM - 3:30 PM

Lean Maintenance Made Simple

Health and Safety Made Simple

8:30 AM - 12:00 PM

Acquiring Emotional Intelligence

12:30 PM - 3:30 PM

Engineering Steels & Processing Awareness &

Welding WIthout Failure

2:30 PM - 5:00 PM

Field Trip: Red Stag Timber

Networking event for all delegates, sponsors, speakers and exhibitors Included in conference registration fee Everyone invited

5:30 PM - 6:30 PM

Welcome Function & Meet the Exhibitors 10

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Networking event for all delegates, sponsors, speakers and exhibitors Included in conference registration fee Everyone invited

WEDNESDAY 13 NOVEMBER CONFERENCE DAY 1 8:00 AM Registration Open, Exhibition Viewing & Networking, with Fresh Coffee

9:00 AM

Welcome to Growing Great Engineers Presented by MESNZ & SKF

Official Opening of NMEC 2019

By Darin Samuel, Managing Director of SKF New Zealand, the Principal sponsors of NMEC 2019

9:15 AM

OK Who’s Next?

Our Role in developing and mentoring the next generation of Engineers

Dan Stevens Business Director Water, Beca Utsuk Shah Beca Industrial

9:50 AM

Psychological First Aid in the Workplace Building positive mental health foundations

Greg Hussey General Manager Pro+Med (NZ)

10:30 AM Morning Tea – freshly brewed coffee, tea, networking and exhibition viewing

11:00 AM

Technology in Naval engineering training How Machiavelli and Vygotsky are helping us grow great engineers

Kevin Heveldt Naval Simulation Manager Royal New Zealand Navy

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11:30 AM

Panel: How do we recruit, keep and grow great engineers?

12:10 PM

Celebrating Success, Achievement & Amazing Progress

MESNZ Bill Buckley Scholarship Award. $5000 training scholarship awarded to most promising young engineer Stuart Tolhurst Memorial Apprentice Award, awarded to an outstanding apprentice.

12:20 AM Lunch, Exhibition Viewing & Networking 1:10 PM

Spare Parts Rationalisation & Optimisation

Health and Safety Made Simple

Acquiring Emotional Intelligence

N. Venkatesan (Venkat) Snr Consultant Rotating Equipment, SKF Asia

Mike Fry Chief Executive TiTenz

SAECOWilson

Bearing selection – how to choose the right bearing for the application

Hazardous substances and wastes – new rules and the impacts on industry

Understanding hydraulic hose repair & maintenance for better outcomes

Brian Foster Application Engineer SKF

Richard Gilkison Hazsubs

Deryck Ware BOA

Bearing fitting – avoid early failure, fit that bearing properly!

Building-up Shafts with integrity using Metal-Spray

Management and safety of Hydraulic Accumulators

Brian Foster Application Engineer SKF

Matt Vercoe Metal Spray Supplies (NZ) Ltd

McRaes Global

1:45 PM

2:20 PM

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2:50 PM Afternoon Tea – freshly brewed coffee, tea, networking and exhibition viewing 3:25 PM

Importing Substandard materials – you get what you ask for – an adjuster’s perspective Jeff Stagg - Insurance Loss Adjuster 3:55 PM First day wrap up 5:15 PM - 9:30 PM

Social Function Don't miss this!

Themed dinner Murder at Hotel Balle Balle For all Conference attendees, Exhibitors and Presenters Includes Free Dinner, Drinks and Networking Home before 10 pm. Dress up if you dare!

VENUE: Novotel Hotel 1067 Tutanekai St, Rotorua - Look for NMEC Hotel Balle Balle sign

No one should have to face cancer alone.

www.cancer.org.nz 0800 CANCER safetynews.co.nz

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THURSDAY 13 NOVEMBER CONFERENCE DAY 2 8:30 AM Freshly Brewed Coffee, Exhibition Viewing & Networking, plus photos from the Social Function 9:00 AM Day 2 – Opening 9:10 AM

Implementation of an Asset Management Framework (based on ISO 5500) a case study by Mercury NZ Vladimir Kabanov,Asset Management Team Leader, Mercury 9:45 AM

Rotating Plant Design and Operation Patrick Conor, Materials Engineer, Prosolve Ltd Associate 10:15 AM Morning Tea – freshly brewed coffee, tea, networking and exhibition viewing 10:50 AM

