focus winter 2014

4 WHAT IS SUSTAINABILITY? 6 BELL TEA & COFFEE’S RIGHT THING TO DO

6 WASTE MINIMISATION FEASIBILITY STUDY 16 TAKING YOUR BUSINESS TO THE NEXT LEVEL

17 IS YOUR CCTV FIT FOR PURPOSE? 19 IMPROVING JOB PROSPECTS FOR YOUNG PEOPLE

W I N T E R 2 0 1 4

updating and informing the Greater East Tamaki

business community

ON

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BILIT

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2 FOCUS ON SUSTAINABILITY W I N T E R 2 0 1 4

The shortest day of 2014 is now behind us as we head toward summer, with the New Zealand economy continuing to provide an ideal environment for many businesses. The only downsides are the recent drop in global dairy prices and the stubbornly high New Zealand dollar. A recent interest rate rise was expected, with a couple more likely to follow, to keep inflation and growth in check.

This is the second issue of our new format GETBA magazine, and ‘sustainability’ is a key focus, following the Waste Minimisation Feasibility Study which we embarked on nearly 12 months ago, and that has become a GETBA work-stream. The project has involved discussions with businesses, commercial waste contractors, and industry experts, firstly to identify the quantum of industrial waste going to landfill, and then to investigate ways of diverting this away from landfill and encourage recycling. You can read more about this on page 10 Closing the Loop.

Also in this issue, are profiles on a number of innovative companies in East Tamaki. Turning Creative Ideas into Sustainable Business features Medical Plastics. Bell Tea & Coffee share their sustainability journey with us, and we can read about Nautech Electronics’ celebration of 25 years of innovation. While they are well known for their emergency services electronic solutions, they have recently launched a new race lights system for motor racing circuits that is now used throughout New Zealand and overseas.

Higher than average youth unemployment in South Auckland is an issue which is being addressed and a successful initiative has been the Youth Connections programme, whereby companies provide a first-time employment opportunity to young people. MiTek did exactly that and we encourage other companies to do the same. You can read about MiTek’s experience on page 23.

I hope you enjoy this issue of the GETBA magazine, and don’t forget to jump onto the GETBA website frequently to keep up to date with what’s on in East Tamaki.

RichaRd Poole

chaiRman, Getba

Upcoming events 3 July Environmental Showcase: Fisher & Paykel Healthcare

5 august Management Bites: Performance Reviews that Work

19 august Business Owners Forum: Innovation

27 august Breakfast

2 September Management Bites: Teams and Communication

9 September Business Showcase: Andrew Simms Botany Experience Centre

24 September Breakfast

Editor:Jane TongatuleE [email protected]

Advertising:Roanna McLeodE [email protected]

PO Box 58 260 BotanyAuckland 2163P 09 273 6274

getba.org.nz

From the Chair

W I N T E R 2 0 1 4 FOCUS ON SUSTAINABILITY 3

You could be forgiven for momentarily thinking you have been transported to an idyllic day in Milford Sound when you find yourself at the lights on the corner of Highbrook Drive and Cryers Road, facing the new Medical Plastics building, adorned with the glorious Mitre Peak.

This clean, pristine, and untouched imagery embodies much of what Medical Plastics is about: 100% New Zealand grass roots business, right down to the occasional meetings still held while standing in gumboots in grass paddocks and looking out over the nature beyond.

Established in late 2012, Medical Plastics is still a comparatively new player in the field of plastics manufacturing. However, the company brings with it decades of experience and knowledge from its parent company, Monaghan Plastics, established in 1975 and bought by John Fowler in 2006. Under this banner, John founded the Medical Plastics plant in Onehunga to allow the exploration of new niche markets and to infiltrate the rapidly growing market for technical medical plastic products. The recent addition of a second building in Highbrook in such a short time indicates that Medical Plastics is truly succeeding in their claims that they can get their customers’ products to market “quicker and more cost-effectively than our competitors”.

However, it hasn’t been the easiest road for John. Creating the second office in Highbrook has meant he has had to step back from the manufacturing plant in Onehunga. “The hardest thing has been stepping away from the other manufacturing business. I’ve got some great people, but any business owner knows to step back and run a business hands-off can be really tough.”

Medical Plastics specialises in ‘accelerated product development’ and innovative ideas. Drawing from their pool of knowledge and expertise built up over

many years in the industry, the company is able to offer ‘expert advice’ on the production techniques, designs, and materials that will enable the customer to achieve the best quality result, while remaining cost-efficient and maintaining business sustainability. “If a company or individual has an idea and no clue how to get the product to market, we can help. We can shortcut the R&D phase and help create test market prototypes before major financial commitments need to be made.”

This approach is aimed at helping out “the little guy, or the small company that doesn’t have R&D facilities with limitless budgets” to take high-quality plastic goods to market quicker and with more customer focus.

“Traditional injection moulding requires a production tool that is hugely expensive; but in return the unit price is very cheap. The problem is that you don’t know what the final result is, or if it’s going to be desirable to you or to your customer before spending the money. What we’re doing is making prototype tooling, inexpensively creating a product that can be test-marketed or trialled in house to prove its commercial value.”

Medical Plastics specialises in small assembly items such as crutches with shock absorbers or medication dispensers for your favourite feline friend. They see the greatest opportunities for growth within the animal and health sectors. To John, this is partly because many of the simpler, ‘less attractive’ sectors in plastic manufacturing, such as packaging, have already been dominated by China. As a result, the company has a particular focus on high-end medical and food grade injection mould plastic manufacturing.

Innovation and speed to market are therefore key at Medical Plastics. These factors provide a competitive advantage which John believes is vital to maintaining business sustainability in a market as small

and saturated as New Zealand. “If you’re making simple components that can be stuck in a container and shipped here cheaply, then your business is constantly under threat. Whereas if you can add value through design and development to niche products then you can quite happily have a sustainable business.”

THIS CLEAN, PRISTINE, ANd UNTOUCHEd IMAGERY EMBOdIES MUCH OF WHAT MEdICAL PLASTICS IS ABOUT: 100% New ZealaNd grass roots busiNessMedical Plastics aims to be a one-stop shop for people’s creative ideas from inception right through to earning money for the New Zealand market place. To achieve this, the company has built a strong relationship with ExportX, an organisation which takes people from New Zealand to the international market, and sells products on Amazon.com.

“So it’s really a win-win for New Zealand, we can strip the cost out of product development and help people get their products ready for international markets where they can earn some dollars for New Zealand.”

As for the future of this dynamic new company? John says “Watch this space”, he is expecting his little business to soon become many small businesses. “We hope to have many different products across multiple industries, but it will just keep coming back to cool, innovative plastic design.”

Medical Plastics

Turning creative ideasinto sustainable business


SUStainability

What iSsustainability?

In essence, sustainability is about meeting the needs of today, without adversely impacting on the needs of tomorrow. As a term it can be applied across a range of areas, such as the environment, society and the economy.

Sustainability and business

In a business sense, the key messages of sustainability tie in with what are generally considered to be ‘sound’ business practices, such as building efficiency, minimising waste and maximising resources.

It is not a fad and is essential for businesses to adopt in order to be successful in emerging markets. Sustainable business practices can be applied across every aspect of your business, from strategy to waste disposal.

Proven benefitsBusinesses that have adopted sustainable business practices have reported the following benefits:

• Reductioninoperatingcosts

• Improvedidentificationandmanagement of risks

• Valuecreationthroughenhancedandpositive customer response

• Increasedabilitytoattractandretainemployees

• Increasedlearningandinnovation

• ReducedGovernmentintervention

Source: The Ministry for the Environment


GETBA is currently facilitating two initiatives to assist East Tamaki businesses to adopt more sustainable business practices.

eco biz advisor ServiceThe Eco Biz Advisor Service is free and provides small to medium businesses with independent advice on integrating sustainability into business practices. Advisors contracted by Auckland Council will come to you and conduct a site visit of up to two hours. They will offer expert advice in one of these four areas:

•Energy consumption•Water use•Waste to landfill•Pollution impacts

You will be given a report, including recommendations on what you can do to improve the resource efficiency in your business. The advisor will also be able to provide you with information on other programmes or services out there that could help you.

