NOVEMBER 2014
JONES AND SANDFORD CONTINUES FAMILY TRADITIONS BUSINESS RELATIONSHIPS KEY FOR IBS UNDERTAKING ACCIDENT INVESTIGATIONS STAMP OUT WORKPLACE BULLYING
SEE INSIDE FOR CHANCES TO WIN GREAT PRODUCTS Offers open to account holders only Call 0800 M10 TRADE to find out more All prices and offers in this publication are valid from Saturday 1st November to Sunday 30th November 2014 from participating stores.
FOREWORD Going furry for the cause Well, I know I’ve seen the last of my razor for the next month as I take part in this year’s Movember – a cause that we’re involved with for the third straight year. Moustaches are set to become a common – although rather unappealing sight – around the office over the month of November, but it’s all tfor a great cause and, although the event itself is a bit of fun, the reason behind it is serious, which is the reason we’re lending our top lips to the cause again in 2014. We want as many of you to get involved in some way too, and we’ve got the Mitre 10 Trade Network Challenge running throughout the month, so go there and sign up, or donate to this wonderful cause. You can find it at: http://nz.movember.com/mospace/network/mitre10tradechallengenetwork You can also find out more about Richie McCaw’s involvement with Movember on page 16. This month, I’d also like to congratulate Jacqui Keys from Mitre 10 MEGA Hornby who won the Trade Account Manager of the Year title at the recent Hardware Awards. Mitre 10 has traditionally performed strongly at these awards and this year was again no exception, with recognition and titles in a number of categories, but it was Jacqui who flew the flag for our Trade team, along with Mitre 10 MEGA Te Awamutu’s Mike Baldock, who was also a finalist. In addition, a number of our Trade suppliers were also recognised – Winstone Wallboards Ltd, Accent Tools, MiTek and Valspar. Finally, I’d like to extend a very warm welcome to Georgie Young, the selftitled “lady tradie” who has joined the In Trade team this month as our new apprentice contributor. Georgie represents a new breed of young people taking up building roles and also shows how gender no longer represents a barrier to forging a career in the building and construction industry. Read her first – and very entertaining – column on page 20.
Andrew Cochrane, General Manager Trade Mitre 10 (New Zealand) Ltd
CONTENTS 2 4
PROFILE
Jones and Sandford continues family legacy
New Plymouth profile
When New Plymouth’s Jones & Sandford Mitre 10 MEGA store opened in 2007 it signalled a new era for Taranaki’s building supplies industry and another milestone for the Jones family. Today, the business adheres to its traditions.
SUPPLIER FOCUS
IBS: Focusing on building supplier relationships
IBS profile
6 8 10 12 14 16 18 19 20 21
TRADES COACH Build a winning business team
LEGAL Stamp our workplace bullying
LIANZ Landscape seminars underway
BRANZ Correct fixing of wall top plates
SITE SAFE NZ Accident investigations
MOVEMBER Movember; let the growing begin
HARDWARE AWARDS Mitre 10 recognised at annual awards
BCITO BCITO’s BuildAbility Challenge
APPRENTICE
IBS was founded in 1993 and, in the more than two decades since, has established itself as a leading supplier of panel products from around the world with Managing Director Jason Bardell at the helm. Finding it tough to source good builders to add to your workforce? Trades Coach Andy Burrows says it’s vital that you have good staff on board and comes up with some solutions to try rectify the problem. Bullying isn’t just something that happens in the school ground; it can also be fairly common in some workplaces, and employers should take a look at how they deal with such incidents within their own businesses. Mitre 10 Trade and Landscaping New Zealand have teamed up and launched a series of training seminars aimed at providing professional development to all members of the landscape industry. How to use NZS 3604:2011 Table 8.18 relating to the fixing of a top plate remains a common question to the BRANZ helpline. This month we look at it step-by-step. If an accident happens on your site, it’s best practice to do an investigation and to give an analysis of what happened and why. The next steps are then to decide what your workplace will do to prevent the accident from ever happening again. Mitre 10 are major partners in this year’s Movember campaign and, along with with Mo Bro Richie McCaw, are set to be involved in Movember for the third time. Richie has answered a few questions on why he is getting involved this year and why the rest of the country should do the same. Mitre 10 has performed well at the 2014 Hardware Awards, securing a number of top prizes in an event which recognises excellent and best practice within the New Zealand hardware industry. Manawatu’s Fielding High School has been named the Supreme Winner of the BCITO Build-Ability Challenge – an event open top secondary schools across the country
The island apprentice
Meet Georgie Young, our new BCITO apprentice, who is joining our team this month. Georgie works for Sheffield Construction and is fortunate enough to based on the fabulous Waiheke Island.
THE BACK PAGE
Stuff to win, points to earn Don’t miss the back page
Cover: Dave Fabish of Fabish Construction (left) with Mike Zylemaker and Grant Boothby from Mitre 10 MEGA New Plymouth
Volume 8, Issue 5 November 2014 Mitre 10 In Trade magazine is published 12 times a year in association with Mitre 10.
Managing Editor
Scott Wilson Phone: 021 725 061 Email: editor@M10magazine.co.nz
Contributors
Adrienne Jervis Harriet Dymond-Cate – Meredith Connell BRANZ Andy Burrows – Trades Coach BCITO Site Safe NZ Movember Georgie Young Pip Guthrie - photographer
Printer
Nicholson Print Solutions
Enquiries
ReFocus Media Ltd P O Box 21081 Flagstaff Hamilton 3256 Email: Info@refocusmedia.co.nz Refocus Media Ltd reserves the right to accept or reject all editorial or advertising material. No part of In Trade magazine may be published without the express permission of the publisher. All rights reserved. Opinions expressed in In Trade magazine are not necessarily those of Mitre 10 or the publisher. No responsibility is accepted for the suggestions of the contributors or conclusions that may be drawn from them. Although the publisher has made every effort to ensure accuracy, the reader remains responsible for the correct use and selection of any tools, materials and systems followed, as well as the following of any laws or codes that may apply.