Corrosion under insulation – A review and update

The right Transmission chain to drive your industry

On-Line Partial Discharge testing of High Voltage systems

Willie Mandeno Technical Principal Corrosion Engineering, WSP Opus

Gavin Doherty Customer Service Manager, Renold NZ Ltd

Peter Rhodes High Voltage Solution

Protective Coatings Standards Updates

Linear Bearings

Variable Speed Drives

Willie Mandeno Technical Principal Corrosion Engineering, WSP Opus

Ewen McBeth SAECOWilson

James Neale Energy Systems Management

11:25 AM

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12:00 PM

Stainless Steel – Assumptions, Reality and Getting it Right

Taking care of your boiler and improving its efficiency

Thermography in mechanical applications on mining equipment

Campbell Betts Spiralweld Stainless Ltd

Kevin Malpas Advanced Boiler Services

Jeff Erichsen Advanced Infrared Resources

Stainless - An Amazing Material and How to get the best of it

Optimize compressed air usage & improve the functional efficiencies of existing machinery

Reliability and Ultrasonic Arc Detection

Steve Scott Rivett Engineering Ltd

Jozef Ceh SMC Pneumatics

James Neale Energy Systems Management

12:35 PM

1:05 PM - 2:05 PM Lunch, Exhibition Viewing & Networking

2:10 PM - 2:40 PM

The Golden Nugget Forum

Cracking your greatest maintenance issues! An interactive, crowd sourced problem-solving session

2:40 PM - 3:20 PM

The Engineer of the Future Will you be replaced by a robot?

Dr Michelle Dickinson – aka Nanogirl 3:20 PM NMEC 2019 Conference Wrap up and Closing Remarks ¬announce 2020 dates, venue and theme 3:30 PM Conference closes safetynews.co.nz

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Celebrating 40 years of engineering and manufacturing innovation

+$422,000,000 Total buying power

Average spend per visitor $75,000

4,500+ visitors CEOs, General Managers & Business Owners, Design Engineers, Mechanical Engineers Electrical Engineers, Operations Managers, Fitters, Tuners & Toolmakers, Welders & Fabricators

$145,000

estimated average exhibitor sales post show 16

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OVER 60% SOLD

5-7 MAY 2020

ASB Showgrounds, Auckland

www.emex.co.nz

Exhibit at New Zealand’s largest manufacturing and engineering industry trade show Don’t miss out. Contact us today Aad van der Poel Exhibition Sales Manager

aad@xpo.co.nz / 021 314 199

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Tensile loading capacity and failure safety in concrete screw anchors

Sponsored Article

University researchers are working to enhance safety and predictability in concrete construction projects

S

crew anchors are gaining popularity in construction and infrastructure because of their simplicity of installation, ability to bear load straight after installation, and ease of removal.

The testing conducted by the two universities involves multiple types and diameters of screw anchors, using concrete of different compressive strengths and age.

Researches are using powerful Enerpac industrial hydraulics to test, measure and accurately predict the tensile loading capacity and failure point of screw anchors used to connect structural and non-structural elements to concrete.

The research compares results achieved in experiments with the predicted values of the Concrete Capacity Design (CCD) method.

“The universities are ensuring maximum safety is facilitated by carefully documented programmes of thorough testing from which to develop equations that predict safe load,” says Enerpac WA Territory Manager Bert Heinrich.

“They are testing the strength and resistance to pull-out failure of screw anchors.

The series of hundreds of tests involved in the ongoing programme use an Enerpac RRH307 double-act18

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ing 30-ton capacity hollow pull-cylinder mounted in a reaction frame with load cells, displacement transducers and strain gauges to measure results of multiple tests, including predicting the tensile strength of screw anchors failing under pull-out failure mode.”

The test rig developed by the School of Engineering researchers from both universities is powered by an

Enerpac ZU Series portable electric pump with a powerful 1.25kW universal electric motor featuring high oil flow and bypass pressure.

This provides the portability, reliability and powerto-weight ratios required to conduct multiple tests to the point of bolt destruction in many cases.

The hydraulic tools involved are the same types used extensively in de-

manding industries using screw anchors, including building and construction; infrastructure and civil engineering; road and rail bridges and other structures; and mining, oil and gas and bulk handling facility construction and testing. +64 (02) 166 7716 neville@enerpac.co.nz

EXHIBITORS A & G Price Barry Ingle - www.agprice.co.nz Established in 1868, A & G Price is one of New Zealand’s largest and longest established engineering works. Comprising a total capability foundry, heavy machine shop, fabrication section and fitting bays, we offer the highest level of engineering expertise to a wide range of industries.