To register your business for this free service, email Eco Biz Advisor Service on [email protected]

industry Pollution Prevention ProgrammeThe Howick Local Board will fund a consultant to inform East Tamaki companies about how their operations may have an impact on local waterways, and assist them to adapt practices accordingly. The programme aligns with the East Tamaki Business Precinct Plan focus on sustainable business practices and GETBA’s waste minimisation project (reducing commercial industrial waste to landfill).

The focus is on education, not enforcement; encouraging businesses to manage risk. The consultant starts with a map showing the business how they link to the storm water system; they talk about what they do on site and take a walk-about, looking at any potential issues. A simple report is then provided with recommendations for improvement.

The programme aims at being self-policing. One of the desired outcomes is for businesses to put a procedure in place for ongoing monitoring. Ideally the business, if they don’t already do so, will incorporate it into their staff training and, also depending upon the size, make one person responsible. Once the business has a better understanding of the impact on the natural environment they are more likely to want to do the right thing. Measures can also be quite simple.

The consultant will begin visiting businesses in July.

here are some pointers in the interim:

•Bringyourbusinesspracticesupto speed. For pollution this means prevention is better, and typically cheaper, than a clean-up.

•Neverallowspillstosoakintothegroundor to flow into a storm water drain. Have the right clean-up equipment ready at your work site such as a Spill Kit and simple procedures for staff to follow such as a Spill Response Plan.

•Keepyourbusinesspremisescleanandsafe, especially outside areas.

•Recycleandreusematerials,alwaysdisposing of litter and other waste appropriately.

•Keepvehiclesproperlytuned and free of leaks and drips.

•Storeallliquidchemicalsand waste in an appropriate manner.

attract new customers with sustainable business practices and help reduce costs!

Key organisations focused on sustainability in new Zealand

The Sustainable Business Network (SBN) is a forum for businesses that are interested in sustainable development practice, events and networking. They educate and inform, supply online tools and resources (Get Sust Online, Carbon Calculator) and hold annual national awards for corporate sustainability achievements.

sustainable.org.nz

New Zealand Business Council for Sustainable Development is a CEO-led group of companies that catalyses the New Zealand business community to have a leading role in creating a sustainable future for business, society and the environment. It brings together the memberships of the BusinessNZ Sustainable Business Forum (SBF) and the New Zealand Business Council for Sustainable Development (NZBCSD).

sbc.org.nz

BUILdING A SUSTAINABLE BUSINESS dOESN’T HAvE AN ENd dATE, IT IS AN ONGOING JOURNEY.


Local beverage specialists Bell Tea & Coffee Company recently became the first New Zealand business to achieve Rata Sustainable Certification. They were closely followed by Levin New World, a former sister company under BTCC’s previous owners, Foodstuffs.

While most widely known for providing high-quality tea products, Bell Tea & Coffee also have an assortment of other products and services in the New Zealand marketplace. They identify the elements of the business as tea, coffee, B2B hospitality business Café Express, and machinery including Jura and La Cimbali top-of-the-range espresso machines. Tea and coffee brands that the company provides include Bell Tea, Twinings, Gravity, Jed’s Coffee and Burton’s coffee.

Before they could start on their journey towards gaining the Rata Certification, Bell Tea & Coffee first set out to find a definition of business sustainability which was meaningful to them. “We worked very hard on our definition of sustainability as we realised that how we defined it and our ability to communicate it was key to the whole programme. We got to a definition which was really about the capacity to

endure as a business,” explains Jessica Ambler, Marketing Manager. “We want to have a thriving successful business in another 100 years’ time; we view ourselves as guardians of this company and want to be passing it on, thriving, into good hands,” adds BrewMaster Matt Greenwood.

Bell Tea & Coffee identify three pillars in their approach to business sustainability: environment, social and cultural, and tea and coffee sourcing. After sitting down to address sustainability for the first time about five years ago, the company was pleasantly surprised to realise that many of the initiatives they already had in place positively contributed to sustainability. “We realised there had already been quite a lot happening. We’d done it all in an organic, slightly ad hoc way, which I think suggests that the inclination within the business has generally always been there.”

“There was a lot particularly in the social and cultural arena. For example, our workplace literacy programme was already in place and we realised that contributed to sustainability because it’s about having a more qualified, productive, and engaged workforce, which is key to moving the business on in good shape.”

Why did they choose the Rata Sustainable Certification? After wading through endless sustainability accreditation companies presenting a “minefield of complication and high-cost”, Bell Tea & Coffee noticed something different about Rata: shared values and simplicity – “Rata’s Sandra and Warren had been down the same journey themselves with their design company, and understood the need for a simple programme, without different tiers or complicated cost structures. They also recognised that we were on a journey and that it was possible to recognise stages along the way. It didn’t have to be complete.”

“Also, one of our guiding principles here at BTCC is ‘passionate advocates for our business’, and Sandra and Warren absolutely have that in spades, which inspired us.”

thE RiGht thinG tO DO


From left to right: Stuart Hargie – Brewmaster, Liliana de Narvaez – Monte Sion, Amy Reason – BrewMaster, and Matt Greenwood – BrewMaster.

Bell Tea & Coffee feel that gaining the third party environmental sustainability accreditation is imperative in today’s market place.“ I believe quite strongly that there are a lot of businesses out there globally, saying they do things. Whether it’s about the fact that their product is the best, or about their sustainable practices. However, it’s very easy to say stuff. Proving it is a different matter. To get an independent body to confirm that standards have been met is a lot harder, and keeps you honest,” says Jessica.

“As a well-known tea company... for our own credibility, it’s important.”

“It’s something we have a history of, as we are members of the Ethical Tea Partnership (ETP). Sourcing tea and coffee, or any product from overseas, especially developing countries, can be a difficult path to navigate, and the ETP gives us assurances, as well as helping us make a positive impact.”

Bell Tea & Coffee have been members of the Ethical Tea Partnership since 2006. The ETP is a not-for-profit organisation that works with tea producers to improve tea sustainability, the lives of tea workers, and the environment in which tea is produced through three main sustainability programmes: Monitoring and Certification, Producer Support, and Strategic Sustainability.

Another key initiative instrumental in gaining the Rata Certification was the company’s approach to coffee-sourcing. Instead of following other coffee companies into previously established initiatives such as Fair Trade and the Rainforest Alliance, Bell Tea & Coffee have elected to create their own sustainable coffee-sourcing programme called ‘Walk with the Grower’. This programme is about eventually moving all of their coffee-sourcing away from third-parties, and developing long term relationships with the growers themselves.

“Every journey starts with a conversation,” says Matt,“and the BTCC BrewMaster team live by this saying.” They started by meeting with family-owned coffee company Monte Sion in El Salvador. Monte Sion is Rainforest Alliance Certified and has received a United Nations award for work combatting poverty in El Salvador, factors which enabled the BrewMasters of Bell Tea & Coffee to identify with them on a personal level.

“Because part of this journey is about the relationships we have, we then flew the daughter of the family, who’s their key salesperson, to New Zealand so she could meet all the customers and see where her

coffee’s going. It was, I think, the first time a coffee company had bought a key partner and producer over to New Zealand, and was very exciting. It also helped connect everyone at BTCC who aren’t as close to the sourcing side of the business. We all found it very inspirational. Our intention is, without a doubt, to have a relationship with Monte Sion in 100 years’ time,” Matt explains.