1
PROFILE Trade Account Manager Grant Boothby, builder Dave Fabish and Trade Manager Mike Zylemaker
Longtime links continue with Mitre 10 MEGA New Plymouth When New Plymouth’s Jones & Sandford Mitre 10 MEGA store opened in 2007 it signalled a new era for Taranaki’s building supplies industry and another milestone for the Jones family. For Taranaki builder, Dave Fabish, it was another development in his continued relationship with the well-known local business. Dave’s long-time relationship with the business began in 1978 when he was apprenticed to Jones & Sandford Construction, under Rodney Jones, Stuart’s father. He opened his first account with Mitre 10’s predecessor, Jones & Sandford timber yard and, since those early days, Dave has worked on Stuart Jones’ house and also converted the main office block into an apartment for Rodney Jones. Extremely good service, professionalism, great product knowledge and an extensive product range keeps David Fabish Ltd Construction a loyal customer. A lot of this knowledge comes from the close relationship Mitre 10 has with the sawmill that Jones & Sandford started, now Taranaki Pine. Mitre 10 has the best product range in town, according to Dave. 2
“This is further helped by having two branches. With a Mitre 10 MEGA at one end of town and a Mitre 10 on the other side there is always a branch close by. Pricing is competitive and delivery service is very good.” Over time, a strong relationship has built up. “Trade Manager Mike Zeylemaker is a great guy. We go back to the early 90’s. I have a great deal of respect for Mike as a person and as a professional. He is a good leader and has built a good team.” Renowned as ‘boutique builders’, David Fabish Ltd Construction specialises in new house builds, renovations and light commercial projects. The business works closely with clients from the outset and prides itself on a high level of service. The team comprises eight carpenters, two apprentices, and two part-timers in administration and pricing. “It’s a great team,” says Dave. Over the years David Fabish Ltd Construction has earned numerous accolades including national winner of the 2006 Showhome category RMB House of the Year and national winner of the 2010 RMB House of the Year New Homes $450600k category.
PROFILE Dave has a seven-and-a-half year involvement with the New Zealand Registered Master Builders Association Board of Directors, and has recently been elected for a further 30 months. Busy in his role as rrecent Past National President, Dave was at the helm when the association underwent the biggest restructure in its history. As President he also served in an advocacy position to the Government on behalf of members, as well as the wider industry.
business traded as Jones & Sandford Mitre 10 Home Centre.
Dave believes that as an industry Health and Safety need to be taken seriously.
In 2003 new multi-level racking added considerable merchandising space, allowing for a bigger product range. Two years later, additional showroom area provided for the everexpanding range across nearly all departments.
“The Government’s wish is that all workplace serious injury and death is reduced by 25 per cent by 2020. “The building industry is a dangerous industry. We have to take part and have a good working system in place in order to protect workers.” Dave belongs to both Site Safe and Hazard Co, whose accounts go through Mitre 10. “Building businesses need to follow the system. They can’t just put up a site sign and ignore the site safety plan.” He is also on the BCITO board, an organisation originally established by Master Builders predominantly for carpentry apprenticeships. Through mergers with other ITOs, BCITO has grown to a large organisation. Eighty per cent of all apprenticeships and trainees in the building industry, aside from plumbing and electrical, are now trained through the organisation. BCITO currently has over 9000 apprenticeships and trainees, with numbers growing particularly in Auckland and Christchurch commensurate with building growth. Dave is a great believer in training and sees it as a positive establishment. “The industry needs to train more; the forward growth of the industry is expected to be ongoing for a couple of decades, especially the Auckland market”. The Taranaki building industry is currently better than steady, with a buoyancy in the local market. A number of developments are occurring, as well as numerous house and land packages. Commercial is also steady. “Builders seem happy with forward workloads,” says Dave.
Jones & Sandford’s Taranaki history
Tremendous growth occurred during the 1990’s. The store changed to a Mitre 10 Home and Trade, expanded its garden centre four-fold, took over the former Jones & Sandford Ltd precut/drystore building for outdoor furniture display space, added Kostless Kitchens to its product range, merged with Taranaki Sawmills and Mitre 10 timber yards, and utilised the former precut building for retail space.
Seven years ago owner Stuart Jones opened the 18th store in the Mitre 10 MEGA group. Located in Vickers Road, Waiwhakaiho, it is one of the most completely finished stores in the group, rigidly adhering to the Mitre 10 MEGA formula. Committed to enhancing the shopping experience, the store boasts a range of additional customer services. These are provided in complement with customer requirements of range, lowest price, an all weather garden centre and covered timber and building supplies yard. The Mitre 10 name is prominent in New Plymouth. Along with the Mitre 10 MEGA store in Waiwhakaiho, Stuart has also reopened the Mitre 10 in St Aubyn Street.
The Trade Team The team has an incredible wealth of knowledge and a strong customer focus. Led by Trade Manager, Mike Zeylemaker, the team works hard to facilitate action and is committed to partnering with its clients to ensure their needs are met. Mike has more than two decades experience in the building supplies industry and a 10-year background owning a building supplies business. Trade Account Manager Grant Boothby is a recent acquisition, bringing with him 20-plus years experience and extensive knowledge. Grant is keen to add value to his clients’ businesses.
Mike Zylemaker (left) and Dave Fabish have forged their business relationship over a number of years
Well-known throughout the region, Jones & Sandford began as Taranaki Plywood and Hardware (Wholesale) Ltd, operating out of a warehouse building in central New Plymouth in the early 1970s. When the company acquired the Mitre 10 New Plymouth franchise in 1978 it entered the hardware, paint, power tool and general retail market. With the rolling out of a new Mitre 10 format in the late 1980’s, the business not only adopted the concept, but also took the opportunity to update its operation and focus on retailing. A large garden centre was added, along with ample customer parking. The once separate timber yard and hardware store amalgamated and relocated to St Aubyn Street, and the 3
SUPPLIER FOCUS
Relationship focus for key supplier In an earlier life, Independent Building Supplies (IBS) Managing Director Jason Bardell could possibly have been quite at home behind the wheel of a tall menacing ship with a skullsand-crossbones flying from the mast, a parrot perched on his left shoulder, a cutlass wedged in his belt and a black patch covering one eye. As a pirate, there’s little doubt he would have been pretty successful. The pirate analogy is one Jason outlines to his staff when it comes to forming relationships in business and provides a unique insight into the way IBS works when it comes to dealing with Mitre 10. 4
“If a pirate ship is going to go and take another ship and they throw only one grappling hook, then it’s only so strong,” he says. “So, if my reps go into a Mitre 10 store and only see the trade manager, then that’s just one grappling hook. “If they go in and talk to the guys in the aisles, the guys in the yard, the trade manager, the boss, the reps, then that’s lots of grappling hooks and if one of them leaves or changes jobs, then it’s only one out of 10 or 15 relationships that you’ve already established. IBS was founded in 1993 and in the 21 years since, has established itself as a leading supplier of panel products from around the world – everything from plywood and fibre cement board to wet wall linings and hardboard, as well as a range of laminates.