ABD www.aucklandbearings.co.nz Established in 1977 the ADB Group has grown from a distributor of Nachi brand bearings to incorporate a wide variety of well-known agencies and cover manufacturing, engineering and automotive customers. Our staff have experience in providing expert bearing and power transmission solutions.

AH Gears Bex Williams www.ahgears.com New Zealand’s leading large industrial gear specialists. Our core business is providing high quality gear services to industry. Specialist gear services include gear cutting, precision cnc gear grinding, gearbox servicing and design

Allied Lubricants www.alliedlubricants.co.nz Allied Petroleum is the Mobil Oil distributor for New Zealand and has been delivering high quality synthetic motor oil and lubricants for over a decade. Now you can access Mobil’s high-performance racing car oil range online.

BOA Hydraulics www.boa.co.nz The BOA Hydraulic hose repair and maintenance solution provides you with the cutting and crimping machines, along with quality Yokohama hose and fittings to stay in control of your productivity and profitability

Brandon Assets Guy Brandon www.brandonassets.co.nz Brandon Asset Management Limited was founded in 2014 to focus on providing high quality physical asset management consulting services to asset intensive businesses throughout New Zealand.

Cookes www.cookes.co.nz Cookes is New Zealand's leading lifting & total service solutions provider. As the New Zealand brand of Bridon-Bekaert The Ropes Group, Cookes is a leader in the development, manufacturing, sales and testing and inspection of steel wire and synthetic fibre ropes.

CRC Industries Wayne Carson - www.crc.co.nz CRC has a quality product to meet most maintenance and repair applications. Meeting the needs of customers with high performance products has made CRC Industries New Zealand a leader in the specialty chemical and adhesive industries.

DEMM demm.co.nz Engineering and manufacturing magazine

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Eagleburgmann Gez Oram www.eagleburgmann.com.au Leading provider of industrial sealing technology. Our portfolio includes mechanical seals and seal supply systems, magnetic couplings, carbon floating ring seals, expansion joints and gaskets, packings, special products and extensive services.

Engineering NZ www.engineeringnz.org If you’re an engineer, you need to belong. We are engineers’ professional body. Every day, we support our 22,000 members to be the best engineers they can be. We think engineering is at the heart of all major transformations.

EMEX 2020 (XPO Exhibitions Ltd) w: www.emex.co.nz / e: aad@xpo.co.nz EMEX is NZ’s premier B2B tradeshow for the Engineering, Manufacturing, Electronics and Machine Technology industries and in 2020 celebrating its 40th Anniversary Year edition. Come and join us!

Eurotec Ltd Chris Farmer www.eurotec.co.nz Eurotec has an enviable reputation as an importer and marketer of superior quality Controls, Instrumentation, Gas Detection, Humidification and Ice-making equipment for the HVAC, Refrigeration, Industrial Process, Electrical and Food industries.

Filtercorp Rhys Williams - www. filtercorp.co.nz Filtercorp develop, manufacture and supply filters, filter sleeves, filter socks, pulse pleats and cartridges for almost every situation that demands a pure and healthy atmosphere, including specialised CIP filter bags for the food industry.

FRP Products Ltd Glen Kavanagh - www.frp-products.co.nz Specialise in the design & delivery of access systems created from Fibreglass products. Our highly skilled team are committed to providing innovative safety solutions. Quick turnaround.

HTC Specialised Tools Ltd Brad Osment www.htc.co.nz New Zealand’s largest range of hydraulic tools. Prompt service, reliable, New Zealand wide. Biggest range - nationwide delivery, quality gear - experienced team. Best brands, sale & hire. Over 34 Years in business. Callibration & service.

IFM Mark Jones www.ifm.com Measuring, controlling and evaluating - When it comes to pioneering automation and digitalisation technology, the IFM group is a pioneer and partner.

IMG www.img.co.nz One of the predominant maintenance and shutdown contractors within New Zealand. We are now a major provider of heavy industrial maintenance solutions, fabrication and construction services.

Klinger Ltd Les Terrill - klinger.co.nz Klinger Limited manufactures and distributes high quality and cost effective gas and fluid sealing solutions to fit the broadest range of applications in many industries throughout the Asia-Pacific region.

