Issue 158

update

2014 A watershed year for the rebuild A look to the future Christchurch, 4 September 2030 Canterbury job market The new paradigm Arresting the churn How to become an employer of choice Exporting shows great strides Highlights of 2013 and what to expect in 2014

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Page 4-7 Business Opinion

Pages 8-12 Feature

Pages 13-23 General Business

Pages 24, 29-31 Your People

Pages 25-28 Events and Training

Pages 32-33 Health and Safety

Pages 34-35 Sales and Marketing

Pages 36-39 Export and Import

Pages 40-41 Arts and Culture

Pages 42-46 Member Profiles

Pages 47-50 New Members

2014: a Watershed year for the rebuild

FEATurE PAGES 8-12

38Exporting – showing great strides and future growth Highlights of 2013 and what to expect in 2014. Pages 38-39

42OfficeMax evolves and excels in competitive market Following the Canterbury earthquakes, OfficeMax leads the way by catering to the growing regional demand for complete office fit-outs. Page 42

46Strong local growth leads to investment in region US-based company Cla-Val has invested further in its Christchurch operations with a purpose-built sales and manufacturing facility in Woolston. Page 46

44Flight simulator company soars to new heights From humble beginnings, Pacific Simulators has grown to become a world leader in flight simulation entertainment. Page 44

40Street art makes its mark Canterbury Museum’s summer blockbuster exhibition is the largest, and possibly most controversial, ever held. Pages 40-41

34Arresting the churn How to become an employer of choice. Pages 34-35

82014: A watershed year for the rebuild We look at the progress to date of the rebuild and the forecasts of the major players for a new stage of development for 2014. Pages 8-12

24Canterbury job market: the new paradigm A market update – and how to make the most out of a tight labour market. Page 24

22New Zealand Health Innovation Hub How the Hub works and the benefits for the Canterbury region. Page 22

4A look to the future: Christchurch, 4 September 2030 CECC chief executive Peter Townsend looks into the crystal ball Page 4

cEo comment

4Update March 2014

For the last 20 years, Christchurch has been recreating itself and – after a slow start and expected frustrations and upheavals in a post-earthquake environment – the city has its act together. It is strongly led by a unitary authority that proclaims strong values of being family friendly, business friendly, environmentally friendly, and is an organisation that faces its community with transparency and is accountable. Local Government, Central Government and the community have all worked towards agreed common objectives since 2014 and it shows.

Christchurch City is an exemplar of participatory democracy,

innovation and creativity, and the engine room of the South

Island. The city’s independency with its region is compelling

and, as the capital of the South Island, its offerings in the

areas of education, research and development, interaction with

its rural base, and its prowess in sporting infrastructure and

sporting achievement, are unprecedented nationwide.

The recreational amenities developed on the east side of the city, including the international rowing course and multi-water sport centre, have attracted international attention. In the central city, the key projects are complete. We have a tightly bound high street shopping precinct subtended by a rapidly decreasing frame, as continuing pressure on land within the frame necessitates expansion.

There was some doubt that we would achieve the objective of 20,000 people living inside the four avenues by 2030. However, through coordinated planning and person- centric central city development, this has been achieved. The central city is a completely different prospect to what it was prior to 2010. People enjoy a carefully planned and integrated offering of retail, hospitality, service industries, accommodation and entertainment.

Christchurch is recognised as a centre of excellence:

• For science, with the new World Science Centre and the Crown Research Institute cluster

• For education, with the integration of our tertiary offerings

• As the gateway to the most significant tourism offerings, including as a wine capital of the world

• For its integration with the offerings of Antarctica, which have grown markedly. We now irrefutably operate as the world gateway to the Antarctic continent.

We have become recognised worldwide as a ‘sensing city’, measuring all of the inputs and outputs that occur from day to day in our central city. In particular, we are now recognised as the most resilient city in the world, with future-proofed infrastructure, environmental sensitivity and sustainability, and social constructs that are the envy of the rest of the world.

The population of greater Christchurch has grown markedly, as people from throughout New Zealand and around the rest of the world appreciate what we have on offer. This is a city to enjoy life and to develop a wide variety of unequalled career possibilities. The myth of population decline as the reconstruction of the city has wound down has been dispelled. The ongoing economic activity generated from the construction, and the recognition of the complete independency between Christchurch City and the rural community, has meant continued and unprecedented sustainable economic growth. In the mid-2010s, we got the recipe right and now, in 2030, it shows.

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

A look to the future: Christchurch, 4 September 2030The flowers on the wreaths at the riverside memorial are moving gently in a light nor’easter and the flames of the memorial beeswax candles, that are lit every year at this time, are burning brightly. The memorial faces the river, which is now a truly beautiful park linking Hagley Park, the wetland wilderness to the east of Christchurch, and the city.

Business opinion

5

This approach is with good reason: there are plenty of signs out there now that 2014 will mark the start of the ‘real rebuild’ – the foundation for which has been laid by the last three years of recovery, deconstruction and horizontal infrastructure development. Just looking at the city’s skyline is cause for encouragement. The cranes you see now are no longer focused on the tricky business of demolition but actually mark the start of some of the significant inner city construction projects.

Our own move to the inner city is not that far away, with Westpac’s new building on The Terrace due to start in the second half of this year. In doing so, we’ve chosen to move our entire team back to the inner city as our way of adding momentum to the regeneration of the CBD. Other businesses are doing the same, with the Government in particular showing real leadership in its establishment of a number of significant sites around the city. Ultimately, by bolstering the number of office workers creating demand for products and services from inner city businesses, we’ll all contribute to the critical mass this project requires.

Good news is also becoming more prevalent from the suburbs,

as insurers begin to make major inroads into the settlement

of outstanding claims. New building is taking off across the

city, with not only consents but also construction taking place

in many new residential developments.

Of course, the new pace of development will not be without its challenges. Even if it doesn’t reach crisis levels, the demand for skills – especially in the construction sector – will be acute. As the region looks to manage our city’s redevelopment, the effect of growth around the country will make competition for resources and human capital more pronounced. And with offshore markets beginning to pick up, we may not find as ready a source of workers available in the international market. But ultimately, after three years of facing challenges at a level few have ever experienced, these are not bad problems to have.

To cope though, what we will need is a shift in mind-set. Positivity is one thing, but to maximise the opportunities of the rebuild and resurgence of our city, we also need careful and rigorous planning. The emergency has passed, but the urgency has remained. To maintain the pace and the progress will take the efforts of the whole community, working together.

Looking back over the past three years, it’s also impossible not to be proud of what we have achieved. And to be excited about the opportunity we have not just to rebuild the fabric, but the spirit of our city.

Gina Dellabarca Regional Manager South Island Business Banking gina_dellabarca@westpac.co.nz

It might be the effect of the summer sunshine, or just the opportunity to have taken a break and recharge, but it seems the business community is definitely gearing up for the rebuild with renewed positivity and vigour this year.

Preparing to turn the corner

Business opinion

6Update March 2014

The most obvious is in the political arena. BusinessNZ meets often with MPs from all parties and works with Ministers on a number of issues. 2014, being election year, will be busy, as business will want to ensure all parties understand the need for policies that foster growth and development. We have an ongoing programme of contact with relevant politicians contesting this year’s election.

Working with officials is an important part of advocacy too. Government agencies are keen to assist with the vision of a more enterprising New Zealand, and much improvement to business regulation can be achieved through advocacy with officials and others.

Some advocacy is with business itself, often where companies with specific interests can get involved in working projects aimed at improving tax, resource management regulation and other issues affecting New Zealand business. Current projects seek improvement in manufacturing outputs, workplace skill levels, health and safety, business sustainability, corporate law and other areas.

We’re also working with Transparency International in encouraging New Zealand businesses to become more formalised and professional in handling corruption policy matters, particularly if exporting to countries that might be more corrupt than New Zealand. A set of best practice guidelines is being developed by BusinessNZ with partners Chapman Tripp, Deloitte and the Institutes of Directors and Chartered Accountants.

A lot of our focus is on exporting, since New Zealand’s prosperity depends primarily on our success in overseas connections and selling our products and services in overseas markets.

BusinessNZ facilitated the recent Australia New Zealand Leadership Forum attended by major businesses and politicians from both sides of the Tasman. This project helps Australian and New Zealand businesses work together in trading with other countries in the profitable Asia Pacific region.

Trans-Tasman advocacy by the BusinessNZ family and ExportNZ is paying off in a number of ways. This year Australia will be hosting the G20, the meeting of the world’s 20 largest economies, and has asked BusinessNZ to contribute to its agenda for business. Being a part of the deliberations of the globe’s largest companies is a significant coup for New Zealand business.

New Zealand is already well connected internationally, as a

result of work over long periods with employer organisations

in other parts of the globe. BusinessNZ contributes to the

work of the ILO, the International Organisation of Employers

and other international groups.

A significant one is BIAC, the Business and Industry Advisory Committee to the OECD. The OECD grouping of the world’s developed economies receives advice from BIAC on policy issues that affect enterprise worldwide.

In the lobby: Advocacy for business for a successful New ZealandAdvocating for enterprise means talking with a wide range of people. Support for a more successful New Zealand – a competitive place where enterprise can flourish and create jobs and prosperity – can be found in many places.

Business opinion

7

Recently, I was elected Chair of BIAC, a position that affords New Zealand a significant voice at the OECD, and allows the country to take the lead on some important business issues. New Zealanders are engaged in a number of BIAC working groups, including banking, agriculture, employment, labour, energy and social affairs, and we have the opportunity to put more New Zealanders into this work so our influence can be greater.

At home, a key goal for this year is to ensure that business success is high on the agenda for political debate. As the election approaches, we will want to ensure that all parties understand the importance of a supportive environment for New Zealand businesses.

This debate will happen at public meetings, in media, and online. Material to inform the debate on current business issues can be found on BusinessNZ’s new website businessnz.org.nz.

It is my hope that many people in business will get involved directly in the debate this election year to support advocacy for a more successful New Zealand.

Phil O’reilly Chief Executive BusinessNZ businessnz.org.nz

feature

8Update March 2014

feature

for many cantabrians, their perception of the rebuild is that the bulk of the project is still very much in the future. however, progress over the last 12 months, and a significant ramping up of activity planned for 2014, will see the rebuild peak over the next 24 months – transforming the city and the local economy.

2014: a Watershed year for the rebuild

feature

9

At the start of 2013, the minister for canterbury Earthquake recovery gerry Brownlee announced the renaming of the christchurch central city red zone as the ‘rebuild zone’. At the beginning of the new year, that is now more evident than ever, says cErA chief executive roger sutton.

“I can look out of my office window and count around 20 cranes in action and the majority of those are working on new builds. And that is just one small area of the city, so that gives a clear indication of the amount of work that is underway.”

The director of CErA’s Christchurch Central Development unit, Warwick Isaacs, agrees. He says progress is evident in every corner of the central city where numerous commercial builds are underway or complete; but not all progress is visible.

He says a great deal was achieved in 2013 in the recovery of the central city. “Pivotal to that was the June signing of the cost-sharing agreement in which the Crown and Christchurch City Council agreed to the allocation of recovery costs. We are talking about an investment of $2.9 billion from the Crown and $1.9 billion from Christchurch City Council for the anchor projects in the Christchurch Central recovery Plan, and the repair and replacement of the city’s essential horizontal infrastructure.

“The significance of that agreement can’t be overstated. It provided certainty as to who was going to pay for and lead vital projects. It’s the launching pad from which all parties in the recovery including the general community and the business sector can now take off from,” says Warwick.

By the middle of December, agreements were in place for the acquisition of 60.5% of land area designated for anchor projects. In 2014, significant steps will be undertaken to get several key projects underway.

Prospective operators and construction companies have until March to provide proposals to the CCDU for the Convention Centre Precinct, after which the successful companies will be able to start on master planning and design for the facility. The aim is to have the site completely cleared by August, ready for construction works to begin.

Work on the Bus Interchange is expected to get underway in the second quarter of 2014. Main construction will begin by the third quarter of the year with the potential for hotel, residential accommodation, retail, food and beverage, and entertainment and leisure facilities, to be included in the final development.

The East and North Frame provides the opportunity for people to live within a new residential community located in the heart of the city. Construction will begin for some areas near the end of 2014. The world’s largest family playground, new transport links, rebuilt infrastructure, and public spaces will all be provided within an 11.7 hectare area adjacent to Te Papa O-ta-karo/Avon River Precinct. At least 700 dwellings housing more than 1,500 occupants in a mix of townhouses and apartments are planned, with a raft of public areas in between.

The design consultants for the Metro Sports Facility will be getting their master plan underway early in the year, working in conjunction with the business case that is currently in development. That team includes architects Warren and Mahoney, Peddle Thorpe Melbourne and Boffa Miskell, along with engineers, Beca.

progress on Anchor projects

feature

10Update March 2014

feature

11

A vibrant commercial sectorOutside of the CBD, several key developments have stood out over the last 18 months as visible signs of a city beginning to rise again. In Victoria Street, Countrywide Property Trust has undertaken an ambitious programme to redevelop much of the iconic precinct. Director, Richard Diver says the company saw the street as an opportunity to provide significant new commercial development ahead of the central city.

“You could just see with the cordons and the quantity of buildings that need to come down it was going to take an age to get back together. So that was the point where I teamed up with Mike Sullivan, owner of Clearwater Construction, and we started Countrywide Property,” says Richard.

“We made a conscious decision to buy up as much land as

we could get in this stretch and power ahead to get the street

compete before anything else had started. I think we’ve

achieved that pretty well.”