SUPPLIER FOCUS “That Price/Quality/Service triangle – everyone says you can only choose two out of the three. We really try and focus on all three – that’s our goal.” Originally started in order to secure accounts with major panel suppliers for a fledging trade merchant, it eventually became obvious that the model would work across the trade spectrum. “At that point, the whole idea was for it just to be a break even company, not put any real margin on and do it for cost just to get the accounts,” Jason explains. “But then I thought the concept might be quite appealing, so I started going out to all the merchants and quite a few thought it was a good idea.” Now, IBS sources the best panel products from the best mills around the world and packages them up as each store requires in a variety of products, sizes, thicknesses and quantities – a system IBS has termed the ‘rainbow pack’. “It doesn’t matter how big the store is, they are never going to sell a whole pack of every product every month in every thickness. “Out of a range of maybe 10 things, there might be two or three which sell five packs a month, two or three which sell maybe a pack and two or three when you sell a pack every
three or four months. The rainbow pack concept allows you to buy what you need for that month, increase your stock turns, reduce damage and use less room in the rack.” Originally a small supplier, IBS further developed its relationship with Mitre 10 and greatly increased its stock offering to the company about five years ago. “We agreed we were going to SKU everything and make it all work and get right on board and start working together,” Jason says. “They have a definite focus on what I call the ‘real’ side of the store – the trade stuff, the ‘building houses’ stuff. That’s a focus for them in growth and obviously we have been a good partner for them for quite a while. “We have a real focus on the store – so ‘every merchant, every month’ is our mantra. “Some stores need a bit more love than that, and we make sure they get it if they need it. “It’s about the relationship and the cheapest price isn’t always the winner on the day because you have to take other things into consideration – support at trade shows, support at conferences, support in the store every month, supports when there are Ladies Nights or events in store or at store openings. “Price, quality and service is almost at an entry point – you almost have to tick those boxes in order to play – so it’s what else you can do as well. “That Price/Quality/Service triangle – everyone says you can only choose two out of the three. We really try and focus on all three – that’s our goal.”
5
H C A O C S E D A R T Build a winning team! By Andy Burrows
Putting together a good crew of workers is like trying to form a strong rugby team and has many of the same requirements.
I guess you’ve noticed that finding a good builder to add to your team isn’t easy right now, especially if you are in Auckland or Christchurch. I hear this complaint regularly from the owners of construction companies I talk to and that they either have low or no response to their ads, or that the calibre of applicants is woeful. So, what can you do about it? The law of supply and demand is fairly inflexible and this applies to skilled people as much as it does to the finished product. What is needed is a different approach to the problem; a different way of thinking. If you are one of those frustrated building company owners trying to find good staff, perhaps you could approach the challenge as the head coach of a new Super Rugby franchise might. Top quality rugby players aren’t that easy to find either
Andy Burrows Andy Burrows has been a professional business advisor, mentor and coach since 2006. He specialises in working with the owners of constructionrelated businesses to build systems and profitability into their operations.
6
and the right mix of skills, experience and cost is required to come up with a winning combination. Any professional coach/manager of a top rugby side will spend a significant amount of time in the process of analysing his current team’s strengths and weaknesses, what skills are missing, what skills are required and the best combinations to get the results. The average business owner probably doesn’t spend enough time in this process and makes hasty decisions based of knee-jerk reactions. Building a great team is vital though and, next to customer relations, focusing on your team is the next most important thing you can do. Treat your team how you expect them to treat your customers is a good motto to remember. But planning your team requirements and mapping out a future team line-up will only get you so far. How do you attract and hire the best people? Firstly ask yourself the question: “Would I work for myself?”. If the answer is not a resounding “absolutely!”, then look at how you promote the company and your culture. In a high demand/low supply market you need to promote your business as a great place to work, just as you promote your company to a prospective clients. Aim to put as much time and effort into securing that target team member as you do a target client. And it’s not all about price. A recent example in the rugby world is the return of Sonny-Bill Williams to the NPC. SBW could have the pick of any province and they would lay significant money at his feet, but he chose lil’ ol’ CountiesManukau, and for much less money. Why? The culture around Tana Umanga as coach and their friendship. Culture is important and doesn’t need to cost much. Design a compensation package that attracts, but doesn’t send you broke. What sort of performance-based pay can be added to a base that will reward top performers and encourage others
H C A O C S E D A R T
to lift their game? Top rugby players receive performancebased bonuses; otherwise they get too comfortable and forget what they are really there for. Not all the bonuses need to be cash either. If they drive a company vehicle, maybe upgrade it with mag wheels or a better stereo. Try activity-based rewards, like a day’s fishing. Ask them what will motivate them and what are their interests; then customise the rewards to suit. Look outside the local region also. Super Rugby management doesn’t only hire local. They look at more distant locations where they perceive the supply to be a bit higher and the demand (cost) a bit lower. Looking for that hidden gem. If you can’t find builders in Auckland, why not try regional centres where the construction market is much quieter? This may need a change in your advertising strategy and maybe helping with accommodation, but just doing the same thing you have always done will get you the same result. You need to try something different. A good example of this is a builder client of mine in Auckland who was struggling to find an experienced chippie. Advertising in the usual way wasn’t working and when we started to talk about looking outside Auckland he and his wife suddenly remembered that a friend’s husband was a builder up north and was struggling to find work. Great! Can you ask them about moving down? Coincidentally they had a minor dwelling on their own property that had just become vacant, so accommodation problem solved. The answer was there all along. It just needed some lateral thinking.