It’s not just about committing to buying their coffee. Bell Tea & Coffee have also embarked on their own initiative with Monte Sion to ensure their relationship continues and the coffee-growing conditions remain sustainable.

“We asked: What would be of most value to you? We are satisfied that you are growing coffee in an ethical and sustainable way, and Rainforest Alliance have certified you to that extent, but what can we do to help? What can we invest in?”.

As a result, Bell Tea & Coffee are now co-funding, with Monte Sion, housing and accommodation for all of the temporary workers that help during the coffee-picking season. Permanent employees are already well catered for, but a lot of temporary workers come to help at the busy times. “It’s a joint commitment to doing something which will improve the quality of the lives of the temporary workers, which will lead to better quality coffee, which will lead to better prices for Monte Sion and will guarantee us better quality coffee over a longer period of time.”

‘Walk with the Grower’ is now in the process of being expanded into Brazil and Papua New Guinea. “It’s something that is very dear to my heart and my team’s because it’s our own. We couldn’t do this in tea because of the different purchasing structures. We know that the Ethical Tea Partnership is very much the best thing for us to do in tea. But in coffee we’re able to talk directly to the people growing the product and it’s very exciting.”

“I think that’s one of the other things about Rata actually, there’s a flexibility to allow us to choose what is best for our business,” explains Jessica. “Rata appreciate that we’re the experts in tea and coffee sourcing and we will find what is best for the business and for our suppliers.”

Bell Tea & Coffee are continuously looking for new ways to improve their environmental and business sustainability in a cost-efficient manner. One of their engineering team has recently come up with a way of extracting nitrogen from the atmosphere, to be used when the coffee is gas-flushed, rather than having to buy bottles of liquid nitrogen to perform this process as they do now. “So this is perfect, it makes perfect sense. We’re not buying any of these big bottles of liquid nitrogen, we’re actually doing it ourselves. It’s absolutely sustainable.”

The Rata Sustainability Certification was never intended to be a marketing tool for Bell Tea & Coffee Company. “We didn’t do it so we could blow our own trumpet”. Rather the company aspired to be sustainable because they “fundamentally believed it was the right thing to do.”

BELL TEA & COFFEE ASPIREd TO BE SUSTAINABLE BECAUSE THEY “fuNdameNtally believed it was the right thiNg to do.”


Third party certification:is neutral and independent,removes the doubt factor,promotes the confidence factor,promotes the credibility of a

company to prospective clients,protects consumers from myths,

misconceptions, misleading information, and fly-by-night operations.

‘We want the truth – and nothing but the truth’After conducting market research, the need was identified for a sustainable business certification programme with a uniquely New Zealand look and feel, and from this, the Rata Sustainable Certification Programme was developed.

Rata was developed by practically minded New Zealanders who created a programme that is real, realistic and relevant.

The objectives of the Rata Sustainable Certification Programme are three-fold. Namely, to provide businesses an opportunity to implement sustainability into their organisations and build on this to become a foundation that filters and is embedded through all of their operations. Rata provides a structured pathway that does not need a university degree to understand or implement. In other words taking away the ‘fluff’ and getting down to the fundamentals of sustainability, namely, being an ethical business that focuses on their social, environmental and economic continued, improved performance.

Secondly, Rata is focused on their member businesses and the promotion of them to the wider New Zealand business community. This promotion focuses on what these businesses can offer as far as products and services, along with their Rata sustainable achievements and how they can inspire other businesses to follow in their footsteps.

Thirdly, Rata is keen to be a catalyst for change in the New Zealand business community by helping reduce the increasing trend of unsubstantiated claims (green washing) made by businesses concerning their products and services who use clever marketing campaigns to disguise the truth. These organisations build a perception through targeted marketing campaigns that the principles and practices of sustainability are embedded in the business when in fact it has no relevance to the business’s day-to-day operations. Which begs the question: Are you being green washed by your current or potential suppliers and how would you know?

As a testament to the value of Rata in the market place, it has been able to secure a global office products company as its foundation sponsor, namely, Staples New Zealand Limited. It has also built up a number of working partners, namely, Gisborne, Hastings and Kapiti Coast district Councils; Hutt City, Napier and Palmerston North City Councils; Foodstuffs, Packaging Council of NZ, vISY New Zealand and Weltec Connect.

Some benefits of this programme include:

•Rataisasinglelevelcertificationprogrammewitha focus on being a catalyst for change now and into the future (a journey of continuous improvement and enhancement).

•Membershipfeesarethesameforallbusinesses.Therefore, there are no confusing graduated fee structures calculated on the number of staff, size and turnover of your business.

•Supportserviceadviceisavailabletohelpunderresourced businesses and their owners identify and implement sustainable solutions, in order to achieve certification.

•Networkingamongstmembersisencouraged,alongwith trading and learning from each other’s specialist business fields.

the Rata Sustainable Certification Programme

Rata is a sound investment tool that will also add value to businesses and their culture. For further information please contact the Rata team on 04 478 4228 or email: [email protected]

ratacert.co.nz

Greenwash is when a company claims to be more environmentally responsible than it really is. This may be on packaging or in advertising and marketing collateral, and can give a misleading impression. The Fair Trading Act has a section on making environmental claims which covers greenwash. It requires the company or advertiser to be specific and able to justify claims with evidence of sustainable performance. The Advertising Standards Authority also self-regulates in this area.

Product stewardship is the responsible management of the environmental impact of a product. Product stewardship reduces the impact of manufactured products through all stages of its lifecycle. Mitigating the environmental effects a product can have throughout its lifecycle can mean resources are used more efficiently and the product’s end of life impacts are minimised.

The Government is currently considering whether it should intervene to improve the management of four product waste streams: electronic and electrical equipment; tyres; agrichemicals and farm plastics; and refrigerants and other synthetic greenhouse gases.

The circular economy also known as ‘cradle to cradle’ or ‘closed loop’. We asked SBN’s James Griffin to explain the term. “Essentially a circular economy is one where companies manage all resources as valuable assets. The lifecycle of products is maximised, utilisation

optimised and at the end of life of a product all materials are fully reutilised. This is achieved by designing and optimising products for multiple cycles of disassembly and reuse, eliminating waste throughout various life cycles and uses of products and their components. A circular economy aims to move away from a traditional linear ‘take-make-waste’ economy.”

If you would like to get involved in SBN’s new workstream, Accelerating the Circular Economy in New Zealand, contact James Griffin [email protected]

Greening the supply chain is extending sustainability to a company’s suppliers and customers; working with them to integrate appropriate sustainable policies and practices into their business, through, for example, procurement policies and requirements.

Green Star rating is a comprehensive, national, voluntary environmental rating scheme that evaluates the environmental attributes and performance of New Zealand’s commercial buildings using a suite of rating tool kits developed to be applicable to each building type and function. 4 Star Green Star Certified Rating (score 45-59) signifies ‘Best Practice’; 5 Star Green Star Certified Rating (score 60-74) signifies ‘New Zealand Excellence’; 6 Star Green Star Certified Rating (score 75-100) signifies ‘World Leadership’.

nzgbc.org.nz

Sustainability terms explained…


closing The loop

In this study we took into consideration the environmental demand for waste minimisation initiatives in East Tamaki, the willingness of local businesses and commercial contractors to participate, and the potential difficulties associated with trying to establish and maintain waste minimisation projects.

We have since consulted with over 160 local businesses and more than a dozen commercial contractors and industry

experts, developed key relationships with local stakeholders, held a successful Waste Minimisation Forum presented by local stakeholders and industry experts and created various publicity through our own publication and local media.

We also formed an online Waste Minimisation Networking Group with a mix of local businesses and industry experts which has the potential for significant growth.