The company currently has nine projects in various stages of completion valued in excess of $100 million. Demand for his new properties has been very strong, with a number of the city’s leading legal practices taking up tenancies in the street, alongside several notable restaurateurs. Richard believes the new tenancies, which will bring up to 4000 workers into the area, will support further growth in the precinct, particularly for boutique retail.

Although commercial property has been the company’s focus to date, Richard believes the residential market will also grow strongly in the coming years, particularly with the influx of professionals coming in to support the rebuild. “If you can buy an apartment with one parking space and leave your car and walk to work, inner city residential will have a good chance of success.”

Richard says the range of projects coming on-stream at once is going to create more pressure on resources for the industry – especially in terms of the labour force. But if well managed, the process will have positive effects for the city.

“We want to get some form of stability into the market. You don’t want the peaks and troughs. The more big projects we get going mean we are going to need more labour. If we are bringing more labour in, we are going to need to accommodate them. We are going to need more housing – and the whole industry to support that – everything is going to be in high demand. So it should have quite a good flow on effect.”

In terms of his own progress, Richard says the company is happy to be ahead of the game. “In many areas, we’ve been the first ones off the block. We had the first building to be demolished after the first quake; the first new building after the first quake; we’re the first ones to have a multi-storey building completed within the four avenues after the first quake; we had the first tower crane in the city putting up a building rather than pulling one down; we had the tallest building constructed in the city after the quakes.

“We’ve not done any of those just to be first – it is just a by-product of our willingness and eagerness to get things moving.”

feature

12Update March 2014

A long-term opportunity Getting the rebuild moving now – and ensuring those opportunities are delivered to the city and the region over the long-term – is one of the focuses of the Canterbury Development Corporation (CDC).

CDC is the economic development agency for the city. 100% owned by Christchurch City Council (CCC), it works as an advisor to most of the major public and private sector organisations in the rebuild while maintaining a neutral status.

Chief executive Tom Hooper says it’s important to think about the long-term economy when the rebuild is finished.

“The really positive thing that is emerging at the moment is that the underlying economy of Christchurch outside of the rebuild is doing quite well,” says Tom. “The rural sector clearly is going very well. The manufacturing sector has shown incredible resilience and actually has some very good export growth in it. And the education sector has shown strong signs of rebounding in recent times.

“There are some risks to that underlying economy that the rebuild actually creates. And one of those risks is around workforce. If you look at the city’s unemployment, we’re down to 4% unemployment – that’s pretty low – and it’s difficult to get it much lower than that. But we haven’t hit the peak of the rebuild yet – not even close to it.

“At that point we will start to see upwards pressure on wages, unless we can get in temporary labour from outside the region to complete the rebuild work. Migration is an absolute necessity. We don’t want to create a region of just purely rebuild economy.”

Tom says the city should be prepared to have a portion of the

workforce that come here for the rebuild leave at the end of

it because the underlying economy won’t stand having that

many workers in the construction sector into the long term.

“One of the key points, however, is that if we are going to have increased migration, we are going to have increased population in the city – at the same time as there is already an apparent shortage of housing.”

That demand brings some long-term risk, as well as short-term pressure. “We are going to temporarily have a higher requirement for housing in the city than we will do in the long-term. Which could mean we’re going to over-build what we need into the long term.”

Overall, though, Tom believes these are all good problems to have, reflecting the opportunities of the rebuild and the underlying strength of the regional economy.

“Christchurch city is 70% of the region’s GDP normally. We lost our entire CBD, we lost the international education market, we lost the tourism market, we lost the hospitality and entertainment sectors,” says Tom. “And yet, today, GDP is above the level it was at before the earthquake.

“There are two reasons for that: one, actually the rebuild and the recovery has been successful but perhaps more importantly than that, the rural economy has gone gangbusters and ensured that local industry has continued to have a market.”

Those benefits, Tom believes, will support the region’s growth for years to come.

“I think when we started everyone thought the rebuild was a bell curve, and now I think it is a plateau. Given that there have been some delays, and given that we’ve become more aware of the enormity of the task, the peak will be slightly lower than first thought – but it will last much longer.”

Overall though, he says the local community can be confident of success. “Our view is that it’s not whether it will be successful or not, it’s just how successful it will be,” says Tom.

“Kiwis can be pretty tough on ourselves. The international disaster recovery experts that come here, say ‘you guys are doing a really good job’. They would have expected significantly worse impacts economically than we’ve had. Our rebuild efforts are not perfect; there are things that can be improved, but if you compare us to other regions that have suffered natural disasters of this type of magnitude, we are actually going pretty well.”

EnDs

general Business

13

Not only does the survey show New Zealand business confidence levels are nearly three times higher than Australia’s, at 64% compared with 23%, but in other key areas such as employment, profitability and exporting our neighbours across the ditch also lag well behind. Of the 45 countries surveyed, New Zealand ranks sixth in confidence at 64%, behind Philippines (96%), United Arab Emirates (84%), Denmark (76%), United Kingdom (76%) and Peru (74%). Australia is in 26th position with 23%.

Grant Thornton New Zealand partner Simon Carey said that according to Statistics New Zealand, the seasonally adjusted net loss of 1,100 migrants to Australia in August 2013 was the smallest net loss since November 2009 (also 1,100). “Net losses to Australia have fallen consistently since December 2012 (3,300), mainly due to fewer New Zealand citizens moving to Australia. These figures are reflected in the widening gap in business confidence between the two countries. New Zealand was also ahead of Australia in intentions to employ, 42% and 9th in the world, compared with 21% and 23rd.”

New Zealand’s third quarter figures grew in strength against

the rest of the world, particularly in profitability where it

ranked third in the world – Australia ranked 23rd. In a poll

of economic uncertainty, New Zealand is ranked at the bottom

of the table (14%) reflecting that our business owners are the

most certain in the world about the economic horizon, with

Australia at 42% and in 20th position.

“While New Zealanders are continually looking to trump Australia in most things, a strong Australian economy is actually good for New Zealand. Yes, it does increase the level of net migration out of New Zealand, but Australia remains our biggest trading partner, albeit just ahead of China, and any strength in their economy flows through to New Zealand.”

South Island firms are more optimistic about the country’s economic outlook over the next twelve months (74%) than their North Island counterparts (69%). These optimism figures are supported throughout the survey with South Island firms expecting to generate a greater increase in selling prices than North Island companies (48% to 37%), employ more staff (42% to 32%), invest in plant and machinery (55% to 51%) and pay higher wages, with 85% of South Island businesses looking to increase salaries in line with or above inflation compared with 82% for the North Island.

“The massive rebuild of Christchurch will only really kick off this year. Couple this with an anticipated dairy boom in the South Island, underpinned by giant irrigation projects such as Central Plains Water in Canterbury and the proposed Hunter Downs in South Canterbury, and it’s likely optimism will remain strong for several years. But the lack of skilled workers will be a handbrake, both for the South and North Island. Fifty percent of businesses cite the continued lack of skilled workers as a worry, which is an increase of almost 50% in one quarter and the fourth highest ranking in the survey.”

23% of South Island businesses indicated that the skill shortage was a major constraint, compared with only 5% for the North Island. “The biggest concern is that this skill shortage is only likely to get worse in 2014. With construction in Auckland and Christchurch expected to accelerate, alongside other favourable trading conditions, some economists are predicting the economy to grow by 4% in 2014. Couple this with the fact that the Australian economy is starting to pick up again, and we can see even more pressure mounting on our skill shortage.”

New Zealand soaring ahead in optimism, according to researchThe rapidly declining number of New Zealanders migrating to Australia is backed by soaring business confidence on this side of the Tasman, according to a recent Grant Thornton International Business Report (IBR).

general Business

14Update March 2014

Strong leadership is at the heart of the new structure for Building Control Functions – as you read this, I will be working with my new team to add the final touches to how the new management is organised.

The role that I have been appointed to establishes a single point of accountability for Building Control at an executive level at the Council. Previously a general manager’s position covered multiple areas in addition to building control. The new dedicated role elevates Building Control as a critical aspect of the rebuild for Christchurch.

For the business community, two further features of the new

management structure are particularly important – the gains

will not be immediate, but they will be sustainable.

Firstly, the separation of residential and commercial consents, and the appointment of a Unit Manager for each, is an acknowledgement of the different needs in each sector. Establishing the commercial building consents workstream will facilitate the build of an economically robust city that provides great places to work, visit, invest and do business.

Secondly, and as a result of creating a specific commercial building consents workstream, we will be focusing on working more closely with commercial customers. At one end, the early design phase, we want to work with you and your professionals to provide better guidance on what should be included in your application. This does rely on professionals in the construction industry being open to working with us, but I’ve been very encouraged by their response to date. Where complete applications are received, effectively all that is left is the administration of the building consent process – this avoids the loops that requests for more information can create.

Looking at the end of the consent process, your goal is to open your business as soon as possible and welcome the public inside an attractive, safe and operational building. To assist you in this, our goal is to improve the Code Compliance Certificate process to reduce the elapsed days between passing the final inspection and issuing your Code Compliance Certificate. We will look at how to work with you more efficiently on the additional requirements for your commercial safety and specialist systems and ongoing schedules of compliance.

I would also encourage you to find out more about the Building Control Customer Advisory Group at ccc.govt.nz/customeradvisorygroup. As a result of some fairly frank discussions, this group – whose members are made up of representatives from the construction industry and Council – have identified six projects that will bring improvements for our commercial building consent customers. Among them is a Key Accounts scheme. This means, for example, that a large-scale commercial development may be eligible for being allocated a case manager. Small to medium businesses are set to benefit from the Application Quality Improvement Programme – I’ve certainly been encouraged by the positive response from the construction industry to this.

As the various initiatives of the Action Plan begin to have an effect, you should notice improvements begin to kick-in by the end of March. Meanwhile, I’ll be leading from the front and look forward to opportunities to stay in touch with the business community.

Peter Sparrow Director of Building Control and City Rebuild Christchurch City Council

Changes at Christchurch City CouncilDirector of building control and city rebuild Peter Sparrow, who began his role on 6 January, explains what the new leadership structure for Christchurch City Council’s Building Control functions will mean for the business community.

For more updates on progress, visit ccc.govt.nz/bcactionplan

general Business

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Today, almost 40,000 homes and businesses in Christchurch, Rolleston and Lincoln have access to fibre broadband services as a result – and this number will grow to 180,000 homes and businesses over the next few years across Christchurch, and in key Waimakariri and Selwyn towns.

Enable’s general manager marketing and sales Malcolm Campbell says now is the right time to move to fibre broadband. “While there will soon be more and more reasons to move to fibre broadband as new online services and opportunities become available, that is no reason to wait.

“There are very compelling reasons to switch to fibre broadband now – making your business more connected, your people more productive, and reducing the cost of telecommunications and business technology.

“The connection speeds and quality available makes fibre broadband very compelling for many businesses today – especially if your business has an online component, shares large files within the business or with clients, or is beginning to utilise cloud services – from an email server to backing up important business data. If it is not already, it will soon become essential to move from copper and cable services to fibre broadband to maximise the opportunities for your business.”

He says the uniqueness of the region’s fibre broadband roll-out lies in the fact that Enable is a local company solely focused on maximising the potential of fibre broadband for the people of greater Christchurch.

“Enable’s vision is for its network to provide the digital foundations for the economic recovery of Christchurch, and to fuel local innovation and imagination to create new business opportunities and deliver services in new ways.”

The cost of telecommunications and IT services is another big

factor for many businesses. “Fibre broadband is not expensive

to install and generally reduces overall telecommunications

costs. A simple-to-use IP telephone service performs

exceptionally well over fibre and can reduce your business

costs for multiple phone lines and calling.

“Cloud or online business applications that run over fibre might allow your business to reduce your IT hardware – saving your business thousands of dollars over time. After the earthquake, many small and medium-sized businesses have reduced their exposure to r isk by using f ibre broadband as an economical way to access off-site backup and storage.”

Enable has partnered with a large number of companies that retail Enable’s fibre broadband services to greater Christchurch businesses and homes. The national fibre broadband uptake rate is 4% – local homes and businesses have switched to fibre broadband at double this rate just one year after the launch of residential services.

From a business perspective, approximately 12,000 local businesses can access Enable’s network today in over 80% of Christchurch’s commercial areas, as well as in Rolleston and Lincoln – with almost 10% of businesses moving to fibre broadband services.

Malcolm says this figure is set to grow further in the coming months as Enable focuses on making services available in more business areas – such as Rangiora, Kaiapoi, Hornby, Sydenham, Shirley and Belfast.

More businesses make the switch to fibre Local fibre company Enable has been busy building its new fibre network, as part of the national ultra-fast broadband initiative, since November 2011.

>> enable.net.nz

general Business

16Update March 2014

The company has also initiated its final residential customer piloting stage in the region. More than 100 customers are now connected to Ultra Fibre in Christchurch and across the Canterbury region. The pilot is the final step in preparation for the full Ultra Fibre launch with UFB partner Enable in the region in early 2014.

Telecom launched Ultra Fibre in Chorus areas across the country in March 2013, which soon accounted for more than half of all UFB customer orders nationally.

Head of business marketing, James McLeod, says by adopting

UFB, New Zealand businesses are future-proofing themselves

for technologies that we can’t even imagine yet. “After all,

15 years ago, how many of us had our email inbox in our

phones? Or had heard of Dropbox, Xero or Facebook?