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Maintenance Transformations Ltd www.Transform.net.nz A line management consulting company specialising in plant reliability and health and safety compliance. ... We can simplify the task of ensuring your compliance and reliability issues are in a manageable system, leaving you to focus on your core business

Media Solutions Ltd Infrastructurenews.co.nz | Safetynews.co.nz | Propertyandbuild.com Michael Curreen Leading publisher of AsiaPacific Infrastructure, Industry Safety News and Property & Build. Free reader access to digital, online, print, edm platforms make the ideal for cost effective business promotion.

Metal Spray Supplies Matt Vercoe www.metal-spray.co.nz The leading New Zealand company totally specialising in the thermal spray industry. We have consulted on, provided coating specifications and supplied the equipment and materials for some of New Zealand's largest infrastructure and high profile engineering projects.

NZ Stainless Steel Development Association Inc Paul Gapper NZSSDA deals with metal fabricators, designers, and suppliers, supporting companies and manufacturing companies in New Zealand

Omron Automation Roger Venk - www.omron.com Linking people to the future with OMRON’s perspective on cutting edge technology. OMRON New Zealand functions as a partner to help innovate manufacturing through our experience in sensing and control technology.

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Pilz New Zealand Brian Anderson www.pilz.com Do not make compromises in the automation of your machine or system. Our innovative and proven solutions will help you reach your goal. Our range extends from sensor technology through to control and drive technology.

Pyrotek Kirk Rowland - www.pyrotek.com Pyrotek's thermally insulated tabletop refractory system decreases thermal gradients, fracturing, and maintenance downtime. Field tested and proven.

RAM3D www.ram3d.co.nz RAM3D manufacture volume production parts by full-strength metal-alloy 3D printing for almost every industry imaginable – oil & gas, aerospace, marine, land transport, food production, construction, agriculture, medical, defence and a great many more.

Revisia www.revisia.com At Revisia, we provide advanced 3D solutions and services that help industrial enterprises to tackle real-world engineering and maintenance challenges.

S.A.F.E www.safegroup.co.nz S.A.F.E Ltd are material strength specialists offering forging, heat-treatment, and failure-prevention materials training for engineers

SEW www.sew-eurodrive.co.nz Electric motors formed the beginnings of our company. Today the SEW-EURODRIVE name stands for much more -gearmotors, gear units, motors, components for decentralised installation, electronically controlled drives, mechanical variable-speed gear units, as well as drive solutions that involve a lot of engineering. And supplementary services.

SKF www.skf.com Darin Samuel Our customers want reduced friction, machines that run faster, longer, cleaner and more safely.We achieve this by combining hands-on experience in over 40 industries with our knowledge across the SKF technology platforms: bearings and units, seals, motion technologies, services and lubrication systems.

TITENZ (Titanium Technologies NZ) www.titenz.co.nz Carol Robinson Hot forging and extrusion from titanium alloy powders, Metal Injection Moulding of titanium alloy powders, Cellular structure design for medical implants and lightweight of engineering products, Additive Manufacturing (3D printing), Coatings and Surface treatments

VANZ www.vanz.org.nz The engineering role has evolved to where the analyst, by diligent use of multiple Condition Monitoring tools and principles, can empower Predictive Asset Management. So much is at stake with the high cost of downtime, equipment replacement costs and the potential safety risks Detecting, diagnosing, and preventing these faults takes training, knowledge, skill and experience.

22

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TER. R A M S WORK ISK. R E C U RED E. BE SAF

3,500+

Pan industry visitors

$82,000

estimated average exhibitor sales post show

72%

visitors hold direct authority for purchasing H&S products & services

22-23 July 2020 ASB Showgrounds, Auckland

www.safetyshow.co.nz

LIMITED SPACES

BOOK NOW

New Zealand’s largest trade only event dedicated to workplace health and safety Contact Exhibition Sales Manager

Co-Located with

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Conquering stress and a heavy workload Some level of stress is normal, but too much stress is associated with a long list of negative health impacts and for leaders especially who have more responsibilities than the rest of their team, it can be beneficial to know how to handle stress and heavy workloads

E

veryone has some level of work-related stress from time to time, and some level of stress could even support productivity. However, if you experience high levels of stress for a prolonged period of time, it could have a negative impact on your health, personal life, and work outcomes.

• Health: Headaches, heart issues, depression, high blood pressure, high blood sugar, and fertility issues could be linked to stress. Additionally, stress and anxiety may cause sleep deprivation or sleep problems which increase the risk of high blood pressure and heart disease.

• Workplace: If you have ongoing high stress, you could experience lower morale, boredom, anxiety, and even anger.