Some Super Rugby coaches even look overseas for players. More complications and higher initial costs maybe, but if you exhaust the NZ market for team prospects, the pool overseas is a lot wider and deeper. The Christchurch rebuild wouldn’t be happening if it weren’t for the overseas work force. To build the number of houses in Auckland that they are talking about will also need either a radical change in the method of construction or a significant importation of foreign labour, or maybe both. Leverage your hiring process. By this I mean get others to help you scout for talent, just like happens at lower grade rugby matches. One of the best people to ask will be your existing top performers. Like tends to attract like and so your top guys will more likely associate with people who think along similar lines. Ask them who do they know and would they be open to having a chat about the idea of changing employer. Perhaps even offer a hiring bonus to your top guys. Who else do you know and trust that could be your talent scouts in the field? Merchants, BCITO rep, other suppliers, sub-trades, etc. So, using your normal hiring process probably won’t have the desired effect right now. If you want a different result, you need to use some new ideas. Hopefully there are some ideas above that you can try and that will help. Building a winning team on the rugby field is the same as on the building site. It starts with the hiring process and then good coaching. You are the coach, so it’s up to you!
Something to go with smoko Download our FREE app for the MiTek Fixings Guide
www.miteknz.co.nz 7
LEGAL
Don’t be a bully: some cautionary tips for your workplace by Harriet Dymond-Cate Unfortunately bullying is not something that just happens in the schoolyard. It is common in many workplaces. The findings against employers for bullying behaviour by the Employment Relations Authority has tended to require conduct that is more than just firm and blunt management style. However Worksafe New Zealand’s release of its Best Practice Guidelines: Preventing and responding to workplace bullying means all employers should take a step back to review their treatment of employees, as well as their processes in place for recognising and dealing with untoward behaviour in the workplace.
Harriet Dymond-Cate Harriet Dymond-Cate is a solicitor in Meredith Connell’s Commercial Litigation and Employment teams. Harriet has practiced litigation for over 5 years. She acts for both employers and employees in employment disputes and investigations, as well as providing back end employment advice so as to avoid litigation. For further information or general employment queries, please contact Harriet Dymond-Cate phone (09) 336 7500 or by email at harriet.dymond-cate@meredithconnell.co.nz.
8
What does ‘bullying’ mean? Bullying is a subjective term and has not been defined by legislation. This means that whether particular conduct constitutes bullying has become open to interpretation and can create uncertainties in the workplace. Some workplaces are proactive and set their own polices and guidelines, but most employers will know all too well that policy implementation and compliance is not always smooth sailing. The Employment Relations Authority and Employment Court generally state that management styles which may be considered to be dominant, blunt and critical do not necessarily mean bullying has occurred. Cases where bullying has been found is where there has been some form of abusive, threatening or intimidating behaviour. Worksafe’s guidelines issued in February 2014 bring with them a definition of bullying . This effectively brings health and safety issues further into the employment relationship. The Worksafe definition of bullying is: “repeated and unreasonable behaviour directed towards a worker or group of workers that creates a risk to health and safety. Repeated behaviour is persistent and includes a range of actions over time. Unreasonable behaviour means actions which a reasonable person in the same circumstances would see as unreasonable. It includes victimising, humiliating, intimidating or threatening a person. A single incident is not considered bullying but it can escalate and should not be ignored” The guidelines set out examples of different types of bullying, both direct and indirect, including “task related” bullying such as failing to provide support and training, denial of opportunities, unreasonably changing goalposts and unmanageable workloads.
LEGAL Consequences for Employers The Health and Safety in Employment Act already requires employers to provide a healthy and safe workplace for employees. Employers will also be familiar with their good faith obligations required under the Employment Relations Act and the prohibitions against discrimination and harassment. The release of the guidelines serves to highlight how endemic and problematic bullying can be in the workplace by reminding us that bullying is a workplace hazard. Not only do the affected individuals suffer but inevitably so does the business once the flow on effects of stress and reduced productivity are felt. Worksafe’s guidelines are an attempt to provide practical advice for employers and employees in how they recognise and deal with workplace bullying. What is unclear however is how much the ERA and Employment Court will embrace the new definition. Any claim brought against an employer will still need to be pursued under current legislation. So in order for the guidelines to have any practical effect, the Courts will need to determine cases in accordance with the guidelines’ standards. This will be interesting as the definition and examples of bullying set out in the guidelines are wider than what has come out of case law. Courts have tended to require some form of intention on behalf of the employer or bully, but the guidelines go much further. Only time will tell how effective the guidelines will be in ensuring bullying behaviour is diminished. What employers should do in the meantime is ensure they have processes and policies in place for how to identify, address and manage problem behaviour. The overall standard is ‘reasonableness’ so while there is no strict liability, employers need to be careful they are not breaching their obligations to identify and control workplace hazards.
How can employers achieve best practice? Employers should try to avoid pitfalls by following best practice.
• Discuss problems with your staff when they arise. Assess whether a more informal approach is appropriate by evaluating from the outset whether the behaviour may fall under the definition and examples in the guidelines; • Before commencing an investigation seek legal advice so that the correct process is followed; • Investigate complaints promptly, fairly and impartially. If a senior employee or manager is involved, impartiality may be best managed by engaging an independent party, or lawyer, to run the investigation; • If allegations have been made against the employee, explain what the allegations are; • If the complaint is in writing, give the employee a copy of it. However ensure that confidentiality is maintained – only those parties involved should be provided details; • Give the employee time and opportunity to reply to the allegations; • Listen to the employees response; • Tell the employee what the outcome might be if you decide the allegations turn out to be proven; • Remember to seek legal advice if you are unsure of how to deal with the problem or any stage of the process.
Conclusion While Worksafe’s guidelines are not necessarily binding on employers – they are a cautionary reminder for employers that they should not dismiss the importance of maintaining a positive and supportive culture for staff. Ensuring staff are aware of what conduct is expected of them, and the consequences for not complying, will alleviate the risks employers face if bullying is raised. Employers simply need to act reasonably at all stages – from developing processes and policies in the first place, right through to how they react and deal with an allegation.