“For businesses, this means ease of access to three critical components of a slick, efficient operation. The first is content – providing opportunity for a business’ customers to have a richer online content experience, like live streaming a new product demonstration or launch. The second is collaboration – allowing the ability to better collaborate with colleagues and clients, for example via video calling as an alternative to travel. The third is Cloud – real-time access to Cloud services that businesses are turning to more and more now for increased flexibility.”

Ultra Fibre will give customers unprecedented internet speed and performance for their home or business. It will mean people can upload video files in record time, utilise stutter-free video conferencing with colleagues around the country or eliminate device congestion across a busy home network – maximising their in-home technology.

Specialist Telecom Business Hubs are actively engaging with local businesses to discuss the benefits of next generation broadband technologies for home offices and small start-ups through to mid-sized corporates.

For business customers, the hubs located in central Christchurch can check customers’ eligibility for the pilot and walk through the connection process, as well as offer a free business health-check.

Telecom retail chief executive Chris Quin is confident that, with several thousand customers across the country already connected to Ultra Fibre, the set-up with Enable will ensure Cantabrians are treated to a tried and tested installation experience.

“We’re thrilled to be able to bring Ultra Fibre to Canterbury and offer an early taste of the experiences this exciting new technology brings. Through our extensive trialing activity, and by applying what we’ve learned in making Ultra Fibre available in other parts of New Zealand, we’ve been able to fine-tune what was initially a tricky installation UFB experience for customers in other parts of the country.

“We’re confident that Cantabrians will be surprised by how quickly they are up-and-running and enjoying the many benefits of faster, better broadband. The country has been impressed with how resourceful and tech-savvy Cantabrians have taken on the challenges of building a stronger post-earthquake city.

“Telecom is proud to support that effort with technologies that will deliver the online experience customers need now, and set us up to harness the technologies of the future.”

For customers where UFB has yet to be made available, Telecom is now offering Ultra VDSL with some of the benefits of fibre, particularly faster speeds than standard ADSL broadband. It has recently been independently tested as the best-performing VDSL service available.

Telecom kicks off Canterbury business ultra Fibre sales and residential pilotTelecom, New Zealand’s largest broadband provider, is calling for Canterbury businesses with access to ultra fast broadband (UFB) to get connected to its new Ultra Fibre service.

>> telecom.co.nz/VDSL

general Business

17

general Business

18Update March 2014

“I hadn’t intended this to be a public launch for the Living Cathedral,” Ian explains. “It was simply a concept I thought might be of interest to those attending the AGM. I wanted to show how 3D visualisation could be used to share the different visions people had for Christchurch and how delivering those visions, in an exciting and interesting way, might open up discussions so everyone could be involved.”

It may not have been his intention, but the response to the Living Cathedral concept the following day was immediate. And it seemed everyone had an opinion, both for and against.

“I thought that was fantastic,” says Ian. “One person even suggested I should go back to Dunedin, because it was up to God to decide what happened to the Cathedral.”

The important thing, Ian says, was the people of Christchurch had shown that if they were given the opportunity to get involved, they would take it.

The Living Cathedral is actually the vision of London-based expatriate Kiwi and vice-chairman of Barclays Capital, Euan Harkness. Euan helped to establish the British branch of the Christchurch earthquake appeal, and worked with designers and architects to formulate his idea for a new cathedral for his hometown. He had contacted Ian, who was working at The Open Championship of Golf at the time, and asked if it was possible to put the Living Cathedral model into the blueprint model ARL had already built.

“I thought it was a fantastic vision,” Ian recalls. “Perhaps the first to come out of Christchurch that said; let’s think outside the square. Let’s grab the opportunity to start discussing where you might take the rebuild of this iconic city.” And whilst Ian personally supports the idea, he is adamant it is the way it opened up discussion for all views to be shared that was the most important outcome. “I think it’s essential that people feel involved in the rebuild, and visions such as Euan’s are an important part of getting the discussions going.”

Animating the discussionAt the 2013 CECC AGM, Animation Research Limited (ARL) chief executive Ian Taylor unveiled a grand concept for the cathedral in Cathedral Square – a ‘living cathedral’. The 3D rendering showed a re-imagined CBD, and at its heart was a central cathedral space, chapels, gardens, and a place for civic gatherings, all under a floating latticed canopy. The following day, the computer-animated image graced the front page of The Press.

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19

Ian sees one of the major challenges facing the city as being how Cathedral Square and the CBD are brought back to life. “Businesses are already moving out to purpose built precincts and shopping malls are springing up in the suburbs with good access and plentiful parking. Euan’s Living Cathedral, or something equally as bold, could become Christchurch’s Sagrada Familia; its Eiffel Tower; its Sydney Opera House. Obviously not on the same scale, but certainly as a ‘must see’ for everyone visiting the city. Not only a place of remembrance but also a place that defines the way Christchurch views its future.”

As founder of Animation Research Limited – the creative force behind the 3D animations in coverage of world sporting events, from the Ashes to Formula One, and the America’s Cup – Ian, believes the discussion that comes from being able to visualise an idea in a way that helps people understand it, is as important as the idea itself.

Whether the Living Cathedral concept is embraced or not, Ian

hopes the discussion will continue to grow and that initiatives

such as Story Box, a portable container that is taking the

future vision of Christchurch out to people, is supported and

helped to expand.

“This city of the future needs to be seen as an amazing place. You need to get the people who live here engaged and excited about where the city is going, and there are exciting new technologies that will help you to do that.” Ian and his team have already built a fully immersive display that will enable users to put on a headset and walk the length of the new Avon River Precinct, even take a stroll around and into the new Justice Precinct building. “There’s also exciting work being done by Christchurch companies using Google Glasses, Augmented Reality and the Liquid Galaxy display.”

Ian also sees it as an opportunity to create a whole new level of aspiration for young New Zealanders. “Christchurch has an important role to play in that. Yes, we need to use this technology to the city’s advantage, but we also need to take the opportunities to grow that technology in a global sense. Christchurch is ideally positioned to be the global centre for earthquake recovery. I would love to see us create a world-class industry around infrastructure, planning, and consents – the ‘Weta Workshop’ of infrastructure.”

Ian points out that we are building Christchurch for kids that aren’t even born yet and we need to create somewhere they will be proud of and will want to stay – or return to.

Based in Dunedin, the global businessman says the rebuild should be part of the country’s national identity rather then being purely regional.

“When we are doing business overseas, we’re not Dunedin-ites; we’re Kiwis. Christchurch is a New Zealand city – everyone has pride in it. It’s our city too.”

The Living Cathedral animation is currently available to view online: arl.co.nz

general Business

20Update March 2014

How has the company, and the healthcare, sales and marketing industry, changed over the years?

Healthcare products, like almost all sectors of the economy, has gone through major technological change. This can range from new technologies, such as minimally invasive surgery, through to pharmaceuticals coming off patent leading to generic substitutes. Commoditisation of products, globalisation of markets and burgeoning healthcare cost for all countries have been the major drivers of change.

What were some of the early challenges you faced and how did you overcome them?

Early challenges were the rapid change from the era of ‘agencies’ for well-known brands to EBOS creating an entirely new market structure where we provide the link between global manufacturers and the marketing of their products through multiple channels to end users. Commoditisation drove margins down dramatically. EBOS needed to choose between being a small niche player or to try and become the industry leader in New Zealand and Australia with real scale and influence. We chose the latter!

How do you sustain long term and continuous growth and improvement?

We constantly research industry sector changes globally, both in terms of products and appropriate business models. ‘Roll ups’ of smaller players at sensible valuation multiples becomes possible once market segments face stress. We welcome such changes and constantly innovate to find ways to be more valuable to customers and manufacturers. The search for growth is a way of life.

Behind the brand Introducing Mark Waller, chief executive of EBOS Group

EBOS is the largest and most diversified Australasian marketer, wholesaler and distributor of healthcare, medical and pharmaceutical products by revenue and a leading animal care products marketer, manufacturer and distributor. The company was created in 1922, and current total revenue is now approximately NZ$6 billion.

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21

As one of the largest suppliers of international healthcare brands in the Australasian region, what is your point of difference?

We are the largest supplier of brands/products and services to the healthcare sector. The key point to understand is that commoditisation makes the product itself secondary. The main drivers become the business model, value added services, and constant innovation to create scale at a super competitive price point. Our reach across all market segments is without equal. Operationally, we operate global best practice. In short, we are trusted and trustworthy.

What are the challenges of running a company with over 2,200 staff throughout Australasia?

It is easier to run a larger business because we can employ the best people. We are privileged to have the opportunity. Most importantly, our diversity provides a safety net to try new things. Our scale and track record provides an amazing number of new opportunities to evaluate. Our journey is just gaining momentum!

EBOS Group was recently recognised at the 2013 Deloitte/Management magazine Top 200 Awards. What has been instrumental in getting your organisation to this point?

(EBOS won the “Best Growth Strategy of the Year” at the recent Deloitte/Management magazine 2013 awards and was a finalist for Company of the Year. Mark won Executive of the Year in 2010 and a Special Commendation at the Champion Canterbury Awards in 2013. EBOS has also won other awards in 2013 and in prior years.)

The Awards are wonderful to recognise our talented and dedicated teams. They are however a by-product of:

• Some good strategies and implementation

• 18 successful acquisitions in 10 years

• An empowering attitude

• A constant growth focus

• Willingness to take on risk

• Fantastic advisers and bankers that have backed our dreams

• Challenging the status quo

• Embracing change.

What is your vision for the company heading into the future?

Our vision is to constantly grow the business in existing markets, new markets and new geographies. The healthcare and animal care sectors are rich with opportunity.

Do you have any advice to offer other businesses on the same growth path?

Every business and market has different dynamics. For New Zealand and Kiwis in general, we need to embrace business and success. This is what provides the funding for all jobs and all government spending. Education about basic financial awareness is vital for New Zealand growth overall. Specifically, growth businesses need to be bold, use the best external advisers, learn from mistakes quickly (but not beat themselves up about them), and constantly embrace change. Keep resetting aspirational goals and employ the best talent possible along the journey.

>> ebos.co.nz

general Business

22Update March 2014

New Zealand Health Innovation Hub The newly established Health Innovation Hub works in partnership with the four largest District Health Boards in New Zealand and the national and regional economic development agencies in Christchurch and Auckland.

The Hub helps nurture and grow New Zealand’s health technology industry and supports the widespread adoption of leading innovations for better health outcomes.

Working alongside industry to design better health products and services, the Hub offers expedited access to a local network of medical researchers and clinicians. The network supports evaluation of medical devices, diagnostics and software applications.

The Hub fosters long-term relationships within the health

technology sector, and assists clients and partners across the

innovation cycle, streamlining progression from concept to

prototype, to clinical validation and commercialisation.

The Hub team has proven international expertise providing product beta testing and advisory services, in the commercialisation of medical and health related products.

Health systems around the world are facing unsustainable rising costs, aging populations and a rise in chronic diseases, such as obesity and diabetes. Innovation in health has to rise to the considerable challenge using technology and learning from other industries.

The Hub has implemented a highly repeatable, robust process, based on global best practice in healthcare and technology development, which identifies and realises the commercial potential of smart ideas by:

• Making an assessment of the likelihood that the innovation will succeed and be widely adopted;

• Ensuring the intellectual property is adequately protected;

• Ensuring the innovation is commercial ised and promoted both nationally and internationally; and,

• Providing links for early stage proposals to angel and venture capital investors.

Within five years the Hub aims to contribute significantly to:

• Realising and commercialising health technologies and service innovations for international markets that leverage New Zealand public health sector opportunities, and public and private sectors’ intellectual property and assets.

• Growing overseas earnings for New Zealand health technology and service businesses by increasing access to clinical resources and DHB capabilities to help lift product success rates and support international market development.

• Increasing inward investment from, and strategic collaborations with, global health companies by making New Zealand the fastest and easiest country in the world to undertake high quality commercial research and product testing.

New Zealand has some of the sharpest minds at the frontline of healthcare, and our private sector health industry partners are keen to collaborate to improve health outcomes and the economy. The Hub is the mechanism to make this happen.

By providing industry with access to clinical advice, and health sector innovators with advice on product and service realisation pathways, we can help you get where you want to go.

rob Lawrence Research And Development Specialist Callaghan Innovation Regional Business Partner robl@cecc.org.nz

Innovation Manager Carmel Howley is the Hub’s representative based with the Canterbury District Health Board.

If you’ve identified a problem and come up with a solution,

contact Carmel on 027 466 8006, carmel.howley@innovation.health.nz

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your people

24Update March 2014

Unemployment in Christchurch is 2% lower than the rest of the country, according to the Statistics New Zealand’s Household Labour Force Survey. In the 11 months, from January to November, SEEK l isted 36,400 jobs in Canterbury. That compared to 35,200 in the same period in 2012. In November, there was a 5% increase in the numbers of jobs advertised, compared to the same period in 2012, and a 5% increase in applications to match.

“Our position as the number one advertiser of jobs gives us a unique insight into the market,” says Chris Squire, senior account manager at seek.co.nz in Christchurch. “The sentiment is changing and employers are becoming more optimistic about the job market.” Yet, with only 8% of the rebuild complete, there is an expectation of an acute employment shortage in the next few years.

The headline figures don’t tell the full picture of the pain that some employers are feeling. Grant Thornton New Zealand’s International Business Report (IBR) released in November found that 50% of organisations surveyed reported concerns about skills shortages in their businesses.