Nearly 12 months ago GETBA began a Waste Minimisation Feasibility Study to investigate the potential for future waste minimisation projects in the East Tamaki business precinct, educate businesses on the benefits of waste minimisation, and record statistical data about current waste management practices in East Tamaki.


closing The loop

consultationConsultation for this study began in August 2013 by identifying and engaging local businesses and industry experts that already had extensive experience in waste minimisation practices, and using this as a platform to promote the benefits of recycling and having a waste minimisation plan by showcasing these success stories.

We coincided the delivery of this message with the distribution of a Waste Minimisation Survey, which asked businesses targeted questions about their current waste management practices. The intention of this survey was to quantify the amount of commercial waste to landfill from East Tamaki, recycling diverted away from landfill, and to identify problematic commercial waste materials that are currently difficult or impossible to recycle. We also asked respondents of this survey if they would be interested in a waste minimisation project for businesses in East Tamaki.

The results of this survey and the subsequent consultation were overwhelmingly positive in regards to local businesses’ willingness and/or desire to recycle. However this process also highlighted the difficulties faced in trying to do so for small to medium sized companies.

Consultation is on-going and this has been established as a long term work stream in the GETBA portfolio, but here’s what we’ve found so far.

cuRRent habitS

51% of respondents identified as having a current Waste Minimisation Plan

83% of respondents who did not have a current Waste Minimisation Plan still recycle

8% of respondents do not currently recycle any waste materials

QuantitieS based on 160 local businesses

Estimated 745m3 per month of recycling from East Tamaki diverted from landfill

Estimated 664m3 per month of waste from East Tamaki to landfill

inteReSt

83% of respondents expressed interest in a Waste Minimisation project in East Tamaki

42% of respondents identified having waste materials they would like to recycle but don’t know how

LANdFILL RECYCLEd PROBLEMATIC

Foam Paper/Cardboard Plastic

Ink Steel Paper

Oil Glass Wood

Plastic Wrap Oil Cardboard

Glass Bottles Wood MdF dust

Milk Bottles Copper Label Liner

Timber Aluminium Food

demolition Waste Food Batteries

Food Packaging Packaging Oil

Summaryoverall we had an excellent response to our consultation, and the data shows that most businesses are recycling already, but could recycle more. as shown in the Waste type table many recyclable products and materials are currently going to landfill but subsequent to our research and consultation we have identified and facilitated a number of resources and initiatives to further reduce waste to landfill from east tamaki.

outcomesinduStRy-SPecific WaSte diveRSion

This is where we really hope to make a difference to Auckland’s current waste situation; identifying problematic waste by-products created by industry in East Tamaki, and taking a collective approach to finding a solution by collaborating with others to achieve a common goal; less waste to landfill…

We are currently finalising details to confirm a pilot program to recycle MdF dust and offcuts, which could potentially divert thousands of tonnes of waste away from landfill per annum from East Tamaki alone.

If you are in the Kitchen or Cabinet making industries, or create large quantities of MdF dust or offcuts, please contact Troy Greenfield [email protected] to find out how you can get involved.

eaSt tamaKi RecyclinG Station – WaSte diSPoSal SeRviceS

With the assistance and cooperation of Astron Plastics and Waste disposal Services, we will be starting a plastics recycling drop off for Type 2 & 4 plastics.

This service will provide a local recycling point for small to medium businesses to dispose of milk, juice and water bottles, yogurt and margarine tubs, flexible container lids, plastic bags, and industrial shrink wrap, and it will be exclusive to GETBA members!

It will complement the current recycling bins available at the Waste disposal Services Transfer Station, which currently provide provision for the recycling of batteries, cans, tins, and glass.

For information on how to utilise this service please go to getba.org.nz/wasteminimisation

eaSt tamaKi WaSte diRectoRy

This is a comprehensive guide currently under construction on the GETBA website which will provide you with information on what materials you can recycle, where to recycle them, and who to contact.

This page will also keep you up to date with any Waste promotions for GETBA members. Keep an eye on our website over the next few weeks for this page to become active.

Pallet RecyclinG

We are supporting a local community programme this July by providing pallets to transform a section of the Otara Shopping Centre Carpark into a social area as part of The Roots Zero Waste Project in Otara. These pallets are being donated by East Tamaki businesses, and will be dismantled

tyPeS of commeRcial WaSte


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aon insurance new Zealand

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offiCe Building 6, Eastside Office Park, 15 Accent Drive, East Tamaki, Auckland 2013

Postal address PO Box 23007, Hunters Corner, Manukau, Auckland 2155

and reconstructed into a permanent transportable installation called a ‘parklet’. This is a very worthwhile project and we are glad to be able to collaborate with the Roots team to gain a mutually beneficial outcome with a positive effect on both residential and business communities.

This is not the only pallet programme we will be running this year. We have been working with a waste contractor to provide a pallet recycling promotion exclusive to GETBA members. Keep an eye on our website for further details.

WaSte minimiSation netWoRK

We have created a Waste Minimisation Network Group via LinkedIn which is made up of local businesses and industry experts. This is an open forum to discuss waste issues facing businesses in East Tamaki, and provide tips and advice about diverting waste from landfill. This has already proven helpful to those involved and we hope to build on that further by extending the audience, and providing regular updates about the waste industry. If you would like to be part of this group search for the ‘Waste Minimisation Network’ on LinkedIn and request to join.

enviRonmental ShoWcaSe

We are hosting an environmental showcase for GETBA members on 3 July at Fisher & Paykel Healthcare to explain their journey to achieving their goal of zero waste in 2015, and demonstrate the sustainable initiatives they have implemented by taking a short tour through their facility. For more information about this showcase read the article on page 13.

moving forward

Throughout this feasibility study, we have gained great insight into the issues East Tamaki businesses face with waste management and recycling, and the uphill battle Auckland Council has to achieve its goal of zero waste by 2040.

We are committed to assisting our membership to recycle more and

reduce the waste going to landfills around Auckland from East Tamaki, and furthermore, we are developing an overarching sustainability focus to educate members and provide access to information and resources that will assist with your sustainable journey.

Our completed Feasibility Report can now be found on our website getba.org.nz/wasteminimisation


Fisher & Paykel Healthcare

Our journey towards eliminating wasteFisher & Paykel Healthcare continues on the journey to eliminate as much waste as practically possible from all waste streams. The benefits include minimising landfill costs, maximising recycling revenue and lessening the environmental impact on our community and workplace.

Our aim is to eliminate controllable waste by december 2015 through reduction, recycling and reuse.

In 2011, after introduction of new waste management systems and practices, we went from 55% of our waste being recycled to 80%. The next year this grew to 91%. We have now reached around 95% of waste sent off site for recycling.

With our commitment to continuous improvement, we implemented the Green Team in 2013. This team includes a number of staff from throughout the company with a passion and desire to reduce our impact on the environment.

Our continued journey includes education programmes, employee engagement and recognition through internal awards which, in turn, benefits our regulatory compliance, risk management processes and increases our brand value. All of these initiatives are appropriate for implementation within small, medium and large companies.

To encourage employee engagement with our sustainability initiatives we have recently implemented a Green Award programme. This award, which is presented quarterly, recognises an employee or team that has displayed passion for and commitment to recycling and sustainability, during the previous three months.

SAvE THE dATE

fisher & Paykel healthcare environmental ShowcaseJoin us for a unique insight into Fisher & Paykel Healthcare’s incredible journey to reach zero waste. This is an exclusive opportunity to learn first-hand about the processes and procedures you need to begin your own environmentally sustainable experience.

thursday 3 July, 3-5pmWhere Fisher & Paykel Healthcare, O’Hare Building

Maurice Paykel Drive, Highbrook

Refreshments Light non-alcoholic refreshments

RSVP Register online at getba.org.nz/events-registration/ or by emailing [email protected] by tuesday 24 June

What we are doing to reach our goalBelow are some of the opportunities we have identified and explored during the course of our sustainability journey:

•Investigatingourwastemanagementprocesses and identifying areas for improvement.