Managers, leaders and business owners have more responsibilities and might feel they have more to ‘stress about’ than the rest 24

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of their team. Fortunately, you can take charge and manage your stress and limit overworking.

This could establish the foundation for better job performance as well as health and mental health status, which in turn help control your stress.

Smarter time management

Overworking and working excessively long hours could take a toll on your health. One way to address this is to manage your time more effectively and work smarter rather than harder.

Nowadays, it is hard to escape the world of social media, which is why it is important to limit the amount of time you spend on social, in order to avoid stress and burnout. This will help you to remain productive each and every day, whilst at the same time, be happier at work.

To-do lists

Work to a daily or weekly to-do list. The list should set out your tasks in order of priority. Schedule time to get through everything, and make sure you base it on realistic estimates for time required. It’s always best to overestimate the time required then to have too little time, which could create more stress.

Use the right tools

Review your tools and consider whether you have the right tools to do your job as the owner of the business. Sometimes this might not be as obvious as it seems. Upgrading your hardware and updating software could make a significant difference in how effective you can be in your role.

Whether it’s online catering software, facilities management software, or an e-commerce platform— these can all work and streamline decision-making

by providing customised reports that can give you a detailed view of your operations. These could lead to life hacks like time savings and a reduced workload for managers and employees.

Managing stress at work

The first step might be as simple as recognising you do have work-related stress and deciding to do something about it.

• Seek support: Whether it’s talking to your partner, friends, or even a professional coach, have someone you can freely talk to about stress at work. The act of confiding in someone can be a relief in itself.

Additionally, your friend or partner can put things in perspective, allowing you to get some emotional distance from the sources of stress.

• Journal and reflect: Writing in a journal is another effective strategy to

Research finds how to lower stress by 68%

relieve stress. Write about the causes of stress and potential solutions to them.

Explore what you worry about most often and why, whether it’s your workload, people issues, or something else. When journaling, you can write in paragraphs or use bullet points if you find it easier.

• Exercise: Can help reduce stress, so make an attempt to get active with some aerobic activity like brisk walking, jogging, or swimming. You can even do some light exercise while at work while uniting the team. Either way, find something you enjoy doing, whether it’s a group activity or something you can do on your own.

• Eat healthfully: Your diet can have a positive impact on your immune system and mood, so make an effort to eat balanced meals and avoid processed foods.

Foods high in vitamin C could support a healthy immune function, while

foods with healthy fats like olive oil and fish could boost your mood.

• Relaxation techniques: Relaxation techniques could relieve the symptoms of stress and help you take time out. Try techniques like relaxed breathing and progressive muscle relaxation to get started.

• Schedule breaks: Taking regular breaks can allow you to be more productive than working right through the day. Ensure you spend a few minutes away from your desk by going out for a quick walk, listening to some music, or having a chat with someone. You could also sit back in your chair, close your eyes, and breathe deeply for a quick break.

• Practice mindfulness: Mindfulness practices like meditation could help you deal with stress more effectively. Try guided recordings or explore the different meditation techniques to see what

A study conducted at the University of Sussex now shows that a mere six minutes of reading can reduce a person's stress level by 68 percent.

What's even more striking is that this one activity (reading) beat out several others you might think would have won: • Listening to music (61% reduction in stress) • Drinking tea/coffee (54% reduction in stress) • Taking a walk (42% reduction in stress) In other words, if you want to truly relax body and mind, reading a book works better and faster than almost anything else. Or in the words of head researcher and neuroscientist Dr. Lewis, "Losing yourself in a book is the ultimate relaxation."

The study had participants engage in a range of tests and exercises to evaluate their stress levels and heart rate. Participants were then asked to do a variety of relaxation activities, and reevaluated.

Subjects had only to read for six minutes before their heart rates began to slow, and their muscle tension eased. In fact, reading consistently had participants relax to levels beyond those they came in with.

By Melanie Curtin - Inc.

works best for you.

Managing stress in a position of leadership

Everyone experiences some stress in their daily lives, but as a leader, you’re dealing with more responsibilities so could benefit from having a focused approach to managing stress and overwork.

Assess your daily responsibilities and consider what you can outsource or delegate.

Anything nonessential to your responsibilities and

anything that doesn’t have to be carried out by you could be outsourced to contractors or delegated to trusted employees. By delegating and outsourcing, you as the boss, are learning to say “no to overwork.”

With smarter time management and by drawing on a range of stress-busting techniques, you can conquer stress, avoid overwork, and become even more effective and productive for your team. bizcover.co.nz safetynews.co.nz

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