Simon Carey, partner at Grant Thornton says that the potential severity of the problem was highlighted by the fact that 23% of South Island businesses surveyed for the report indicated that the skill shortage was a major constraint, compared with only 5% cent for the North Island. This coupled with the fact that the Australian economy is starting to pick up suggested that the skills shortage would become more acute in 2014. That lack of skilled workers could put the handbrake on growth in Christchurch, says Simon.

Beneath the overall job numbers there is a complex matrix,

says Chris. Some sectors, such as engineering and accounting,

have seen a fall in year on year growth. The biggest were

sport and recreation, chief executives and general managers,

consulting and strategy, trades and services, and government

and defence.

Chris says employers looking for staff in the highly competitive sectors need to streamline their processes to be more successful in filling vacancies. “Employers need to build into their business ways to overcome the shortages. It is about getting smart about advertising and changing your internal business practices to encourage applicants that might not otherwise apply for jobs.” That could be in offering better work life balance, more training and development, or opportunities to progress into management, he says.

“Christchurch is a conservative market traditionally and not all employers are embracing changes in job seeker behaviour – such as the move to smartphones. 34% of all our traffic is on a mobile platform, yet some employer’s websites aren’t optimised for mobile. Applicants simply can’t apply for jobs because they can’t, for example, upload a CV from their tablets or phones. We talk to candidates about what they like and how they apply for jobs. That is the number one pet peeve among mobile-enabled people.”

Good candidates know they have choices. In some cases it means applicants simply move onto the next job with an employer that has embraced the change. “It is not about $18 versus $19 an hour,” says Chris. “It is about making sure that you are first in line to get those good candidates.”

Canterbury job market: the new paradigm Job vacancies. They’re the bane of Canterbury employers’ lives. As the region prepares itself for economic expansion, employers need new tactics to fill employment vacancies.

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your first aid for business.

Helen Mason: helenm@cecc.org.nz, 03 335 3174, 027 255 5638

cecc.org.nz0800 50 50 96

wE cAn hElp you with EvErything you nEED to EnsurE A sAfE AnD hEAlthy workplAcE…

• Health and safety package to ensure compliance with all legal and contractual requirements necessary to take part in the rebuild.

• Experienced in-house consultants who are available to help with all health and safety requirements:

• Tailor-made health and safety systems

• Work station assessments

• In-house consultancy and training

• Pre-audit reviews for entry into ACC discount programmes

• To work with any of the PMOs you will need to meet their health and safety standards, and complete a pre-qualification process. We can assist with FrEE health and safety training through Safe rebuild and can provide management systems developed specifically for the rebuild at reduced rates.

• Health and Safety in Employment guide – a summary of the general duties of employers arising under the Health and Safety in Employment Act 2003

• Incapacity guide – how to manage employees who are unable to work due to illness or injury

• Natural Hazards Procedure Policy Statement – a sample document/policy on how to maintain a safe working environment

• Health and Safety Guidelines for Directors – a guide for company directors on leading and managing health and safety in their workplaces

• Managing Hazards in the Workplace guide (managing hazards is a requirement under the Health and Safety in Employment Act 2003)

• Best Practice Guidelines for Working at Heights

• Best Practice Guidelines for Working on Roofs

• Health Issues Fact Sheet – Demolition

• Essential Training for Health and Safety Representatives (Stage 1)

• Advanced Training for Health and Safety Representatives (Stage 2)

• Advanced Training for Health and Safety Representatives (Stage 3)

• Accident Investigation

• Complying with Health and Safety

• Get Ready for your ACC Audit

contAct us for

rEsourcEs

contAct us for

trAining

your first source

for business advice.

your people

26Update March 2014

training

our training makes it possible.

your business needs you to be an expert.

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

feature seminar/Event

sales power wednesday 2 AprilBusiness to consumer sales Learn successful selling techniques using a simple five-step sales process you can use to win more profitable sales – without needing to be pushy – no matter what business you are in.

TIME: 8:45AM TO 4:30PM

MEMBEr PrICE: $350.00 + GST NON-MEMBEr PrICE: $610.00 + GST

VENuE: WESTPAC BUSINESS AND COMMUNITY HUB, 55 JACK HINTON DRIVE

Benefits• Stop product knowledge from killing your sales

• use future-based questions to drive more sales

• Avoid getting objections altogether

• Ask the little questions that drive big sales

• Help your customers to happily sell to themselves

• Close the sale

sales and marketing

27

upcoming Training Calendar >> march-may 2014

make the most of our Early

Bird discount of 10% for

bookings made 30 days in

advance of course date.

march 2014

4 mar Interview Skills

4-5 mar Advanced Training for Health & Safety representatives (Stage 3)

5 mar Accounting for Non-Accounting

6 mar Essential Leadership Skills Programme (six sessions)

11 mar Time Management

18 mar u-Turn Performance

19 mar Smart Marketing

20 mar Essential Skills for the In-house Trainer

25-26 mar Essential Training for Health & Safety representatives (Stage 1)

April 2014

1 Apr Accident Investigation

1 Apr Essential Supervision Skills Programme (five sessions)

2 Apr Sales Power

8-9 Apr Advanced Training for Health & Safety representatives (Stage 2)

9 Apr Excellent Administrator

29-30 Apr Essential Training for Health & Safety representatives (Stage 1)

may 2014

5 may Complying with Health and Safety

13 may Performance Appraisals

14 may Costing and Pricing

14 may Essential Leadership Skills Programme (six sessions)

20-21 may Essential Training for Health & Safety representatives (Stage 1)

22 may The Winner’s Edge

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

likE us on fAcEBook:

>> facebook.com/cEcc96

On Saturday 30 November 2013, their contribution and that of the employers who supported their deployment was celebrated at a special dinner held at the Air Force Museum in Wigram. Over 200 representatives of the Reserve Forces, along with representatives from businesses across the region, attended the event.

The event also marked the Regional Employer Support Awards, which recognised the role of local employers in supporting the training and deployment of New Zealand’s Reserve Forces. Businesses nominated for the awards included: New Zealand Customs, Kiwi Rail Limited, NZ Alpine Club, Downer, NZ Police, Warwick Joy Decorators, Joshua Foundation Limited, Abel Tasman Aqua Taxi, GCA Lawyers, Aitken Plumbing Services and Watts & Hughes Construction. The employers were recognised for providing flexibility and support for reservists to undertake training and military duties, including deployments such as the cordon duties.

Territorial Forces Employer Support CouncilLeaving broken homes, stressed families and struggling businesses was often the daily reality for the soldiers of the New Zealand Defence Force Reserve Forces – men and women that made up a large part of the Defence Force presence that provided security on the Christchurch red-zone cordon.

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

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

telecomPick your CECC member bonus and save! The new association offer means you get the benefits of all our best Mobile and Office plans plus an exclusive bonus. Choose from Free Cost Manager, Free Mobile PA, Association 0800 Plan, Free E-text or Local Number calling. For more information call 0800 BUSINESS (287463) or visit telecom.co.nz/hubs

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

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

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

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

Z EnergyZ does the administration, you do the business. As a valued member of CECC and through our partnership with Z Energy you can sign up for a Z Car and get 6c per litre off the advertised pump price on petrol and diesel at participating Z service stations nationwide. You can also earn Fly Buys points, or Airpoints Dollars, on your fuel spend. Z.co.nz/chamber

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

hertz new ZealandWe’re delighted to announce the introduction of discounted corporate rates to benefit all CECC members. These rates apply to all Hertz vehicles and are guaranteed 365 days a year, providing you with certainty and peace of mind during both peak and off-peak times. The discounted rates also apply to airport rentals and accident excess reduction (AER). Hertz.co.nz

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

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

* Conditions Apply

nEw DEAl

your people

29

Welcoming workplaces for skilled migrants to ChristchurchCanterbury’s labour market has changed dramatically in the past three years, with skills in high demand in most rebuild-related sectors, such as construction and trades, engineering, and roading and transportation.

Settlement Support is an Immigration New Zealand programme that provides settlement information and advice to new migrants and

their employers. If you currently employ or are intending to employ new migrant staff, contact Lana Hart lanah@cecc.org.nz

or Lisa Burdes lisab@cecc.org.nz for more information and free resources.

Immigration to Canterbury is at an all-time high as skilled migrants from around the world contribute to rebuild activities. Canterbury normally tracks at 20-25% of the Auckland immigration rates, but temporary work visas approved for work in Canterbury currently are 60% of Auckland figures. Over 7000 work visas were approved for workers in Canterbury in 2012/13, 1700 of which were from the Philippines. 2013/14 statistics for the period’s first five months (1 July to 3 December 2013) are even more dramatic: almost 4000 work visas approved.

Our fairly homogenous region is quickly changing. Many

thousands more migrants are arriving, or are on their way, as

rebuild-related companies actively recruit engineers, project

managers, and builders from such far-reaching places as

Argentina, Macedonia, and Namibia. As the demographics

of Christchurch change dramatically, new understandings

are now required about how Kiwi workplaces are different

from the cultures from which we bring skilled migrants.

Work communication styles may also need adapting to

accommodate a broad diversity of people.

For example, informality is a hallmark of our workplaces – we don’t dress as smartly as most cultures when we go to the office, we have a slight disregard for punctuality, and we tend to treat most people at work as equals rather than seniors or subordinates. Most Kiwis talk to the boss in a casual way, challenge their views where appropriate and can complain about some aspects of the work environment, either informally amongst their peers or formally through the organisation’s complaints mechanisms.

This is not the case in the home countries of our most common migrant groups. In the Philippines, India, China, and even Great Britain, work cultures are noticeably more hierarchical and status is more highly valued, with managers speaking to employees in a very direct manner and discouraging informal talk. International staff who work for Christchurch businesses generally enjoy the egalitarian nature of our workplaces, but they can also be uncertain at first about lines of authority, how to address colleagues, dress codes and what is appropriate workplace conversation.

The way Kiwis manage staff and give instructions can also be dramatically different for new arrivals. New Zealanders are great generalists and expect our ‘number eight wire’ mentality to help us find pragmatic solutions to most problems. The world’s two largest countries, however, provide thousands of highly skilled and specialised migrants with many years of work experience to New Zealand each year. Ask these newcomers to step outside their reasonably narrow area of expertise and you may find that they become uncomfortable working across a variety of work areas.

New Zealanders value the relationships we foster at work. We don’t like to offend others or assert ourselves too strongly so we tend to use ‘softeners’ in our requests, such as “I wonder if we could…” or “Do you think you could…” After learning more literal and direct English, many migrants find these softened or tentative requests confusing and may not be sure what is expected of them.

As an employer or work colleague of a new migrant, it’s important to understand how cultural differences shape workplace behaviour and how some of the features of the Kiwi work culture may be baffling to international staff. Providing settlement and cultural information about life in New Zealand and being curious about life in their home country can go a long way to helping new migrants quickly adjust to our unique workplaces.

Understanding the ways in which our Kiwi culture is at once inviting and strange to new migrants is an important step in helping them adjust to life and work in Christchurch and utilising the important role of immigration in addressing Canterbury’s skills shortages.

your people

30Update March 2014

New Zealand’s workforce, relative to the whole population, is shrinking. Driven by an ageing population and a smaller pool of younger workers, this means that businesses will be increasingly reliant on older workers to remain in the labour market in coming years. However, the changing face of our workforce will bring opportunities as well as challenges.

Currently, one in five workers is aged 65 or over. That is projected to increase to one in three by the mid-2020s, according to Statistics NZ. However, a recent Wellness in the Workplace survey – a joint study by BusinessNZ, Southern Cross Health Society and Gallagher Bassett – shows that despite the looming predicament the business sector faces, only 12.6% of Kiwi businesses have any policies or arrangements in place for older workers.

BusinessNZ chief executive Phil O’Reilly says that this is clearly going to have to change. “Over the next few years a large proportion of our workforce will approach retirement age. That represents a lot of experience and wisdom leaving the market, potentially forever.”

As a result, employers will need to increasingly adapt practices to ensure they retain and develop the intellectual and human capital they already have. Phil says that just because people near the age of retirement, it doesn’t necessarily mean an employee wants to give up work – although they may want other concessions such as reduced hours or more flexibility.

“It comes down to understanding the external pressures your staff are under. We’ve come a long way in talking about work-life balance for parents, however older workers have equally important reasons for needing flexibility – they may have to care for older parents or, increasingly, take on caring for grandchildren so the parents can return to paid work.”

Southern Cross Health Society chief executive Peter Tynan says health is a crucial factor in a person’s ability to participate in the workforce. The reality is that many capable and experienced workers will develop health problems as they age, or existing conditions will become more significant and impact on their ability to work. Two independent New Zealand studies1 show that the number one factor in the decision to retire is poor health, closely followed by health of family members.

Preparing for tomorrow’s workforce, today

1 The Ministry of Social Development’s Health, Work and Retirement Study and the EEO Trust’s Work and Age survey

2 Age Friendly Workplaces; Retaining and recruiting older workers, Government of South Australia

your people

31

The fact is that the opportunities for older people to remain

in the workforce are largely determined by employers. Peter

says this is heavily influenced by employers’ perceptions

about the adaptability and productivity of older workers, as

well as wages and other labour costs in comparison to what

they have to pay for younger workers.

“Going forward, I think we’ll see an increasing realisation among employers of the importance of having a fit and healthy workforce that is able to work into their later years and more initiatives come into play to enable this.”