•Conductingwasteauditstoidentifynewrecyclables.

•Searchingfornewprovidersofrecyclingservices that will take new recyclables and meeting with existing providers to discuss what additional waste product can be recycled.

•Conductingatenderprocesstocentraliseto a single waste management provider.

•Engagingandchallengingourstafftobecome conscious of what is waste and what is not.

•Adoptingleanmanufacturingandservicing techniques to standardise systems and practices.

•Introductionofsortingtablesandbailingmachines along with placement of staff within the manufacturing environment where waste product is sorted directly at the source.

Our challenge is to continue with our excursion to the summit of eliminating all controllable waste by focussing on designing and refining our practices to systematically avoid and eliminate the volume of waste. In taking on this challenge, Fisher & Paykel Healthcare is striving to live up to the commitment we make in our values to minimise the impact of our operations on the environment.

Article provided by Fisher & Paykel Healthcare

To learn more come to the Environmental Showcase (see below) or contact dave Cuff at [email protected] or phone 09 574 0100


Photographs by Grant Southam, [email protected] and Rob McEldowney, [email protected]

BUSINESS OWNER FORUM

GETBA BUSINESS CONNECTIONS EXPO


BREAkFAST WITh hON jUdITh COllINS MP

POST BUdGET BREAkFAST


The April GETBA Business Owner’s Forum looked at the challenges around leadership of a growing business.

In the early years when the business is small, the business owner with the specific technical and entrepreneurial skills is probably the best person to lead the business. However, it may be that different skills are needed to take the business to the next level and manage it moving forward.

Three panellists brought different perspectives to this issue.

mike ashby of the breakthrough co, wearing both the facilitator and panellist hat,

outlined how businesses go through stages as they grow, requiring the business owner to evolve with each stage, which often involves letting go. “It’s all about building capability within the company to free the owner up to take the business to the next level”.

He talked about business stages in the form of a wave – the business grows, reaches a plateau, then either drops off gradually or grows again. “Lots of businesses plateau and drop off gradually. It’s important for the business owner to take action to renew energy and capability as it is easy to run out of both,” he said.

He stressed the importance of shaking things up in the business every three years. He recommended adding capacity,

stating that “Whenever I add capacity in the business it increases the business results by 20% because it frees me up to think up bigger and better stuff. It’s not giving away control of the business or the owner’s place in it, but giving yourself time to create the business future more effectively”.

“Recognise what you’re good at and what you’re just ‘ok’ at and bring in someone with those skills. The business will go forward when all parts of the business are operating at a 9 or 10/10.”

“In the beginning, the business owner is the technician, the manager and the leader all at the same time, until the business reaches a certain size where the owner can drop the technician and management aspects, and take on more of the leadership role providing the vision and direction, role clarity and motivation for the team.”

“The key to getting off the plateau and taking the business to the next level is to think less about your job and more about your business,” were Mike’s final words of advice.

ashley berrysmith founder of Snap fresh foods which employs 150 staff across New

Zealand, talked about the pathway his business took over the last 34 years from

EVEntShis hippy origins as The Sprout Man in 1980, and lessons learned along the way.

A true entrepreneur, Ashley showed the great passion that he has for his business, stating that he has not been driven by the desire to grow a big business, but by his passion for what he does. He talked about how at the outset he did everything himself, grew the produce, built the equipment, and sold the product. It was 18 months before he employed his first person because he couldn’t get the orders out in time. The business grew 100% per year – “Me and the sprouts!” He took on partners but it didn’t work out, so he sold the business, starting another three years later with carrots instead of sprouts.

This business flourished so he bought the old business back in 2004 focusing on sprouts, carrots and salads. The difference was this time he brought someone in to manage the day-to-day operation and build an organisational structure, so that he was free to strategise and motivate. Researching new products, ideas, technology and machines globally, to be more efficient, is what drives him now.

helen thompson carter of carter and associates spoke from a different angle, bringing

the perspective of a General Manager employed to manage someone else’s business, noting how difficult it is to work for someone for whom the business is their baby, their passion.

She stressed that the owner has to be ‘ready’ to bring someone else in to manage the business on a day to day basis, be ready to let go. “You have to be prepared to be true to the person you employ, and be prepared to receive feedback. If the business isn’t working, the biggest hand-brake may be you. If there is high staff churn, there is likely to be a problem and the problem may be you, the owner,” Helen Thompson Carter said on the night.

“Identify your core strengths, identify what role you want to be in the business; then surround yourself with people who are 150% better at the things you are not strong at. Be brave and brutally honest with yourself,” she advised. “Business owners who bring in a General Manager then don’t let go, can destroy a business.”

She also stressed the importance of getting good advice and governance in the form of a Board, and that the Board is not good if they all agree. She encouraged the business owner to ensure the Board brought a range of skills and experience, and be prepared to be challenged.

taking your business to the next level


issues and Opportunities for Family businessesFamily owned and managed businesses are the foundation of the New Zealand economy and some are the most successful in the country.

Commitment, culture and pride in the business are typically the inherent internal strengths of a family business. Together they can produce a significant competitive edge resulting in family businesses on average achieving higher profit margins, higher return on equity, faster growth and greater resilience.

In the current business environment, we are all faced with an ever increasing rate of change, which can present both opportunities and particular challenges for the owners and managers of family businesses. The opportunity is to exploit their agility and other strengths that come from their strong family culture and value system.

a few guidelines may assist with the management of change

•Acceptchangeasinevitable.

•Donotaccept“it’sbeendonethatwaysince granddad’s day” as an excuse for not making change. When commercial reality requires change, change.

•Individuals’objectiveschangeovertime.Respect these changes and ensure they are articulated.

•Bemoreoutwardlooking.Considerusing the services of an external advisor to provide a more objective view in the planning and decision making process.

•Identifywhichissuesrelatetofamilyorpersonal matters and which to business. Regarding business issues, separate internal issues from external ones, and create the appropriate framework to deal with these separately.

•Recogniseandopenlyappreciatethat change may impact on different individuals in the organisation and in the family in different ways.

•Devoteadequatetimetothinkingaboutthe future. Remember, it’s where you’re going to spend the rest of your life.

Many family business managers make the mistake of assuming that, as the family is

involved in the business, there is free and open communication. This is unlikely to be the case and often the opposite is true.

There is often a hidden agenda covering a whole variety of potentially sensitive family issues that might generate unpleasant conflict. despite the fact that many family conflicts can be resolved if they are tackled early enough, the common unspoken understanding is to ‘let sleeping dogs lie’.

Consider your own management style. Is your communication two-way? do you really know what individual family members want? do they really feel they can tell you?

a few more guidelines may improve your communication

•Createanatmosphereforopendiscussionamong family members to identify and document the family’s objectives and core philosophies. do this before you tackle the business plan or major changes.

•Listentoeachotherandgiveeveryonea voice.

•Discuss,withthehelpofprofessionaladvisors if necessary, the different objectives and needs of individual family members.

•Goforconsensusratherthanedict.

•Makesurethefamilyunderstandsthebusiness is a commercial venture that needs to be run in a professional manner.

•Focusonobjectivesratherthanpersonalities.

•Don’taskotherstorelaymessagesforyou: speak directly to one another.

•Avoidlayingblameormakingpersonalattacks on other family members.

•Neveragreetoanythingyouhavereservations about without first voicing your concerns. Encourage other family members to do the same.

•Remember,improvingthecommunicationwithin a family business is a process and in order to make it work, you need to create the right settings for family members to express their views.