• Focus and build positive workplace relationships between all levels of staff; • Be mindful of your duties to ensure the safety of employees at work; • Develop and promote a clear code of conduct and values for your workplace which states the expected behaviours, rules, responsibilities and practices for all parts of the organisation; • Develop policies and processes to address problem behaviour and ensure these are easily accessible for all staff; • Develop clear methods for reporting bullying and train a designated person to investigate any complaints; 9
LIANZ
Landscape focus of seminar series Mitre 10 Trade and Landscaping New Zealand have teamed up and launched a series of training seminars aimed at providing professional development to all
Seminar 3 is set down for February 17th and will cover managing rick, documentation, contractual obligations and insurances.
members of the landscape industry.
All the seminars will be held in the Home Ideas Centre, 165 The Strand in Parnell, Auckland and will start at 7am.
The seminars aim to meet a need in the landscape industry for ongoing training and professional development that equips landscape practitioners to flourish in the changing business and regulatory world.
Lyndell Shannon of Landscaping New Zealand’s representative body LIANZ (Landscaping Industries Association of New Zealand) says they are pleased to acknowledge Mitre 10 Trade as the principal industry partner of the seminars.
The first series, titled ‘Taming the Regulatory Dragon’ targets company owners, senior managers and designers in the Auckland region and will demystify the complex regulations in the industry and provide attendees the skills needed to negotiate these often difficult areas of the landscaping industry.
She also adds that further seminars on a range of other topics are planned, and that they will be held in main centres throughout the country.
Seminar 1 was held in late October and covered how the Building Act works in relation to landscaping Seminar 2 will be held on November 25th and will tackle the issues of District Plans and the Auckland Unitary Plan, as well as the Resource Management Act.
“I believe these seminars will prove extremely useful to all senior landscape practitioners as we deal with the fast-changing landscaping world,” she says. “We are very excited by this initiative and its potential for professional development at all levels of the landscaping industry as we build on this first series over time, and throughout New Zealand.” For further information, and to register your interest, go to www.landscapeseminars.co.nz
Seminar 2: The Resource Management Act and District Plans Meeting the challenges of the RMA, District Plans and the Auckland Unitary Plan.
7am, Tuesday November 25th 2014, The Home Ideas Centre, The Strand, Parnell, Auckland
Seminar 3: Taming the Regulatory Dragon – Your Business How to tame your business methods to manage risk and stay on top
James Hardie is getting social. You’ve seen their name down our aisles and on your building sites; now James Hardie has joined Facebook. For all their latest news, products, ideas, case studies and competitions, including the chance to win a $300 building supplies voucher, head on over to Facebook to like their page www.facebook.com/JamesHardieNewZealand 10
7am, Tuesday February 17th 2015, The Home Ideas Centre, The Strand, Parnell, Auckland
7 THINGS TO CONSIDER FOR A QUALITY INTERIOR FINISH.
S EM T S SY D R OA B R STE A L ® P GIB
These recommendations are not a substitute for the full information contained in the brochure ‘Interior Finishing –The fundamentals of a quality finish’. 1. Ensure timber framing is dry (less than 18% moisture content) and straight before fixing GIB® plasterboard. This will help prevent shrinkage, cracks, nail popping or other problems in the future. 2. The use of GIB® Rondo® metal ceiling battens is recommended on all ceilings as they hold no moisture, so will not shrink, bend, twist or warp. Metal battens help achieve and maintain a straight and true ceiling. 3. It’s recommended that thicker, stronger 13mm GIB® plasterboard is used on all ceilings for extra rigidity and to help fight the effects of gravity and structural movement. 4. Fixing GIB® plasterboard sheets horizontally instead of vertically on walls reduces the number of joints, helping to achieve a more uniform appearance.
ISH N I F R O RI E T N 5 No. LITY I A QU No matter how smooth wall and ceiling linings
Horizontal fixing reduces the risk of shadowing from glancing light.
5. Choosing the right decorative finish is important, e.g. certain paint types and colours reflect light and tend to accentuate even the smallest surface imperfection. Light colours and flat or matte paints soften the effects of any surface irregularities. 6. Incorporating recessed downlights or light shades combined with soft diffuse bulbs will help to channel light downwards and reduce the amount of glancing or critical light.
may appear, they’ll never be 100% physically flat and blemish free. This applies to any interior surface comprising jointed sheet type materials including fibrous plaster, plywood, MDF, plasterboard and even glass. The following guidelines will help make any GIB® plasterboard surface imperfections less visible. For more information,
7. Avoid positioning narrow windows hard against the end of a wall or ceiling, particularly on long walls or ceilings at the end of a room or hallway. Making a window wider and placing it away from the room corner should reduce the critical lighting effect.
‘Interior Finishing – The fundamentals of a quality finish’. To request your FREE copy, contact the GIB® Helpline on 0800 100 442 or download at gib.co.nz/install
®
GIB® is a registered trademark.
J1/WWB0034/BLD
please refer to the brochure
BRANZ
Fixing of wall top plates How to use NZS 3604:2011 Table 8.18 remains a common question to the BRANZ helpline, even though it’s been touched on in several build articles. This time, we work through it step by step. To prevent uplift, some top plates only require 0.7 kN Type A fixings attaching the top plates to studs and lintels. However, in other cases, additional securing is needed to studs and lintels (see Figure 1).
When are extra uplift fixings required? Where lintels in NZS 3604:2011 Timber-framed buildings Figure 8.12 require uplift fixings at the ends to trimming studs, the studs and lintels will almost certainly require securing to top plates at 600 mm centres with a 4.7 kN Type B fixing (see Table 8.18). For lintel to trimming stud requirements, see NZS 3604:2011 Figure 8.12 and Table 8.14, and Build 138 pages 33–34, Lintel fixings.