The types of arrangements that older workers seek include2:

• The recognition and accommodation of carer responsibilities

• Working from home

• Flexible shift arrangements

• Flexible hours, including job sharing, part-time work, shorter working week

• Leave without pay, seasonal leave

• Salary sacrifice options

• Time off in lieu

• Phased retirement

• Subsidised health insurance.

health and safety

32Update March 2014

Lifestyle factorsIf you are experiencing fatigue, your activities and other lifestyle choices may be the underlying cause. In these cases, the reasons behind your feelings of exhaustion are often fairly easy to pinpoint.

Fatigue can be caused by:

• Physical activity and excessive physical exertion

• Lack of activity

• Lack of sleep

• Being bored

• Being overweight or obese

• Periods of emotional stress

• Grief

• Taking certain medications, such as antidepressants or those that have a sedative effect

• Using alcohol on a regular basis

• Using drugs such as cocaine on a regular basis

• Using narcotics

• Consuming caffeine

• Not eating a proper and nutritious diet.

Medical issuesSome medical issues and conditions that can lead to fatigue are:

• Anemia

• Pain

• Hypothyroidism (underactive thyroid)

• Hyperthyroidism (overactive thyroid)

• Arthritis

• Insomnia and other sleeping disorders

• Eating disorders, such as anorexia

• Fibromyalgia

• Congestive heart failure

• Cancer

• Diabetes

• Kidney or liver disease

• Infection

• Emphysema

• Restless legs syndrome.

Fatigue in the workplaceFatigue is a term used to describe the general overall feeling of tiredness or a lack of energy. It is also referred to as exhaustion, weariness and lethargy. Feeling fatigued is not the same as feeling drowsy or sleepy. When you are fatigued, you have no motivation and no energy. Being sleepy may be a symptom of fatigue, but it is not the same thing.

Fatigue is a very common symptom for a number of medical conditions – both serious and non-serious – and also a natural result of some lifestyle choices. If your fatigue has no apparent cause, and it is not going away with proper rest and nutrition, you should see your doctor. There are many potential causes of fatigue, which can be divided into three general categories – lifestyle factors, medical issues and mental health issues.

health and safety

33

Tips for employeesEveryone has a role to play in preventing and reducing injuries in the workplace. Employees have a responsibility to arrive fit for work and to behave safely in the workplace. This includes arriving at work well rested, and understanding and managing fatigue-related risks in the workplace.

To help, you can do the following:

• Manage your sleep – have a regular bed time, make sure your bedroom is comfortable, and avoid caffeine for five hours before bedtime

• Manage your home life – make getting enough sleep a priority, and avoid cutting back on sleep in order to fit everything in

• Manage your work life – vary or rotate work tasks so you stay alert, take a break if you’re tired, and tell your supervisor or manager you’re feeling fatigued

• Eat and drink properly – eat light nutritious meals, drink plenty of water, and watch your caffeine intake

• Avoid medications that make you sleepy – these include antihistamines, travel sickness tablets, sleeping pills, some cold preparations and pain killers

• Take power naps.

Tips for employersThe Health and Safety in Employment Act 1992 requires employers to take all practical steps to ensure the safety of employees while at work. As an employer, you must develop safe systems of work, and identify, assess and control hazards. Fatigued workers can be a significant hazard.

As with other workplace hazards, you need to share the management of fatigue with your employees, especially because it involves factors both inside and outside of work.

Work-wise, look into:

• Length of shifts – take account of the physical and mental load of the work when determining shift length

• Distribution of leisure time – allow for rest and recovery

• Regularity of shift system – allow workers to prepare for work

• Previous hours and days worked – monitor and take account of your workers’ previous hours and days. The effects of fatigue are cumulative, so workers may have sleep debt due to the length of previous shifts

• Type of work being performed – pay particular attention to the level of physical or mental effort required

• Time of day work is being performed – arrange work so that high risk tasks are scheduled at the times when workers are performing at their best, outside body clock low points

• Recovery time from sleep debt – provide workers with at least two unrestricted nights of sleep in a row

• Breaks – the frequency and length of breaks needs to match the length of shift and the effort demanded by the work.

• Human biology – each individual’s sleep pattern, body clock, health and age

• Life outside work – family and friends, social commitments, commuting, standard of living.

FACTORS OUTSIDE OF WORK TO BE CONSIDERED:

sales and marketing

34Update March 2014

The concern at present has been focused on the supply of skilled labour. Given the importance of the Christchurch rebuild, to both the regional and national economy, this is not surprising. But it’s not only the shortage of skills that is cause for concern – other areas are also f inding it increasingly difficult to attract staff. The tourism sector, for example, finds it 15% more difficult finding staff than the New Zealand average. The Ministry of Business, Innovation and Employment highlights that firms in this sector report more difficulty hiring the large, mainly lower skilled workforce they rely on to meet seasonal demand.

Equally, retaining staff, particularly in the Christchurch region, is becoming a cause for concern for some businesses, especially in the construction market, as pressure for staff in some areas is driving more attractive salary packages, encouraging people to job-hop.

So, given an environment in which the supply of required skills is shrinking, and demand is on the increase, what can an employer do to ensure that its business objectives are not compromised?

Choosing to stand out from the crowd and become an

‘employer of choice’ brings significant returns in both

attracting and retaining key talent. Developing a unique

attractive employment brand, which highlights reasons why

people want to work for you, is just as important – and

arguably of more long-term benefit – than focusing upon the

more overt messages often promoted.

Large companies spend significant sums developing a strong brand, as it helps people make choices quickly and inspires loyalty, so creating competitive advantage. A strong employment brand is no different; it is a window into your organisation, reflecting your credibility, connecting with current and potential employees and encouraging loyalty. The culture you create, together with the people who work for you, can be your source of unique advantage that cannot be copied. If you get it right, talent will be knocking on your door and, once employed, will want to stay.

Through the social media looking glass

It’s not hard to see that social media has radically changed the way people connect and communicate with each other. Whilst we all enjoy the benefits of being able to find information and buy what we need, whenever we need it, with this fast free flow of information comes a transparency that businesses cannot afford to ignore. People will and do talk freely about their experiences of companies to their friends and family, and we all know bad news travels like lightening. What many businesses don’t realise is that they have an employment brand even if they didn’t actively create one – and your brand will manage you if you don’t manage your brand.

With this information ‘on display’ in cyberspace, social media amplifies the impact of publicity, good or bad, and can have a radical effect on attraction of key staff. Due diligence checks go both ways these days – just as you might check out a potential employee on Facebook and LinkedIn, they may well run searches on your company and your key people.

So your employment brand is more important and visible than ever before, and living up to it is vital for your brand to work in your favour. Aspiring to ‘develop our people to their highest potential’ might sound good and promise much to new employees, but if that promise is not realistic or fulfilled for your people, ultimately the real story will be told in the market place and retaining staff will likely become a problem.

Arresting the churn – becoming an employer of choiceThe reality is that, barring unforeseen events, the labour market is going to get increasingly squeezed in 2014 – particularly for Christchurch and Auckland.

1 Source: The Saratoga Institute survey2 Source: Leigh Branham, ‘The 7 Hidden Reasons Employees

Leave’, globoforce.com/interview-with-leigh-branham3 Source: University of Alberta study – sciencedaily.com.

releases/2008/11/081126122317.htm

sales and marketing

35

Competing with the big boys – there’s more to life than money

It’s a message we hear from surveys all the time, but it’s hard to believe in a tight market and stories circulating about job hopping for 50 cents extra an hour. The majority of employers believe that people leave because of money, and so those who can’t afford to pay feel they can’t compete.

Money is an important base condition to get right in your employment offer – no question – as people seek to earn what they consider ‘enough’ to fulfil their basic living costs at minimum. However, people do move to jobs with lower salaries and are prepared to look beyond the money offer, as long as this is not the only benefit your company offers. In reality, most employees leave companies for something other than money1. Various research identifies a number of reasons including:

• Lack of trust and confidence in senior leaders

• Not feeling valued (includes many dimensions, such as lack of recognition, not being heard, not being in the loop, lack of resources, salary or wages)

• Ineffective manager, particularly lack of coaching and feedback

• Stress, burnout, and work/life balance

• Disillusionment due to unmet expectations

• Job-person mismatch and underutilised skills

• Insufficient growth and learning opportunities2.

There are several simple positive things from this list in particular that smaller employers can actively offer, or address as part of their environment, that will make a big difference to employees. Providing your offer matches up to the experience people have working for you, these should form a core part of your employment brand and will help you stand out from the employer crowd.

Research tells us that satisfied and happy employees not only stay longer and give more discretionary effort, but they also positively influence sales, profitability and customer loyalty. Both meaningful, engaging work and a positive work culture have been shown to have a direct impact on retention. A focus on purpose and meaning in people’s work has a significant impact, with one Canadian study showing a 75% reduction in turnover3.

We all spend a large proportion of our daily lives at work, so it is not surprising people are more likely to stay in roles and with companies where they feel their effort is worthwhile. That sense of purpose is fed by the opportunity to make a direct contribution to the company, a clear understanding of how one’s role supports the delivery of company goals, a sense of accomplishment, recognition and autonomy, and development and learning opportunities. Many of these factors can be positively met through the manager-employee relationship and good job design. Simply put, providing a workplace where people feel valued, supported and engaged in their work, and are given the opportunity to develop, will go a long way to helping retention, your employment brand, and company success.

It’s not all about slogans

Developing an employment brand is much more than advertising, logos and slogans. It’s about defining your unique employee value proposition (EVP) and focusing the company’s communications and culture around this. Identifying what attributes in the employment relationship your people, and those you want to attract (your target market), value the most and drive satisfaction is the start of defining your EVP. These attributes can be wide; examples include organisational reputation, culture, work/life balance, rewards and recognition, development opportunities, social responsibility, the quality of your people. Understanding your market and what your unique employment offering is, or can be, is key to developing the right messages externally and internally to consolidate your brand.

Developing an employment brand requires diligence, time

and patience but the investment is worth it – and some would

say in a candidate-short market the cost of not doing so is too

great.

For HR assistance and consulting services please contact Melanie James or Keith Woodroof on 03 366 5096.

Melanie James Business and HR adviser CECC

Keith Woodroof Employment Relations Adviser CECC

SEE THE NEXT ISSUE OF UPDATE FOR MORE ON HOW

TO DEvELOP AN EMPLOyMENT BRAND

Export and import

36Update March 2014

The survey results show exporters are confident of good growth and increasing orders in overseas markets for 2014, despite battling against a currency that is higher than most would wish for – with 23.5% of respondents expecting export orders to rise substantially, and 53.3% expecting export orders to rise slowly. Over half (63.1%) expect profitability to improve over the next 12 months and 44.7% expect to employ more people.

Exporters are using a number of strategies to manage the high NZ dollar, with nearly half focusing on improving productivity. This was followed by investing in new product development, hedging, increasing prices, investing in new plant and equipment, and selling online.

The recent research released by the Productivity Commission

also backs up the wisdom of Kiwi firms focusing efforts on

increasing productivity. It shows New Zealand’s productivity

is still lagging behind Australia’s. Labour productivity is

nearly a third lower and multi-factor productivity including

productive use of capital is nearly a quarter lower than in

Australia.

Now is the time for Kiwi businesses to consider how they can make better use of resources – improving governance, innovating, investing capital, up-skilling staff, updating equipment and technology, and using natural and other resources more efficiently and sustainably.

Fresh focus for 2014As we get stuck into 2014, and an election year, the results of the ExportNZ 2013 Exporters Survey provide some valuable pointers in respect of where to place our focus. By ‘our’ focus, I mean that of Kiwi exporters and ExportNZ, in terms of what we can do to help inform politicians, policy makers and officials at NZTE and MFAT about what we need to do to assist our exporters.

Export and import

37

The full results of the ExportNZ 2013 Exporters Survey can be viewed at exportnz.org.nz

These issues will be front of mind in our advocacy work with the Government. It too has a crucial role in creating the conditions for improved productivity. It needs to actively consider whether its policies are allowing the private sector to achieve at a high enough level. Policies that encourage investment and competition, safeguard property rights and provide for productive workplaces are fundamental, and more work is required in several of these areas.

The ExportNZ survey showed that those exporters receiving Government assistance from NZTE mostly rated it good or very good, but over half of the respondents were not receiving any support at all. The kind of support they would most like was export market development assistance, followed by R & D and venture capital. They would also like more assistance on large procurement projects with early market intelligence and introductions to supply chain and procurement managers.

The top three things that exporters rated as being

important to their success in overseas markets was a focus

on quality of products and services, good customer service

and offering competitive prices.

As we move through 2014, we will be drawing on the rich information provided in the Exporters Survey to inform politicians, policy makers, and officials at NZTE and MFAT, about what we need to do to assist our exporters.

There is clearly an opportunity for ExportNZ to step up our efforts in tackling the lack of confidence around export skills and knowledge, and to focus our efforts on the markets our exporters are targeting.

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

Export and import

38Update March 2014

The survey offers a great snapshot of the New Zealand exporting scene, with feedback on barriers to exporting, the most common strategies used to combat these barriers, and what government assistance exporters were receiving.

Highlights from the survey

• The top three barriers to exporting were:

– Exchange rate levels

– Lack of expert skills/knowledge

– Price competitiveness of your products

• The top three export strategies to combat the high New Zealand dollar were:

– Improving productivity

– Investing in new product development

– Hedging

• 36% of exporters experienced regulatory and non tariff barriers

• Of those exporters surveyed, just over half were not receiving any assistance from NZTE.

Exporting – showing great strides and future growth Highlights of 2013 and what to expect in 2014

The latest ExportNZ Survey shows exporters are confident of good growth and increasing orders in overseas markets for 2014, despite battling against a currency that is higher than most would wish for.