James MacQueen is a Partner in the East Tamaki office of BdO, an independent member firm of the BdO network of chartered accountants and advisors. He has a particular interest and specialisation in Family Business. For further information call James on 2720860 or email [email protected]


CRimE PREVEntiOn

IS YOUR

Plenty of hard earned cash is being spent on CCTv systems by business owners looking for additional security and peace of mind. Unfortunately, too many images captured by some systems are of such poor quality that they are useless to business owners, Police and investigators.

Before you spend any money, ask yourself whether you are getting unbiased, qualified advice on what system best suits your purpose.

Without a proper needs analysis and the development of a System Operational Requirements document, money spent on electronic equipment is potentially wasted.

There are any number of so-called security consultants who are more interested in selling their individual products; even when the products are not fit for your purpose. Poor performance issues are often not discovered until after installation has taken place and invoices are paid.

There really is a lot that can go wrong. And there can be a lot at stake too. We asked Independent Security Risk Management Consultant, Michael Pepper, for his advice.

understanding what you really need is most important!do you have a security threat, public safety issue or other vulnerability? Know exactly what you are wanting to achieve first and this will contribute to creating a robust system specification.

Apply analytic process and start by using the CCTv Operational Requirements

Manual. It was originally developed by the UK Home Office Police Scientific development Branch to provide Police and government departments with a specific methodology for the deployment of CCTv after some less-than-perfect system purchases had been made.

The manual is an excellent reference for anyone thinking of installing a video surveillance system. Full of thoughtful information, it gives buyers the opportunity to properly consider their individual situation and to specify their expectations for suppliers and installers to see.

The outcome of the process is a non-technical document that serves to justify the need for the system as well as provide for installation, commissioning, operation and maintenance.

all CCtv systems are not made equalChoosing the optimum system is not easy for the layman. There is a wide range available with an even wider range of capabilities, design quality, manufacture quality and prices. Some of it will do the job you want it to. Some of it won’t. You need the right system for your premises

Inevitably, some will opt for budget options whilst others will simply accept the sales pitch and install ‘the latest’ kit with bells and whistles which may not be needed.

don’t rely on how equipment looks either. Effective CCTv equipment must be judged on a set of technical standards applied to your application. Make sure you consider ongoing maintenance of your equipment. It’s another vitally important decision to budget for.

Quality product and quality installation go hand in hand!Even though you may have purchased good quality equipment, unfortunately that’s not the whole story.

Often there is little difference in overall system performance when poor equipment is installed well, or conversely, when good equipment is installed poorly.

To illustrate this, look at the four CCTv images at right, obtained during recent security audits.

The first two images are from a cheap, unbranded analogue camera and an unbranded digital video recorder recording at dvd resolution.

The second set of two images are from a 3-megapixel IP colour camera and network video recorder, both of a widely-used and reputable brand. The images show the respective daytime and night time views.

In both cases the clients have been left with equipment that does not meet the

fIt fOR pURpOSe ?


need; which was to observe and record daytime and night-time activity. It is clear that the cameras were set up during daylight hours with absolutely no thought given to what was going to happen after the sun went down.

In both cases, the only user information supplied was photocopies of the dvR instruction manuals. There were no as-built drawings, no equipment lists, no completed maintenance schedules and no information as to what each camera was supposed to see under what conditions.

should you use a consultant?There is little doubt that bona fide consultants adhering to the NZ Security Association (NZSA) Code of Practice for video Surveillance Systems can assist.

development of the System Operational Requirements document is essential.

The Operational Requirements process is relatively straightforward but can involve a high level of interaction with stakeholders. This can be time-consuming, especially where the client is a large organisation. In such cases, the organisation’s security manager would most likely assume responsibility. Small organisations are unlikely to have an in-house security manager and might rely on an external independent consultant.

An independent consultant has no business relationship with suppliers or installers and has no vested interest in recommending particular products; the client’s needs remain paramount.

An astute supplier or installer could apply the Operational Requirements process, however their ability to be neutral can potentially be compromised.

is your consultant, supplier or installer correctly licensed?Even though the Private Security Personnel and Private Investigators Act 2010 has been in force since April 2011, there are still problems with unlicensed providers. There are also those who may be licensed to provide one type of service but are not licensed to provide another. An easy way to check whether an individual is properly licensed for the services they provide is to inspect the Security Personnel Badge that must be worn by all individuals providing security services whilst they are at work. Anyone providing advice as a Security Consultant must have the letters ‘SC’ on the badge. Similarly, anyone working as an installer (Security Technician) must have ‘ST’ on the badge. You should search the Public Register on the Private Security Personnel Licensing Authority website before awarding any contract.

The Operational Requirements process flags the all-important management and maintenance issues in advance. In particular, it provides a high degree of assurance that your new video surveillance system has resolved your problem and has not ended up creating another one.

Camera 1: day Camera 1: Night

Camera 2: day Camera 2: Night

CCTv Operational Requirements Manual mapdsecurity.com go to the ‘or manual’ section

NZSA Code of Practice security.org.nz

Public Register on the Private Security Personnel Licensing Authority https://forms.justice.govt.nz/search/PSPla/

Michael Pepper is the Managing Director of MAP Datum Limited, an independent security risk management consultancy based in Auckland. MAP Datum Ltd is a member of the New Zealand Security Association and is licensed under the Private Security Personnel and Private Investigators Act 2010 (Licence No.11-000013).

Michael holds an MSc in Security Management from the University of Leicester. He also holds the Certified Protection Professional (CPP) and Physical Security Professional (PSP) certifications from ASIS International. He is a former Chair of the ASIS New Zealand Chapter and a former ASIS Regional Vice President for Region 15A. He is currently a board member of the Security Professionals Registry (Australasia) and is an auditor appointed by NZSA.


aMEti Project UPDatE

tRanSPORtPanmure to PakurangaWork on Stage One of AMETI is now in its final year. Further design work is getting underway for Stage Two which includes:

•UpgradingPanmureroundabouttoasignalised intersection to remove a major congestion point and improve safety for cyclists and pedestrians;

•Creatingabuswaywithlanesseparatefrom general traffic from Panmure Station to Pakuranga town centre to make public transport quicker;

•APakurangatowncentrebusstation;

•Completingabout7kmofnewcyclingpaths and 6km of footpaths, including new paths linking Panmure and Pakuranga along Lagoon drive and Pakuranga Road;

•NewPanmureBridgenexttotheexistingone for buses, cyclists and pedestrians;

•TheReevesRoadflyover,adirectlinkfrom Pakuranga Road to Waipuna Bridge above part of Reeves Road and the current Ti Rakau drive intersection.

Auckland Transport is aiming to apply for Notice of Requirements in late 2014, which

will be followed by public submissions and heard by independent commissioners in 2015. The aim is to begin construction in 2016.

Pakuranga to botany

Between Pakuranga and Botany town centres, the second section of the South Eastern Busway will be in the centre of Ti Rakau drive. Bus stops will be at intersections with traffic lights to ensure safety of passengers walking to and from the stops.

Road widening is required on Ti Rakau drive. The majority of affected property owners have been contacted by Auckland Transport.

Auckland Transport intends to apply for a Notice of Requirement for the Pakuranga to Botany section of AMETI in late 2014 or early 2015. GETBA will make a submission at that time.

If you are an affected property owner in the GETBA Ti Rakau drive area and have any issues, contact GETBA General Manager, Jane Tongatule on 09 273 6274

at.govt.nz/projects-roadworks/ameti

The urban busway between Panmure Station, Pakuranga and Botany is designed to improve transport choices in the area, enabling people to catch a quick bus from the eastern suburbs and change to a train at Panmure.


Nautech Electronics recently celebrated their 25th Anniversary, joined by a crowd of loyal customers and suppliers whose relationships have ensured Nautech’s growth throughout the years.