Example 1 In the first example of how to use Table 8.18, the parameters are: • light roof • rafters or trusses at 900 mm centres (spacing actually makes no difference to the top plate to studs and lintel fixing requirements) • low wind zone • loaded dimension of 4 m. Using Table 8.18, work through the steps (see Figure 2): • Step 1 – Choose the roof (light). • Step 2 – Choose the wind zone and the correct roof member spacing (900 and low). • Step 3 – Choose the loaded dimension (4 m). • Step 4 – Align steps 2 and 3 to determine the fixing type required (Type A) • Step 5 – Read off the fixing that is required at 600 centres maximum. For this example, 2/90 × 3.15 mm end nails or an alternative fixing that provides 0.7 kN in tension are required. It is likely the nails will be used.
12
BRANZ Example 2
Alternative 4.7 kN fixing
With our second example, we have: • heavy roof • rafters or trusses at 900 mm centres • high wind zone • loaded dimension of 4 m.
Table 2.2 in NZS 3604:2011 has a reference guide to fixing types and their locations.
Using Table 8.18, work through the steps again (see Figure 3):
• Type B = 4.7 kN or 2/90 × 3.15 mm end nails
Step 1 – Choose the roof (heavy).
• + 2 wire dogs
Step 2 – Choose the wind zone (high).
• Type E = 4.7 kN or 2/90 × 3.15 mm skew nails + 2 wire dogs
Step 3 – Choose the loaded dimension (4 m). Step 4 – Align steps 2 and 3 to determine the fixing type required (Type B). Step 5 – Read off the fixing that is required at 600 centres maximum. For this example, the fixings required are 2/90 × 3.15 mm end nails plus 2 wire dogs or an alternative fixing that provides 4.7 kN in tension, commonly a strap.
Continuous strap for jack studs Table 8.18 requires fixings to attach the top plate to the studs and to the lintels at 600 mm centres. It is common to have jack studs above lintels, so the fixing will be required for both where: • the jack stud attaches to the top plate • the jack stud attaches to the top of the lintel. It is usually easier to use the alternative fixing of a strap running continuously from top plate to the lintel where jack studs are short.
Type A and B fixings in Table 8.18 are in tension, as is Type E in Table 2.2: • Type A = 0.7 kN or 2/90 × 3.15 mm end nails
Comparing Type B and E fixings, both have 2 wire dogs but one has 2 end nails and the other has 2 skew nails giving the same rating in tension.
Alternative 0.7 kN fixing into jack studs Obviously, it is not possible to use end nails through a lintel into a jack stud. From the above, it seems reasonable to assume that, where wire dogs were not necessary (Type A fixing), 2 skew nails through a jack stud into the top of the lintel would give the 0.7 kN.
Double top plate Where a double top plate is required, the fixing capacity should be continuous through the plates.
Bottom plate As a final note, on a slab floor, Figure 8.12 requires bolts through the bottom plate within 150 mm of the trimming stud.
13
SITE SAFETY Site Safe NZ Inc is a national not for profit membership based organisation, that promotes a culture of safety in the New Zealand construction industry. For more information about how Site Safe can help keep you safe at work, visit www.sitesafe.org.nz
14
SITE SAFETY
Investigating accidents and incidents to make sites safe – how to run an investigation and why they are important? If an accident happens on your site, it’s best practice to do an investigation and to give an analysis of what happened and why. The next steps are then to decide what your workplace will do to prevent the accident from ever happening again. WorkSafe NZ can also request an investigation report if they decide to look into the accident further. These investigations can reveal two types of causes: 1) immediate causes 2) root causes.
Keep asking “why” and you will get to the root of the cause. 3) A nalyse information: Once you have collected all the information, pinpoint the immediate cause, and the root cause of the accident. 4) Recommended solution: Note down what alternative and better solutions and ideas will eliminate the root cause. Find solutions by asking those who work close to the hazards. Then implement the change into your health and safety systems and record what you have done. 5) Follow up: Monitor your safety initiative and its effectiveness. Are you seeing real change? For example, is the incident and accident register showing positive trends?
The root cause is the fundamental issue that caused the unsafe action which led to the accident. This is therefore the most important aspect of the investigation and what WorkSafe NZ would expect to see identified in the report.
Reporting to WorkSafe
Definitions:
You can also find an accident/serious harm form and register within Site Safe’s FREE downloadable Site Specific Safety Plan (SSSP) at www.sitesafe.org.nz/sssp
• Immediate cause: the unsafe action. • Root cause: the reason or the driver of the unsafe action.
Smart tips when investigating the ‘root cause’: 1) G ather information: physical evidence, witness statements or other documents that might help piece together what happened. Make sure you take thorough notes and document all evidence. 2) Ask a series of questions: • How many times did the unsafe action take place before the injury occurred? • Why wasn’t this hazard identified, reported and corrected before the injury occurred? • Why did the workers think taking short cuts was acceptable? • Why was it not picked up on in the inspection process?
Notify WorkSafe New Zealand of workplace accidents, unsafe situations or occurrences of serious harm by calling 0800 030 040 or heading to their website www.worksafe.govt.nz.
Note: It is a legal requirement (under section 26 of the Health and Safety in Employment Act 1992) not to disturb an accident scene until you’ve received clearance from WorkSafe NZ, except in certain situations (ie. persons or property are at risk).
Site Safe offers a two day Supervisor Gold Card course that looks at how to run an investigation and how to identify and eliminate the risks associated with project hazards and unsafe behaviour. For more information about Site Safe NZ Inc, products, training and services, or to speak to a Site Safe Advisor, call 0800 SITE SAFE or visit www. sitesafe.org.nz. 15
MOVEMBER
Ready, Set, Mo Well hopefully by now a lot of you are clean-shaven and signed up for Movember. Mitre 10 Trade are major partners in this year’s Movember campaign and, along with Mo Bro Richie McCaw, are set to be involved in Movember for the third time. As a professional athlete, Richie is encouraged daily to take his health seriously and is keen to encourage kiwi men to follow suit. Richie has answered a few questions on why he is getting involved this year and why the rest of the country should do the same.
How many years have you been supporting Movember? First time I got involved with Movember was back in 2011 and this will be my third year participating. I gave the Mo 16
a sabbatical last year to ensure it would be fresh for 2014 .
Why are you a supporter of Movember? I really enjoy the fact that the charity supports men’s health and also the Cancer Society New Zealand and Mental Health Foundation of New Zealand. The public is beginning to acknowledge that men need some encouragement to look after themselves and I am keen to help get that message out there.