For full survey results, please visit exportnz.org.nz

+64 3 341 5841info@theagencynz.co.nz

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Export and import

39

The year that wasStatistics released in late December from Statistics New Zealand show that – for the first time – China has surpassed Australia as New Zealand’s top goods export destination on an annual basis. “China is now our top export destination on an annual basis, just under two years after it became our top annual imports partner in December 2011,” said industry and labour statistics manager Louise Holmes-Oliver.

For November 2013, compared with November 2012:

• Exports rose $647 million (17%) to $4.5 billion. Exports to China were valued at $1.2 billion

• Milk powder, butter, and cheese led the increase in exports, up $639 million. Total dairy exports were valued at $1.7 billion. Dairy contributed the most to the total exports to China ($774 million)

• Imports fell $124 million (2.8%) to $4.3 billion

• Petroleum and petroleum products led the decrease in imports, down $301 million. Consumption goods also fell, while capital goods rose

• There was a trade surplus of $183 million (4.1% of exports). The first trade surplus since 1991

• The trend for exports has been increasing in recent months

• The trend for imports appears to be flattening.

Our top five export destinations, in order, are now: China, Australia, USA, Japan and Korea.

For full details, please visit stats.govt.nz

Free trade agreements Free trade agreements were highlights in 2013 with both the updated ASEAN FTA (Indonesia joined) and the Taiwan FTA (ANZTEC) signed. Both offer great opportunities for exporters and show our increasing export focus on Asia.

ASEAN FTA

The eventual removal of tariffs on 99% of New Zealand’s current exports to the four key ASEAN markets of Indonesia, Malaysia, the Philippines and Viet Nam, will equate to an annual duty saving of approximately $50 million based on current trade. Robust rules will allow New Zealand exporters to effectively take advantage of the preferential conditions offered under the ASEAN FTA for trade in goods, without undue compliance costs, as well as rules to counter unexpected surges in imported goods from ASEAN economies.

ANZTEC FTA

The agreement between New Zealand and the Separate Customs Territory of Taiwan, Penghu, Kinmen, and Matsu on Economic Cooperation (ANZTEC) is a high quality, comprehensive trade agreement that will liberalise and facilitate trade in goods, services and investment between the two markets. ANZTEC delivers preferential tariff access that gives New Zealand exporters a key competitive advantage in an important ‘affluent-Asia’ market of 23 million people. It also includes innovative provisions on film and television, indigenous cooperation and air links that will expand existing creative, cultural and people-to-people links.

Trade delegations

2013 saw a significant number of trade delegations into Christchurch, driven by interest in the rebuild and the potential to take part. Many of the delegation members are keen to create joint ventures and partnerships with local companies. This offers significant long term potential for domestic and exporting companies alike, in the Canterbury region.

For further information on help and resources available through CECC, please contact Shirley van Waveren on 03 366 5096 or shirleyvw@cecc.org.nz.

ExPORT EVENTS AT CHAMBER 2013

Our four breakfasts and annual conference, Global Connections, were extremely well attended

and 2014 is set to be a busy year with more international speakers, exporter events and training.

2013 has seen a growing New Zealand economy and the start of the rebuild in Canterbury.

2014 is set to be busier, with opportunities and growth potential for companies. There will be challenges and CECC is well set up to support

companies in this journey.

Arts and culture

40Update March 2014

Canterbury Museum’s summer blockbuster exhibition is the largest, and possibly most controversial, ever held. Rise, presented in collaboration with Oi yOU!, opened on 20 December and has proven to be a significant draw card over the summer tourist season.

Street art makes its mark

Supported by the Canterbury Community Trust , Mediaworks, CPIT, Creative New Zealand, Christchurch City Council, Ministry of Awesome, Total Property Services and YMCA, RISE is displayed in more than three gallery spaces across three levels within the Museum and profiles the best of street art from around the world and New Zealand.

Leading international artists such as Banksy, Ian Strange (kid

Zoom), ROA, Thom Buchanan and Milton Springsteen all

have their talents on show alongside top artists from New

Zealand, such as Christchurch’s own Wongi.

“I’m blown away that the Museum is hosting such a brilliant array of really cool street art,” says Canterbury Museum director Anthony Wright. “This genre of art and its infiltration of all the Museum galleries is a first for us. We hope it will ignite the interest not only of tourists and our regular visitors, but also of people throughout the city who don’t normally visit.”

Mr Wright says given the sensitivity around graffiti in the city, the Museum team consulted with key heritage and anti-graffiti groups to ensure they were fully informed about the exhibition, and the significance of street art to post-earthquake Christchurch.

Arts and culture

41

Left: ROA’s penguin mural, painted in the museum’s

Bird Hall – on the ceiling

RISE is open to the public at Canterbury Museum until 23 March 2014. Entry is free. For more information,

visit canterburymuseum.com or oiyou.co.nz

“RISE has not been designed to glorify graffiti, or to encourage or promote vandalism. This exhibition profiles the very best of street art, a recognised genre celebrated world-wide – most recently at the 2013 Venice Biennale – and sits alongside other contemporary art being presented by SCAPE Public Art and the Christchurch Art Gallery’s Outer Spaces programme.”

George Shaw and Shannon Webster, who own the brand Oi YOU!, are thrilled to be able to display their 22 original Banksy collection in the Museum, and bring international artists to Christchurch as part of the street art celebration. Their aim is that Christchurch will become the street art capital of New Zealand.

“Street art is being embraced by forward-looking cities the

world over. Our aim is to find a permanent base for our

collection in Christchurch and to make the city home to a

world-class annual event,” says George.

member profile

42Update March 2014

>> officemax.co.nz

South Island sales manager Manu Rangimoekau says OfficeMax’s origins in New Zealand date back over a century from the establishment of national stationer Coulls Somerville Wilkie in 1871 and publishing company Whitcombe and Tombs in 1888. Today, the company now known as OfficeMax is one of New Zealand’s biggest office products resellers and is part of a global success story.

“Business is about constantly improving and not just accepting the status quo,” Manu says.

“Since the quakes, our office fit-out opportunities have increased ten fold. The entire office fit-out, from furniture and technology, hygiene dispensers to cafeteria supplies can be very complex and involve a number of suppliers and installers. So to meet these growing demands we recruited a project manager.”

He says that by employing a project manager, OfficeMax is able to be more efficient and faster at meeting the needs of their customers. “With many businesses relocating to new offices or needing an office fit-out for their temporary workplace, our customers were reliant on us to help get them up and running again as quickly as possible.

“Anyone can sell product – our focus is on how we can help our customers to work smarter and save them both money and time. This can be achieved through means such as integration, consolidated invoicing, and ordering online. We have multiple platforms for customers to take advantage of.”

The Hornby site in Christchurch houses the South Island distribution centre, the Australasian contact centre and sales office; and employs 170 staff. The distribution centre alone spans over 5500sqm.

“Many people don’t realise our size and are surprised when they find out,” Manu says. “We have one of the largest field-based sales team in the country, and in Christchurch alone we have 19 experienced outbound sales people.

“Our Christchurch distribution centre is a very well-oiled machine; when people visit us they are impressed by the scale of our operation and how efficient we are. We offer next-day delivery – wherever our customers are in the country.

“This industry is always changing, so it’s about keeping current with what’s trending, what’s new and innovative, and being the leader in that field. This requires a lot of supplier and in-house training with our category specialists. It’s a very competitive market and each category that we offer has multiple competitors – letting our game down is not an option.

“Our focus is on being the best and continuing to provide for

what our customers require for their business or school.”

Following the Canterbury earthquakes, OfficeMax leads the way by catering to the growing regional demand for complete office fit-outs.

OfficeMax evolves and excels in competitive market

member profile

43

member profile

44Update March 2014

Pacific Simulators manufactures and sells Boeing 737-800 simulators for entertainment and also develops simulators specifically for training schools and airlines. The company recently completed deals that will lead to its retail Flight Experience stores opening in the United States and China.

Founder Russell Hubber built his first simulator based on the

Boeing 767 in 2001 from his Christchurch home. After he

and two friends realised it was a viable business model, they

invested money into the project, says Iain Pero, director of

sales and marketing.

“Initially, our goal was a business aimed at the training industry. However, a neighbour asked if she could buy her husband some time on the simulator. She persisted, so we decided to charge her $100 for an hour. Then someone else heard about it, and also asked to buy some time. So, we ended up putting an ad in the paper, and in the three weeks leading up to Christmas we sold $33,000 worth of vouchers. From then on, we decided to focus on entertainment.”

Iain’s brother Mike Pero, a former pilot, became involved in the business and helped develop its retail division, Flight Experience. By 2006, five franchises were operating in New Zealand, followed by stores opening all over Australia and two in Asia. After the company was sold to a private equity firm and subsequently placed into receivership, Iain bought the business back and decided to build it up again.

“We consolidated the business by going back to basics, and building it up slowly and steadily. We now have a team of six dedicated staff, and have relocated some of the franchises to locations with a larger population. Since then, we have had great success with all of them.”

The company has gained approval from the CAA in New Zealand and the FAA in America, and is an officially a Boeing Licensed product.

“Due to the growth in the gaming sector over the past 20 years, technology has become so much better and cheaper than ever before,” Iain says. “Previously, the only simulator that airlines could use would cost around $10-20 million. Today, we can make one for half a million, which can do 70% of what a $20 million one can do.”

The Pacific Simulators factory is based in Riccarton and the sales office is located in Sydney, Australia. Iain says they are constantly working to expand and evolve the company. “When you move up the scale of what the simulators are capable of, the more approvals you get. Our simulators are currently at the equivalent of an FAA Level Three Flight Training Device – six is the highest – and we are aiming for level five, which opens up a lot more opportunities for us.

“We have also just finished working on a new product, called the Slim Jet, which is half of a 737 on a motion platform, and aimed at home enthusiasts.”

Flight simulator company soars to new heightsFrom humble beginnings in a garage in Lincoln, Pacific Simulators has grown to become a world leader in flight simulation entertainment.

>> pacificsimulators.com

chamber news

46Update March 2014

Cla-Val is a family-owned control valve manufacturing company. Founder Donald Griswold invented the commercial Automatic Control Valve and began manufacturing in Southern California in 1936. The company now has manufacturing plants and sales offices all over the world, exporting products to over 100 countries.

The company works in a range of sectors, including waterworks, aviation fuelling – both commercial and military, fire protection – both onshore and offshore, and Navy applications. The Asia-Pacific sales office was established in Christchurch over five years ago, with sales responsibility ranging from New Zealand to Mongolia, across to Pakistan and as far as the Philippines, says Cla-Val Pacific manager Glynn Nuthall.

“Initially, it was just me, but now we have another three

territory managers, an operations manager, an internal support

person, and a service manager expected to start shortly. Now,

as Cla-val Pacific, our sales across the region have quadrupled

in the six years we have been in business.”

The team of four salespeople travel across the Asia-Pacific region every month promoting Cla-Val products and services. The extensive knowledge of the sales team and their dedication to excellence is backed by nearly 80 years of industry expertise.

Glynn says Cla-Val automatic control valves are renowned for their quality and superior performance. “The company itself is known for consistently excellent customer service as well as innovation, specifically related to products that help to conserve water and improve system efficiency.”

In 2012, the owners of the company made the decision to invest in a purpose-built sales and manufacturing facility based in Christchurch to service the Asia-Pacific market. They purchased 5500m2 of land and commenced stage one of the sales and manufacturing training and warehousing facility based in the Portlink Industrial Park. A range of products will be developed specifically for the Asia-Pacific market at the site, Glynn says, and products currently built in the USA and Canada will also be transferred there.

“Having a New Zealand warehouse will enable us to operate our business more efficiently in the region. Currently castings for our valves are made in China and shipped to either Canada or the US for finishing. They are then shipped to New Zealand for distribution. The new facility will enable us to the deliver the castings direct to Christchurch for finishing and distribution, saving both time and money.

“It will also result in the hiring of additional team members and will allow us to export to over 40 countries in our region, as well as exporting to Cla-Val facilities in North America and Europe. When completed, Cla-Val Pacific will also have the most up-to-date training facility for control valves in the Southern Hemisphere. This is a hugely exciting development for our company and staff; and also brings economic benefit to the Canterbury region.”

Due to significant business growth over the last five years, US-based company Cla-val has invested further in its Christchurch operations with a purpose-built sales and manufacturing facility in Woolston.

Strong local growth leads to investment in region

>> cla-val.com

chamber news

47

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

Welcome to new members

A1 property managers ltd.Claire Wilson, Manager

PHONE: 03 351 7643 MOBILE: 021 246 7776PO BOX 29436, FENDALTON 854084 BLENHEIM ROAD, RICCARTON, CHRISTCHURCH 8011CLAIRE@A1PROP.CO.NZ A1PROPERTYMANAGERS.CO.NZ

Residential property management, market rental assessments, property investment mentoring and advice, tribunal advocacy, tenant finding service, holiday management, temporary EQ accommodation.

Able pm ltd.Ben Collis, Director

MOBILE: 021 132 8194PO BOX 1903, CHRISTCHURCH 81405A SIENNA COURT, AIDANFIELD, CHRISTCHURCH 8025BEN@ABLEPM.CO.NZ

Construction project management, to assist in your construction project, commercial or residential, new build or refurbishment, including strengthening of existing buildings.

aboutBusinessColleen King, Business Software and Systems Consultant

PHONE: 03 359 4231 MOBILE: 027 431 8708COLLEEN@ABOUTBUSINESS.CO.NZ ABOUTBUSINESS.CO.NZ

Business software and systems consultant.