Inspired by a shared love of sailing and knowledge of electronics technologies, Nautech Electronics was created in 1989 by current Managing director Andrew Turner and his wife Alison Turner, HR director.

While Nautech Electronics started out servicing and selling marine electronics, the company has made a name for itself in many other electronics industries, and is perhaps most well-known for the number of Police vehicles often displayed prominently outside its premises on Cryers Road. Emergency services electronics, including entire fleet installations, is now a significant industry for Nautech, with the company since gaining the majority of the market share in both New Zealand and Australia. Nautech has also expanded into the ‘amber market’, the different types of service vehicles. The company prides itself on introducing a second side to its business, quality contract electronics manufacturing. “We contract manufacture other people’s products for them. That’s the bigger side of what we do,” says Andrew.

Nautech Electronics also has an office in Brisbane, Australia, set up six years ago and half-owned and managed by Andrew Holden, who was also a founding partner when Nautech was first started. Nautech Australia is responsible for international sales and marketing of Nautech and Alitrax products.

What has been their secret to maintaining a sustainable business over these years and overcoming challenges including volatile economies and harsh exporter conditions?

Andrew says that providing quality, often niche products, and ensuring the retention of intellectual property are critical to his business’ success.

He believes New Zealand businesses should take these steps to create a competitive advantage and protect themselves against larger economies like China. “Quality is key. All our customers want a quality product, and they might want only 100 units a month. China is great for high volume consumer products, but New Zealand is very good at building quality niche products.”

“Retaining intellectual property is another big one for customers. We’ve seen customers make product here for years and then they’ve taken it to China and it’s copied within 24 hours and ruined their market. We’ve seen it happen a few times.”

Many of Nautech’s products are much more advanced in terms of innovation and user simplicity than similar products used around the world. The NauBus network system installed by Nautech in New Zealand Police vehicles is ‘years ahead’ of what is used in the US and even most parts of Australia.

“We run a CANbus network in the vehicle between all of our electronics so they’re all talking to each other and we integrate into the vehicle’s CANbus as well. A good example is the light bar. It automatically

nautech Electronics

CElEbRatinG 25 yEars

OF innOVatiOn

dims when the LEd’s are too bright in low light conditions and when we know when the vehicle is in park we can stop flashing the headlights. depending on the situation, we automatically put the light bar into intersection mode for greater visibility. It’s not just a flashing light on the roof anymore. The controls on the steering wheel also operate lights, siren functions and the police radio, so it’s all hands-free when they’re in a pursuit.”

However, Nautech’s most recent success story is their new Alitrax race lights system. This system began as start lights for motor racing circuits, to replace old traffic lights. It has now expanded to include automating all circuit controls, as well as electronic flag point lights.

Andrew explains the advantages of Alitrax’s innovative features. “It’s safer for the marshals. Safety is one of the key things. But they’re also a lot more visible. It’s automated. It logs everything so there is no argument. There’s more and more systems that integrate with it, like the lap timing system, so we can start the races, control the timing, and get feedback on what’s happening around the circuit.”

The Alitrax system was designed to meet a key challenge and fill a noticeable gap in the needs of a niche market, but was also inspired by another of Andrew’s passions, motor racing. “I worked as a rescue marshal for 10+ years and as a race car driver I’ve seen both sides.”

The Alitrax system is in use at all of New Zealand’s eight motor racing circuits, as well as in some parts of Australia and America, with many of the circuits now in the process of upgrading to the latest fully-integrated system. Export sales are steadily increasing with interest now from around the world.


It is commonly accepted across all stakeholder groups interested in this issue that there needs to be a focus on building employability skills. Employers often state that young people are not work ready, and young people spoken to by COMET Auckland in recent research* acknowledge they need preparation for the reality of work.

The COMET Auckland research also pointed to the usefulness of a clear framework of employability skills so everyone knows what they are trying to develop, and for a systematic approach to employability that connects schools, tertiary providers, mentoring and youth development organisations, employers and families.

Other findings included the need for more real world learning experiences – on and off job, clearer pathways into entry level jobs, and support systems to break the catch 22 – no experience:no job, no job:no experience.

There is some great work being done in connecting young people to work by a number of different organisations in Auckland including schools’ Gateway programmes, New Zealand defence Limited Service volunteer programme, Auckland Chamber of Commerce-sponsored Cadet Max pre-employment service, Auckland Council’s Youth Connections programme, and Manukau Institute of Technology’s Tertiary High School, partnered internship and cadetship programmes, Logistics Youth Guarantee Network, and programme with employment focused C-Me Mentoring Foundation Trust.

The Trust takes 70 students from local schools into MIT one day a week for trades training towards an engineering qualification. The Trades at School programme provides pastoral care and ongoing support for the students, and liaises with the schools, families, churches and with employers for work experience and progression into employment, including local East Tamaki companies.

The Youth Connections programme also has a local connection. After hearing Sir Stephen Tindall speak about Youth Connections at a GETBA Breakfast, East Tamaki’s MiTek NZ Ltd gave young 18 year old Israel Aumua a chance at employment (story on next page). In April 2014, Mayor Len Brown pledged $3 million for Youth Connections over the next three years from supportive Local Boards and the Auckland Council. The Tindall Foundation announced additional funding of $1.85 million over the same period to continue support for the programme.

“We are delighted to be further supporting Youth Connections because we can see it really works,” Sir Stephen said. “It’s fantastic that more than 500 young people are now employed thanks to this programme. We are investing in the future of Auckland’s young people and in the social and economic development of the region.”

Sir Stephen also said that from his many years in business he knows how important young people are to the workforce: “In an ever-increasing technological world, tech-savvy and productive young people are

In an earlier edition, we raised the issue of high youth unemployment and the economic and social cost of having a significant number of young people not in education, employment or training (NEET - 27,200 young Aucklanders aged 15-24 in March 2013). This group is likely to have lower education achievement than their peers, and more than half are Pacific Islanders (27%) and Maori (36%).

iMProving job ProsPECtsFOR yOUnG PEOPlE

a real asset to any business. The current workforce is aging and employers need to think about how they will replace their retiring workers. We have a large pool of talented young people and for our future business success we as employers need to be capturing and nurturing that talent.”

The Tindall Foundation has also been instrumental in bringing together a number of local schools and tertiary institutions with the Counties Manukau district Health Board in an initiative designed to provide a pipeline of home grown employees instead of recruiting from overseas. The dHB’s aim was to reflect the region’s population in its workforce because research has shown that if your workforce reflects the people you serve, you get better health outcomes. The programme starts at Year 9 with groups of school students and their parents visiting the hospital to see the range of work that is done there and what sorts of jobs are possible. This is done at an early stage so that there is time for students to select appropriate subject choices before it is too late. This year 450 young people from a range of schools and tertiary institutions are guaranteed health related jobs with the dHB.

There are opportunities for employers to get involved in providing work experience for young people. If you would like to give a young person a chance contact GETBA General Manager, Jane Tongatule on 09 273 6274.

*Enhancing Youth Employability to support economic growth in Auckland; a discussion document, November 2013


Israel Aumua and Geoff Luxmoore, Manufacturing ManagerPhoto: New Zealand Herald

If you too, would like to give a young person a chance at employment, or to discuss what’s involved, please contact Theresa Roreson on (09) 261 8861 or [email protected]

For more information on Youth Connections go to

youthconnections.co.nz

GIvING YOUTH A START IN THE WORKPLACE pays off

After hearing Sir Stephen Tindall speak about the Youth Connections programme at a GETBA Breakfast in June 2013, MiTek NZ Ltd Managing Director Richard Poole contacted ‘youth connector’ Theresa Roreson to offer a young person a position in the MiTek warehouse. Theresa visited the site that afternoon and matched the job with then 18 year-old Israel Aumua.