Why is Movember important to you, your teammates and why should all Kiwis get behind the cause? Men’s health is something that affects us all, whether it is directly, relatives, friends, or colleagues, whoever. So there is no excuse for not showing some sort of support whether it be growing, donating or just some friendly encouragement.
MOVEMBER With rugby, it is drummed into us to be really proactive about our health in all areas. If something isn’t quite right we talk to the right people and try and sort it out straight away; that could be the doctor, physio, coaches and can also be the boys in the team or family and friends as well. I’m really keen to encourage kiwi blokes to be proactive as well.
Has someone you know been affected by men’s health issues? If so, how? I have had a couple of mates who suffered from depression. These were blokes that you think are bulletproof but, when you hear their story, you realise that there is still a lot to learn about depression. Anything we can do to help New Zealanders know more about mental health I think is a really good thing.
How do Mo Bros such as yourself play a part in Movember? Well I have signed up at the site and I’m all ready to go. Once we get into it, people will hopefully see my Mo growing and they might get involved as well by signing up at Movember.com or might make a donation. Hopefully it also draws a bit of attention and, when I am away on the end-of-year tour, people ask me what I am growing a Mo for. I let them know it is for Movember and it starts a few conversations about Movember and men’s health in general.
Why are you growing a Mo this year? I really enjoy and believe in the cause, and I’m just keen to grow a Mo and do my part. It is also a hard case way to raise funds and awareness for real issues men are facing
and I know the team had a heap of fun with it a couple of years ago when we were away on tour.
Why is it important for other Kiwi men to grow a moustache? Kiwi men can be a bit staunch and perhaps wait a bit longer than they should to admit something isn’t quite right and do something about it. We need to start realising that that is okay to look after yourself a bit as well and take your health a bit more seriously. Things as small as knowing your family history, one visit to the doctor a year or even just taking a bit of time out with friends and family can have a significant impact on your health. If growing a Mo helps get this message across then I am happy to do it.
What do you say to all the hipsters who won’t shave off their beard and grow a Mo for one month? I reckon those fellas with beards are definitely looking for an excuse to shave it off and Movember is the perfect excuse, time to get rid of the beards for Movember for sure.
What sort of Mo are you donning this year? Well, in the past I have gone for the traditional slug across the top and it has gone pretty well. But, that said, I am thinking of changing it up this year and might go for the handlebar for the first couple of weeks, see how it is coming along. This way if it is no good I can always go back to the slug!
How to get involved To get involved with the Mitre 10 Trade challenge as part of this year’s Movember, go to the Movember website ( http://nz.movember.com/mospace/network/ mitre10tradechallengenetwork) and search for Mitre 10 Trade Network Challenge or go directly to the Mitre 10 Trade Network Challenge page at monetwork.co/ mitre10tradechallengenetwork 17
D R A W A E R A W HARD
Mitre 10 success at Hardware Awards Mitre 10 has been recognised at the 2014 Hardware Awards, including Mitre 10 MEGA Hornby winning the coveted prize of Retail Store of the Year (over 4,000m2). Jacqui Keys from Mitre 10 MEGA Hornby won Trade Account Manager of the Year, while Vincent Indo from Mitre 10 MEGA Kapiti won Retailer of the Year and Luck Stock from Mitre 10 MEGA Albany won Young Retailer of the Year. Troy Scanlon from Mitre 10 Westport won the Young Achiever Award for a young retailer showing promise for the future. Open to all New Zealand hardware stores, the awards recognise excellence and best practice within the New Zealand industry and are judged by an expert panel of industry professionals. General Manager Marketing Dave Elliott says the results confirm the 100 per cent New Zealand-owned co-op is on the right track. “Recognition in the 2014 Hardware Awards is another sign of continued consumer trust in Mitre 10, building on our recent achievement of being voted the most trusted brand in New Zealand in home improvement retailing for the fifth time,” Mr Elliott said.
YEAR WARRANTY AGAINST FLAKING, PEELING OR BLISTERING.
18
“To come out on top in these categories reflects the dedication to customers and the high standards of our in-store teams. Our winning stores have top teams who do a great job and they set a benchmark for other stores to match. “Feedback from our customers indicates they enjoy our Mitre 10 MEGA store formats and product range so it is really great to also be recognised by our industry peers.” The success follows on from the 2013 awards, where Mitre 10 won four awards, including Retail Store of the Year in both size categories. Mitre 10 is also pleased that a number of partner suppliers were recognised being named Supplier of the Year in their respective categories: Winstone Wallboards Ltd (Building Supplies category), Tui Garden (Garden), Accent Tools (Hand and Power Tools), MiTek (Hardware) and Valspar (Painting and Decorating). The Hardware Awards are designed to recognise the achievements of New Zealand’s retailers in the hardware, builders’ supply and home décor stores. Open to all New Zealand hardware stores, the Awards recognise excellence and best practice in the industry and are judged by an expert panel. They reflect on overall success in New Zealand’s finest hardware retail stores.
Total Protection Technology ™ for any New Zealand environment.
O CITBuild-Ability BBCITO
Challenge winners announced Manawatu’s Feilding High School has been named the Supreme Winner of the BCITO Build-Ability Challenge. Open to secondary-school students nationwide, Build-Ability was aimed at pupils with skills in technology who may be interested in pursuing a career in New Zealand’s booming building and construction industry. Students were briefed to plan, design, cost and build a dualpurpose sandpit for their community, including meeting with potential clients and merchants, and documenting their progress with online blogging on www.buildability.co.nz throughout July and August. Feilding High School was announced the Supreme Winner for the most innovative and well-built project, winning a $1,000 voucher for the school’s Technology Department, the BCITO Build-Ability 2014 Trophy and individual prize packs including a smartphone for each member of the team.