Achievement DynamicsJane Webb, Owner

MOBILE: 027 434 5181

29 DALKEITH STREET, HOON HAY, CHRISTCHURCH 8025JANE@ACHIEVEMENTDYNAMICS.CO.NZ ACHIEVEMENTDYNAMICS.CO.NZ

A full service business consultancy offering training and education right through to business advisory and governance.

A feminine finish ltd.Denise Jones, Director

PHONE: 03 339 6075 MOBILE: 021 156 1955PO BOX 33365, BARRINGTON, CHRISTCHURCH 82442 ALBION LANE, LINDEN GROVE, MIDDLETON, CHRISTCHURCH 8024FEMFIN@XTRA.CO.NZ

Hygiene technicians (cleaners).

a. hartrodt new Zealand ltd.ron Koslover, South Island Manager

PHONE: 03 379 9007 MOBILE: 027 227 7126PO BOX 10002, PHILLIPSTOWN, CHRISTCHURCH 8145UNIT A, 6 WASHINGTON WAY, SYDENHAM, CHRISTCHURCH 8011RON.KOSLOVER@HARTRODT.COM HARTRODT.COM

International freight forwarding.

Apm workcareross Paterson, Senior Consultant, South Island

PHONE: 0800 967 522 MOBILE: 022 515 5503PO BOX 302501, NORTH HARBOUR, AUCKLAND 075155 JACK HINTON DRIVE, ADDINGTON, CHRISTCHURCH 8024ROSS.PATERSON@APM-NZ.CO.NZ APM-NZ.CO.NZ

Provision of vocational services to Work and Income clients.

Apollo power yoga limitedHamish Kenworthy, Director

MOBILE: 021 055 1884C/ – 3 LUCKNOW PLACE, CASHMERE, CHRISTCHURCH 8022HAMISH@APOLLOPOWERYOGA.CO.NZ APOLLOPOWERYOGA.CO.NZ

Apollo Power Yoga Limited is a yoga studio offering fun, transformative and strengthening yoga instruction to groups and individuals, and specialist yoga, meditation and breathing workshops.

An Extra pair of hands ltd.Jane richardson, Owner

PHONE: 0800 535 355 MOBILE: 021 357 523PO BOX 5299, TERRACE END, PALMERSTON NORTH 4441723 MAIN STREET, PALMERSTON NORTH 4414JANE@ANEXTRAPAIROFHANDS.CO.NZ ANEXTRAPAIROFHANDS.CO.NZ

Home services. Domestic cleaning and gardening.

Ashton wheelansMarney Price, Practice Manager

PHONE: 03 366 7154PO BOX 13042, CHRISTCHURCH 81416 LANCASTER STREET, WALTHAM, CHRISTCHURCH 8141MARNEY.PRICE@ASHTONWHEELANS.CO.NZ ASHTONWHEELANS.CO.NZ

Chartered Accountants. Business advisors with a passion for helping businesses plan their future.

Asphalt contractors ltd.Linda van der Weert, Business Manager

PHONE: 03 385 6541, FAX: 03 385 6546 MOBILE: 027 202 5441PO BOX 7202, SYDENHAM, CHRISTCHURCH 8240800 HILLS ROAD, MARSHLAND, CHRISTCHURCHLINDA@RANDCORP.CO.NZ

Asphalt/construction.

Automation Assist limitedDavid rycroft, Managing Director

PHONE: 03 343 6663 MOBILE: 021 797 137PO BOX 5579, PAPANUI, CHRISTCHURCH 85424/45 ACHERON DRIVE, RICCARTON, CHRISTCHURCH 8041DAVID@AUTOMATIONASSIST.CO.NZ AUTOMATIONASSIST.CO.NZ

Building automation and control for commercial and residential property specialising in lighting and audio-visual.

Bergs construction ltd.Logan Bergs, Director

MOBILE: 021 062 0048PO BOX 42055, TOWER JUNCTION, CHRISTCHURCH 8041204 AHURURI ROAD, TAI TAPU 7672LOGAN@BERGCONSTRUCTION.CO.NZ

Building company.

Brown Bread ltd.Jo Blair, Director

MOBILE: 027 431 480PO BOX 29436, FENDALTON 854084 BLENHEIM ROAD, RICCARTON, CHRISTCHURCH 8011JO@BROWNBREAD.CO.NZ BROWNBREAD.CO.NZ

Brown Bread Ltd. are partnership specialists working alongside clients to convert their big ideas into sustainable and tangible reality. Experienced in sponsorship, event development, marketing, PR and social media.

calder stewartPip rush, Project Coordinator

PHONE: 03 338 0013 MOBILE: 021 979 891PO BOX 8356, RICCARTON, CHRISTCHURCH 8440AON HOUSE, 388 BLENHEIM ROAD, UPPER RICCARTON, CHRISTCHURCH 8041PIP.RUSH@CALDERSTEWART.CO.NZ CALDERSTEWART.CO.NZ

Construction.

cancast ltd.Paul Currie, General Manager

PHONE: 03 347 8609 MOBILE: 021 922 273PO BOX 9, ROLLESTON, 76431 GEORGE HOLMES ROAD, ROLLESTON 7677PAUL.CURRIE@CANCASTPC.CO.NZ

Precast concrete manufacture.

canterbury Biltong ltd.David Stanley, Director

PHONE: 03 366 0455, FAX: 03 366 0456 MOBILE: 027 203 264642 LEEDS STREET, PHILLIPSTOWN, CHRISTCHURCH 8011DAVID@CANTERBURYBILTONG.CO.NZ CANTERBURYBILTONG.CO.NZ

We manufacture shelf-stable air-dried beef products.

canterbury frames & trusses ltd.Liz and Mark Melbourne, Manager

PHONE: 03 347 1100 MOBILE: 027 820 4207PO BOX 86015, ROLLESTON WEST, ROLLESTON 765830 WESTLAND PLACE, ROLLESTON 7658MELBOURNE@XTRA.CO.NZ

Timber frame and truss manufacturers.

canterbury sustainable Business forumDavid Thompson, CEO

MOBILE: 027 603 0387PO BOX 36702, MERIVALE, CHRISTCHURCH 814612B IDAHO PLACE, BURWOOD, CHRISTCHURCH 8083DAVID@CSBF.ORG.NZ CSBF.ORG.NZ

Supporting and advancing sustainable business.

campbell Johnson Design ltd.Campbell Johnson, Director

PHONE: 03 365 5397 MOBILE: 021 521 8361/12 SHREWSBURY STREET, MERIVALE, CHRISTCHURCH 8014CAMPBELL@CAMPBELLJOHNSONDESIGN.CO.NZ A1PROPERTYMANAGERS.CO.NZ

Campbell Johnson Design Ltd. is a boutique interior design practice based in Christchurch, specialising in branded and tailored environments.

small Business

48Update March 2014

carlson wagonlit travelCathy Hamilton, Strategic Business Director

PHONE: 09 921 0100 MOBILE: 021 375 626PO BOX 148, ALBANY VILLAGE, AUCKLAND 0755LEVEL 6, URS CENTRE, 13-15 COLLEGE HILL, FREEMANS BAY, AUCKLAND 1011CHAMILTON@CARLSONWAGONLIT.CO.NZ CARLSONWAGONLIT.CO.NZ

Corporate travel management specialists.

chevron cars DirectDavid Friend, Chief Financial Officer

PHONE: 366 6175, FAX: 377 6579 MOBILE: 021 288 3852157 MOORHOUSE AVE, SYDENHAM, CHRISTCHURCH 8011DAVID@SBLTD.CO.NZ CHEVRONCARSDIRECT.CO.NZ

Vehicle sales. Chevron Cars Direct is also the trading name for SB Retail Ltd.

core recruitment ltd.Jane O’Connor, Director

PHONE: 03 974 1094 MOBILE: 027 438 2944PO BOX 3028, CHRISTCHURCH 8140164B ST ASAPH STREET, CBD, CHRISTCHURCH 8011JANE@CORERECRUITMENT.CO.NZ CORERECRUITMENT.CO.NZ

We specialise in the recruitment of permanent, temporary and contract jobs and HR consultancy within Christchurch and New Zealand.

crowe howath (christchurch) ltd.Tracy McElroy, Consultant

PHONE: 03 343 5063 MOBILE: 021 943 06063 MANDEVILLE STREET, RICCARTON, CHRISTCHURCH 8011TRACY.MCELROY@CROWEHORWATH.CO.NZ CROWEHORWATH.CO.NZ

Accounting and business advisory services.

customercare.kiwiIjan Beveridge, Director

MOBILE: 021 129 7710PO BOX 3332, RICHMOND 7050GUIDE1@XTRA.CO.NZ

Training professionals who work with owners and management to deliver focused purposeful training where and when it is required.

Design windows west coast ltd.Gradon Conroy, Managing Director

PHONE: 03 756 8181, FAX: 03 756 8182 MOBILE: 021 229 3707PO BOX 229, HOKITIKA 784263A KUMARA JUNCTION HIGHWAY, SEAVIEW, HOKITIKA 7882GRADON@DESIGNWINDOWS.CO.NZ DESIGNWINDOWS.CO.NZ

To supply aluminium joinery to the construction industry.

Dietz internationalStephen End, President

PHONE: 03 318 1322 MOBILE: 022 401 6946

1559 OLD WEST COAST ROAD, HALKETT RD1, CHRISTCHURCH 7671DISASTERLAD@AOL.CO.NZ DIETZINTERNATIONAL.CO.NZ

Claims adjuster. Helping business owners and homeowners get a fair settlement from their insurance companies after suffering a property loss.

Double luxGuy Pask, Creative Director

PHONE: 03 384 8550 MOBILE: 027 558 8408339 MT PLEASANT ROAD, MT PLEASANT, CHRISTCHURCH 8180GUY@DOUBLELUX.CO DOUBLELUX.CO

Creative and strategic brand consultancy.

E.r.J investment ltd. (Trading name: ATF Auckland Transitional Facility)Bronwyn Jeffs, Administration and Marketing

PHONE: 03 344 2527 MOBILE: 027 431 9197321 TRICES ROAD, PREBBLETON, CHRISTCHURCH, 760424 SALE YARDS ROAD, OTAHUHU, AUCKLAND, 1640ADMIN@MAFSTOP.CO.NZ

MPI cleaning of imported, export goods. Devanning containers.

Event team photography ltd. & frame n copy (2005) ltd.Anne Williamson, Director

MOBILE: 027 220 349315 PHILPOTTS ROAD, MAIREHAU, CHRISTCHURCH 8052UNIT 2, 169 BOWHILL ROAD, NEW BRIGHTON, CHRISTCHURCH 8083INFO@EVENTZ.CO.NZ EVENTZ.CO.NZ

Event Team Photography – sports team photography. Frame n Copy (2005) Ltd. – copy centre/picture framing.

fabrum solutions ltd.Stuart McDonald, General Manager

PHONE: 03 982 2810PO BOX 12084, BECKENHAM, CHRISTCHURCH 8242128A WATERLOO ROAD, HORNBY, CHRISTCHURCH 8042STUART@FABRUM.CO.NZ FABRUM.CO.NZ

Waterjet cutting, precision composite manufacturing.

four seasons tree care otautahi ltd.Bek Lynch, Personal Assistant

PHONE: 03 328 8176 MOBILE: 021 046 7770PO BOX 126, LYTTELTON 88418 BRIDAL PATH ROAD, LYTTELTON, CHRISTCHURCH 8841BEK4SEASONS@GMAIL.COM FOURSEASONSTREECARE.CO.NZ

Arboriculture professional tree services, including pruning, health and disease maintenance and removal. Specialising in large tree services, transplanting and sensitive environment requirements.

gaia groupMary Hinsen, Group Managing Director

MOBILE: 022 034 83863 STORRY PLACE, AVONHEAD, CHRISTCHURCH 8042M.HINSEN@GAIAGROUP.ORG.NZ GAIAGROUP.ORG.NZ

Improve business productivity through people. Training system design, SME development for food, beverage and related businesses; safety, security and resilience.

graeme instone ltdGraeme Instone, Owner

MOBILE: 027 213 56101 TRELLECH PLACE, ALLENTON, ASHBURTON 7700GJINSTONE@GMAIL.COM

Consultant.

hamilton seed ltd.Peter Hamilton, Owner

PHONE: 03 324 2646, FAX: 03 324 2679PO BOX 5, SOUTHBRIDGE 7642114 HIGH STREET, SOUTHBRIDGE, CANTERBURY 7602HAMILTONSEED@XTRA.CO.NZ

Cleaning clover and grass seed.

home and family societyVal Carter, Manager

PHONE: 03 944 0635PO BOX 287, CHRISTCHURCH 80414/316 HEREFORD STREET, CENTRAL, CHRISTCHURCH 8011MANAGER@HOMEANDFAMILY.NET.NZ HOMEANDFAMILY.NET.NZ

Home and Family Society is a registered charity based in Christchurch. We have a 24-hour supported accommodation programme and a counselling service.

impact Dance and stage schoolMandy MacGibbon, Director

PHONE: 03 357 1137, FAX: 03 357 1167 MOBILE: 027 473 9906PO BOX 27263, SHIRLEY, CHRISTCHURCH 8640450 TUAM STREET, PHILLIPSTOWN, CHRISTCHURCH 8041IMPACT.DANCE@XTRA.CO.NZ IMPACTSTAGESCHOOL.CO.NZ