A year later and MiTek Manufacturing Manager Geoff Luxmoore says giving young Israel a chance at employment has paid off. “He is a good worker and has had a good attitude from the start,” he said.

The Youth Connections programme has the benefit of a school leaver tracking system and wrap around services that support the young person. In Israel’s case, Theresa arranged for him to be mentored by former Commonwealth Games swimmer and Outrageous Fortune star Kirk Torrance, who mentors young people who have been through a two-week pre-employment course run by the Auckland Chamber of Commerce, Cadet Max.

It was a somewhat circuitous route for Israel to ultimately connect with this opportunity. When he left Otahuhu College with NCEA Level 3, he had no luck finding work despite applying for many jobs. For years he helped his parents run a fruit stall at the Mangere market so he was used to getting up early and he was keen to work. His cousins told him about the Cadet Max course, but he had to go on a benefit to join it, and Work and Income had turned him down because he lived at home with his parents. He had to go and live with his cousin to go on a benefit. It still took a chance meeting in a doctor’s surgery referring him to Best Training, who in turn referred him on to Theresa. This was his lucky day – the same day MiTek made the warehouse job offer and the life-changing connection for Israel was made.


Envirowaste Services Ltd (ESL) recently applied to Auckland Council for a resource consent to deposit approximately 1.5 million cubic metres of imported fill on the site until 30 June 2015. This is to increase the height of the landform and enable rehabilitation of the site.

In August 2012, Boffa Miskell prepared a preliminary open space concept for rehabilitation of the landfill for ESL and this accompanied the consent application. While this concept is illustrative only it does depict what could be achieved with the additional fill.

GETBA made a submission supporting in principle the application for land use consent to enable rehabilitation of the site. Such an open space concept would mean the site

would become an attractive recreational asset for the businesses and employees in the area, as opposed to a large inaccessible unmaintained grassed area.

We did however raise concerns as to any effects of operational activities relating to the importation of additional fill, particularly traffic, noise and air discharge upon neighbouring properties on Smales and Harris Roads and Greenmount drive.

Getba submitted an objection raising seven points that need to be fully and adequately addressed:

1. That any shading effect is negligible.

2. That the views for neighbours and surrounding properties (even from a distance such as Point view drive) are not disadvantaged.

3. That the proposal for an open space concept to be used for the benefit of the public and local businesses and employees, is committed or cemented into place.

4. That any final proposed open space is described in detail with detailed contour maps and diagrams.

5. That the $3 million is additional to infrastructure and existing works already undertaken or in place.

6. That the $3 million is held by bond or collected by truck movement levies or some other means that does not leave the ratepayer paying for future rehabilitation.

7. A fixed timetable for the finalisation of the open space rehabilitated land.

While such an attractive open space concept with good pedestrian linkages to the surrounding business environment is desirable, securing adequate funding for the full development, and then a commitment for on-going maintenance is crucial so that it doesn’t become a burden on ratepayers.

+ Business and Commercial+ Property+ Litigation, Mediation & Intellectual Property+ Trusts and Asset Management+ Family and Matrimonial+ Employment+ Immigration+ Wills and Estates

Wynyard WoodHighbrook Business ParkP 09 969 0126E [email protected]

wynyardwood.co.nzHIGHBROOK | AUCKLAND | WARKWORTH

Greenmount landfilluPdatE

Preliminary Concept Plan from Application for Land Use Consent


Airport

PROPERty UPDatE

auckland industrial vacancy falls as leasing market picks upA strong economic backdrop has seen business confidence surging over recent months. New Zealand’s GdP grew by 2.6% in the year to September 2013 while the Auckland region registered growth of 2.8% over the same period according to Statistics New Zealand and Auckland Council.

Business confidence is sitting at its highest level since 1999, according to the latest ANZ survey, while the manufacturing sector registered the highest confidence in 15 years.

The impact of the improved economic drivers on the industrial sector is well illustrated by the results of Bayleys Research’s latest industrial vacancy survey which has seen the vacancy within Auckland’s leading industrial precincts falling from 5.5% to 3.8%.

In the region’s largest precinct, East Tamaki vacancy has fallen to below 4%. The tightening of supply is particularly acute in the 400m2 to 800m2 range in which less than 10 vacant units were recorded within the survey area, which covers approximately 1,000,000m2, at the date of the vacancy survey.

PRecinct 2013 2014

Airport 6.0% 4.5%

Wiri 4.9% 5.0%

Penrose 4.1% 2.6%

Mt Wellington 5.9% 3.8%

Rosebank Road 5.0% 1.5%

East Tamaki 5.9% 3.7%

Albany Bassin 5.4% 4.4%

auckland 5.5% 3.8%

The results reflect a strong year in the industrial leasing markets. Tenants have competed with owner occupiers to secure premises as businesses have moved into expansion mode at a time when the next development phase, hindered by a shortage of land, has yet to gather full momentum.

The limited supply of vacant space reflected by the latest survey results illustrates why rental levels have risen over the last year. Landlords have also been able to secure longer leasing terms as firms look to secure their position in the increasingly competitive environment.

The rise in rental values has been particularly pronounced at the higher end of the quality scale with high stud, clear span warehouses attracting the highest rents, due to their greater cubic capacity and lower cost per pallet position.

The development sector has begun to react, however it is hindered by both a lack of available industrially zoned land and the values which such land now commands. Recent months has seen land values climbing sharply.

Land values in leading precincts such as the Airport Corridor and East Tamaki have now exceeded their pre GFC peaks, making speculative industrial development financially unviable. By way of example, an 8,900m2 development site in Pavillion drive in the airport corridor precinct recently sold at a price equating to $345/m2. A comparable land holding sold approximately 18 months ago at approximately $315/m2 and agency opinion is that immediately pre-GFC such land would have commanded a value of $250-$270m2.

6%

5%

4%

3%

2%

1%

0%

Wiri Penrose Mt Wellington Rosebank Rd East Tamaki Albany Bassin auckland

In the region’s largest precinct, East Tamaki vacancy has fallen to below 4%.

aucKland induStRial vacancy RateS *

vaca

ncy

rate

vacancy RateS by PRecinct 2013 vs 2014 * *Source: Bayleys Research


•Additionalfacilitiesareunderwayforexisting customers Steel & Tube and viridian as well as a new warehouse for Ford.

•Metroglass,anewcustomertoHighbrook, has a 16,500 sqm building in construction on the Northern Peninsula of Highbrook.

•Goodmanhasredevelopedanexistingwarehouse on Business Parade South to provide a 2,800 sqm facility for new Highbrook customer Pelikan Artline.

•Availableforleasefrommid-2014isabrand new warehouse with office providing 6,700 sqm of space at 38 Business Parade North (photo opposite).

highbrookdevelopmentsGoodman is pleased to report on the progress of new developments at Highbrook.

Please contact Portfolio Manager Jarrod MacGregor on 021 452 895 if you are interested in leasing this space

38 Business Parade North

GROWTHwith a new approach to business

Take

CHARGE

YOUR LEAN AND BUSINESS GROWTH PROFESSIONALS

P: NZ 0800 112 251 E: [email protected] W: www.lmac.co.nz

• Are you getting the freedom you want?• Are you making the money you need?• Are you looking for ways to improve?

Contact me for a free business diagnostic.

Are you getting what you want from your business?

ARMSTRONGBusiness Success Programme

THEXTON PAUL WATSON Thexton Armstrong

Business Success Partner 021 963 616

[email protected] · www.thextonarmstrong.co.nz/watson

OUR ASSOCIATE MEMBERS More than 50 businesses from outside the East Tamaki precinct have chosen to join GETBA as Associate Members. Here are three of them:

If you are an associate member of GETBA and want your ad here, email [email protected] or phone us on 09 273 6274.

getba.org.nz

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