Like the name suggests, Build-Ability aimed to challenge students and required teams to excel in both aptitude and attitude – thinking creatively, working collaboratively and creating thoughtfully. With an emphasis on inquiry learning, the challenge provided students with an opportunity to take ownership of their project and their learning. The challenge allowed students to hone their building skills and also gave them an insight into working in the construction industry. Build-Ability also provided students with a chance to be the heroes of their school campus and local community with a focus on giving back. Creating projects to raise money for local community groups, students developed self-confidence, selfesteem and a sense of ambassadorship for their school. Each team was mentored by teachers and supported by BCITO Skills Brokers. BCITO will be running the Build-Ability Challenge again in 2015 on a larger scale with 25 schools being selected to participate.
Thanks to Mitre 10’s Feilding store for donating the wheels for Feilding High School’s Mustang-inspired sandpit. The judges at BCITO National Office said the team presented a very well documented and highly innovative project that blew them away. “We were very impressed by the level of professionalism, teamwork and skill shown by all schools, but Feilding had the edge. They produced a slick and detailed record of work that showed the entire planning and build process.” Manurewa High School was awarded the Best Video Entry, receiving a GoPro camera for their school, and all schools received a $300 team shout. “We loved the Manurewa blog,” judges said. “It was well thought-out, told a story and was by far the most engaging we saw. This is what we wanted to see in a blog!” “The quality of workmanship and creative thinking that has gone into the projects submitted for this year’s Build-Ability Challenge is pleasing to see. If any of the winning team members enter the construction industry upon leaving school, they are well-placed to succeed in their first year as an apprentice,” they added.
Meet the teams who participated in the 2014 Build-Ability Challenge • • • • • • • •
Feilding High School Manurewa High Rosehill College Morrinsville College Matamata College Opotiki College Awatapu College Central Hawkes Bay College
To see the Build-Ability Challenge in action go to http://buildability.co.nz/ and for more information about the BCITO visit http://www.bcito.org.nz/
Contact Andy on 027 688 6721 or email andy@tradescoach.co.nz. Visit his website at www.tradescoach.co.nz
19
APPRENTICE The island apprentice “I’m signed up with BCITO and have an awesome building advisor, Peter, who comes to catch up on the work (and fishing) I’ve been doing. He will talk me through things I need to work on and credit me on areas I’ve learned well.” People ask me all the time if its hard being a lady tradie. “It’s great” I say, “I get to nail studs all day.” But really, I don’t think it’s any different to being a male; a job is as hard as you make it, guy or gal. My journey to becoming a builder was not one anybody, including myself, had expected, but then again my impulsive youth was rather unpredictable. I ditched school at 17 to train as a SCUBA Instructor then, upon completion of my course, I decided to move to Mt Ruapahu with a jet ski. I got a job at a ski lodge and we would spend the afternoons boarding and weekends finding lakes and rivers to explore in the central North Island. After the season was over I took off to Barwon Heads on Victoria’s surf coast where I ended up selling vacuum cleaners door-to-door. It made good money so I would save as much as I could through winter and head home to Waiheke Island for the summer months to fulfil my lifelong ambition of being a dive bum, before running out of money and repeating.
20
Georgie Young is a BCITO apprentice and works for Sheffield Construction on Waihake Island In the summer of 2013 one of my best friends was dating a bloke who owned a construction company. Somehow I ended up on one of his sites giving it a go. It wasn’t my intention, at first, to make it career path, it was just a job. But, after five months working with Dale, I committed to doing an apprenticeship. It’s been a year-and-a-half so far and I’ve loved every minute of it. Some jobs are harder than others but I keep a positive attitude about me and just push through when it gets tough. I’m signed up with BCITO and have an awesome building advisor, Peter, who comes to catch up on the work (and fishing) I’ve been doing. He will talk me through things I need to work on and credit me on areas I’ve learned well. He’s really patient too. I’ve owed him a crayfish for a long time now and and he’s been really cool about not getting it yet….but, don’t worry Peter, it’ll come. So I’ve ended up following in my father’s, uncle’s and grandfather’s footsteps, on the path to being a carpenter. I love the satisfaction I get from a job well done and the challenge that tomorrow will bring. Do what you love, love what you do.
Namaste folks, Georgie Young
WIN ONE OF THREE
MITRE 10 TRADE BRANDED GENUINE VICTORINOX SWISS ARMY KNIVES AND A MITRE 10 TRADE MOVEMBER PACK. To show our support for the wonderful cause of Movember, take a photo of your Movember mo, send it to us along with the details of which Mitre 10 store you have a Trade account with, and you’ll go in the draw to win one of three Mitre 10 Trade branded genuine Victorinox Swiss Army Knives and a Mitre 10 Trade Movember pack, including items such as a drink bottle and a cap.
Email your photo to m10trade@mitre10.co.nz with the words Movember competition in the subject line and you’ll go in the draw to win. You must include your photo, your name, company name, physical address, daytime phone number and the name of the store you hold and account with. All entries must be received by 5pm on Monday December 1st, 2014. Conditions of entry: You may enter only once/ Prize(s) are as outlined. Prize(s) are non-
refundable, non-transferrable and not redeemable for cash. The winner(s) will be notified by phone or email. Employees of ReFocus Media Ltd Ltd, Mitre 10 (NZ) Ltd, suppliers of goods to Mitre 10 and their immediate families and agencies are not eligible to enter. By entering this contest, you consent to the use of your name in all matters related to this contest, including any advertising or publicity without further compensation. Results of this promotion will be published in a later issue of Mitre 10 In Trade magazine. Prices that may be quoted in this promotion were accurate recommended retail prices at the time of publication. ReFocus Media Ltd and Mitre 10 (NZ) Ltd accept no responsibility for any loss or damage incurred from the use of these products. Your photo may be used in Mitre 10 In Trade or other Mitre 10 publications for publicity or promotional purposes.
THIS PUBLICATION IS RECOGNISED BY THE BUILDING AND HOUSING GROUP AS CONTRIBUTING TOWARDS THE SKILLS MAINTENANCE REQUIREMENTS FOR THE LICENSED BUILDING PRACTITIONER SCHEME. If you are a Licensed Building Practitioner, cut out and safely retain this panel with your skills maintenance literature for future reference and audit confirmation. Ref. In Trade Vol 8, Issue 5 November 2014
✃
21
depend on d-max for 3.5t towing
*
0800 ISUZUNZ | www.isuzuutes.co.nz *Braking towing capacity on 4x4 models only.