Performing Arts School teaching various dance genres, singing and drama.

inciteMatthew McCallum-Clark, Director

PHONE: 03 379 9749 MOBILE: 027 221 3363PO BOX 25-289, VICTORIA STREET, CHRISTCHURCH 814496 MILLCROFT LANE, RD2, OHOKA, KAIAPOI 7692MATTHEW@INCITE.CO.NZ INCITE.CO.NZ

Resource management, planning and environment consulting.

kelford technologies limitedTony Gault, Managing Director

PHONE: 03 929 0725, FAX: 03 381 0721 MOBILE: 021 624 055PO BOX 19859, WOOLSTON, CHRISTCHURCH 824115 KENNAWAY ROAD, WOOLSTON, CHRISTCHURCH 8241TONY@KELFORD.CO.NZ KELFORD.CO.NZ

Design and manufacture of performance car parts.

keytone Enterprises (nZ) co. ltd.Vivienne Cheung, Business Manager

PHONE: 03 961 8088PO BOX 80010, RICCARTON, CHRISTCHURCH 84407 PARAGON PLACE, SOCKBURN, CHRISTCHURCH 8042VIVIENNE@KEYTONE.CO.NZ KEYTONE.CO.NZ

Dairy supplements – export.

kings swim school company ltd.Di Bold, Operation Manager

PHONE: 03 341 7579 MOBILE: 027 464 4150PO BOX 11196, SOCKBURN, CHRISTCHURCH 8443109 MAIN SOUTH ROAD, SOCKBURN, CHRISTCHURCH 8043DI@SWIMKINGS.CO.NZ SWIMKINGS.CO.NZ

Providing swim lessons – from babies to adults and school groups.

lancewood urban forestry ltd.Ian MacKinnon, Owner

MOBILE: 021 223 4403PO BOX 73, OXFORD 7443LANCEWOOD@PARADISE.CO.NZ

Environmental management.

lilly Builders ltd.Paula Lilly, Office Admin

PHONE: 03 312 0452 MOBILE: 027 608 3335126 MOFFATS ROAD, RD2, KAIAPOI 7692LILLYBUILDERS@XTRA.CO.NZ LILLYBUILDERS.CO.NZ

Residential building – earthquake repairs.

mAx solutions new ZealandLorraine McGrath, Business Manager

PHONE: 03 341 3131 MOBILE: 021 075 1315UNIT 16, 35 RICCARTON ROAD, RICCARTON, CHRISTCHURCH 8011LORRAINE.MCGRATH@MAXSOLUTIONS.CO.NZ

Employment – working on a contract with Work and Income placing solo parents into employment.

metro Decorating ltd.Lauri Shearman, Office – Admin

MOBILE: 021 784 095PO BOX 5022, CHRISTCHURCH 854215 SEARELLS ROAD, STROWAN, CHRISTCHURCH 8052METRODECORATING@GMAIL.COM

Painting and wallpapering services.

mount campbell canterbury limitedSimone Nolte, Personal Assistant

PHONE: 03 341 3520, FAX: 03 341 35216A MICHELLE ROAD, WIGRAM, CHRISTCHURCH 8042WENSLEY@MOUNTCAMPBELL.CO.NZ MOUNTCAMPBELL.CO.NZ

Sale and service of two-way radios.

musterer’s high country AccommodationEunice rawson, Manager

PHONE: 03 685 8284 MOBILE: 022 313 76019 GORDON STREET, FAIRLIE 7925EUNICE@MUSTERERS.CO.NZ MUSTERERS.CO.NZ

Boutique accommodation.

nature’s play pegasus limitedJenny Tippet, Managing Director

MOBILE: 021 060 9159PO BOX 78195, PEGASUS 764845 PEGASUS MAIN STREET, PEGASUS, NORTH CANTERBURY 7648JENNY@NATURESPLAY.CO.NZ NATURESPLAY.CO.NZ

Pre-school education and teacher education.

nick greenwood ltdNick Greenwood, Managing Director

MOBILE: 021 453 7241 SPRUCE LANE, MIDDLETON, CHRISTCHURCH 8024NICK@NICKGREENWOOD.CO.NZ

Providing company support to small- to medium-sized businesses, particularly in the areas of systems, processes and implementation.

ocean partners limitedSarah Ott, Partner

PHONE: 03 377 7003PO BOX 38, CHRISTCHURCH 8140SARAH.OTT@OCEANPARTNERS.CO.NZ

Banking.

omarino wine parkMurray Irvine, Chief Executive

PHONE: 03 360 0924 MOBILE: 027 432 7301PO BOX 80036, RICCARTON, CHRISTCHURCH 8440638 HAREWOOD ROAD, HAREWOOD, CHRISTCHURCH 8051MGIRVINE@ACTRIX.CO.NZ OMARINOPARK.CO.NZ

Exclusive wedding and function centre in a fully commercial vineyard producing fine wines for Canterbury and export.

parts overnight nZ ltd.Pete Earl, Managing Director

PHONE: 03 379 4051, FAX: 03 379 4053 MOBILE: 021 669 198PO BOX 16957, CHRISTCHURCH 8441UNIT 4, 56 HAYTON ROAD, WIGRAM, CHRISTCHURCH 8042PETE@PARTSOVERNIGHT.CO.NZ PARTSOVERNIGHT.CO.NZ

Manufacturing wholesaler of imaging consumables and printer parts.

ray white metroPaul Blackler, Sales Person

PHONE: 03 390 8865 MOBILE: 027 528 8865PO BOX 6001, UPPER RICCARTON, CHRISTCHURCH 8442CNR. WAIMARI AND RICCARTON ROAD, UPPER RICCARTON, CHRISTCHURCH 8041PAUL.BLACKLER@RAYWHITE.COM PBLACKLER.RAYWHITE.CO.NZ

Real estate sales.

rJ hill laboratories ltd.Sue Davison, South Island Branch/Divisional Manager

PHONE: 03 962 0954PO BOX 16607, HORNBY, CHRISTCHURCH 8441101C WATERLOO ROAD, HORNBY, CHRISTCHURCH 8042SUE.DAVISON@HILL-LABS.CO.NZ HILL-LABORATORIES.COM

Wine and microbiology testing.

rural Building solutions limitedJenny Bassett, Office Manager

PHONE: 03 317 9943, FAX: 03 317 9942PO BOX 6, DARFIELD 754142C SOUTH TERRACE, DARFIELD, CANTERBURY 7510OFFICE@RURALBUILDING.CO.NZ RURALBUILDING.CO.NZ

Building of dairy sheds and associated structures.

safekiwi Escrow and new Zealand real Estate trustTracey Kellett, Managing Director

PHONE: 0800 895 180 MOBILE: 021 224 3728PO BOX 25166, CHRISTCHURCH 814412 RIVERWOOD BOULEVARD, CHRISTCHURCH 8051TRACEY.KELLETT@SAFEKIWI.CO.NZ SAFEKIWI.CO.NZ

An online independent third party trust account facility for funds to enable consumers and businesses to trade products and services.

scenicland cabins ltd.Mary Lemon, Owner

PHONE: 03 768 7250 MOBILE: 021 246 52579 DUPRE PLACE, COBDEN, GREYMOUTH 7802MLEMO@XTRA.CO.NZ JUSTCABINS.CO.NZ

Portable cabin hire.

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sales and marketing

50Update March 2014

solar Bright ltd.Nicola Martin, Managing Director

PHONE: 03 981 9844 MOBILE: 021 991 332PO BOX 30163, BARRINGTON, CHRISTCHURCH 824444 COLERIDGE STREET, SYDENHAM, CHRISTCHURCH 8023NICOLA@SOLARBRIGHT.CO.NZ SOLARBRIGHT.CO.NZ

Solar Bright designs and manufactures LED/solar innovative lighting solutions in-house. We supply domestic and large global markets.

soyo nZ ltd.Cathy Wilson, Director

MOBILE: 027 229 666918A DARESBURY LANE, FENDALTON, CHRISTCHURCH 8014ADMIN@SOYO.CO.NZ SOYO.CO.NZ

Producing and selling frozen yoghurt that will be sold in self-service machines to customers along with various toppings, such as fruit, nuts, confectionary and sauces.

stacked clothing ltd.Mark Jackman, Owner/Manager

MOBILE: 027 627 0588PO BOX 29469, FENDALTON 854070 HARAKEKE STREET, RICCARTON, CHRISTCHURCH 8041MARK@STACKEDCLOTHING.COM STACKEDCLOTHING.COM

Clothing label – overseas manufacturing, importing and selling via our online e-commerce website.

staff Buddy limitedAndy Mcleod, Director

MOBILE: 021 605 042PO BOX 22-368, CHRISTCHURCH 8011SUITE 5 LEVEL 1, 225 HIGH STREET, CHRISTCHURCH CENTRAL, CHRISTCHURCH 8011ANDY@STAFFBUDDY.COM STAFFBUDDY.COM

Design and supply of software for the SME market, focused on health and safety as well as management of core staff data.

staffhouse new Zealand ltd.rowel Mercado, Director

PHONE: 03 365 2121 MOBILE: 021 843 411PO BOX 13434, CHRISTCHURCH 81419 PENBURY STREET, SYDENHAM, CHRISTCHURCH 8023ROWEL@STAFFHOUSE.COM STAFFHOUSE.COM

We are a subsidiary of Staffhouse International, which is a 100% non-fee charging recruitment company in Philippines and a consistent recipient of the Top 10 Performer Award by the Philippine Overseas Employment Administration.

stone and tile solutions ltd.Meranie Oliver, Director

PHONE: 03 928 2302 MOBILE: 027 256 0142PO BOX 7189, SYDENHAM 824015 ESSEX STREET, PHILLIPSTOWN, CHRISTCHURCH 8011MERANIE@STONETILE.CO.NZ STONETILE.CO.NZ

Tile supply, installation, underfloor heating and waterproofing specialists.

tawanui holdings ltd.Nicholas Skyes, Managing Director

MOBILE: 021 375 05263 LOWRY AVENUE, REDWOOD, CHRISTCHURCH 8051CHILLYBREAD@CLEAR.NET.NZ

Coffee shop.

the Apothecary ltd.Simone reddington, Director

MOBILE: 021 985 6761/72 PINE AVE, NEW BRIGHTON, CHRISTCHURCH 8061SHOP 23 THE TANNERY, 3 GARLANDS ROAD, WOOLSTON, CHRISTCHURCH 8023NATURALWORK@PARADISE.NET.NZ THE-APOTHECARY.CO.NZ

Herbal medicine shop and clinic.

the marketing companyDonna Harwood, Client Manager

PHONE: 06 751 0048, FAX: 06 751 0418 MOBILE: 027 636 6960PO BOX 5156, WESTOWN, NEW PLYMOUTH 43431 MOLLER LANE, NEW PLYMOUTH, TARANAKI 4310DONNA@THEMARKETINGCOMPANY.CO.NZ THEMARKETINGCOMPANY.CO.NZ

Sales and marketing training, both in-house and public training.

tigdan ltd.Puneet Saini, Director

MOBILE: 021 072 9807169 GREERS ROAD, BURNSIDE, CHRISTCHURCH 8540SAINIPUNEET86@GMAIL.COM TIGDAN.COM

Service provided over internet.

tinka Design ltd.Tim Cox, Founder/Director

MOBILE: 027 310 0075UNIT 173C WALTHAM ROAD, WALTHAM, CHRISTCHURCH 8023TIM@TINKADESIGN.CO.NZ

Product design and engineering consultancy. Also provide graphic design and branding expertise.

t l parker ltd.ros Bradley, Admin/PA

PHONE: 03 358 8082, FAX: 03 358 7752 MOBILE: 027 256 359336 SHEFFIELD CRES., BURNSIDE, CHRISTCHURCH 8053ROS@TLP.CO.NZ TLPARKER.CO.NZ

Communications.

tnl Distribution ltd.David Lee, Branch Manager

PHONE: 03 349 4528, FAX: 03 344 5706 MOBILE: 027 433 5031PO BOX 16568, SOUTH HORNBY, CHRISTCHURCH 844141 EDMONTON ROAD, SOUTH HORNBY, CHRISTCHURCH 8042DAVID.LEE@TNL-GROUP.CO.NZ

Warehousing, distribution and logistics.

total transport repairs ltd.Anna Christophorou, Director

PHONE: 03 349 8237, FAX: 03 8242 MOBILE: 021 216 3675PO BOX 160162, HORNBY, CHRISTCHURCH 84419A-B MOUNTVIEW PLACE, HORNBY, CHRISTCHURCH 8041ANNA@TOTALTRANS.CO.NZ TOTALTRANS.CO.NZ

Transport engineering, repairs and maintenance. Cutainsider and PVC repairs, on-site and workshop-based.

true potential Discoveries ltd.Nicki Hayward, Director

MOBILE: 027 733 4040220 CATHERWOODS ROAD, RD1 CUST, RANGIORA 7471NICKI@TRUEPOTENTIALDISCOVERIES.CO.NZ TRUEPOTENTIALDISCOVERIES.CO.NZ

Provides coaching and training services including executive leadership development, personal and career development, and small business development.

village hair and BeautyClaire Inkson, Salon Owner

MOBILE: 021 295 8188114 CARTERS ROAD, AMBERLEY 7410VILLAGEHAIRANDBEAUTY@GMAIL.COM VILLAGEHAIRANDBEAUTY.COM

Hair and beauty salon, photography studio.

waterloo Business parkLissa Birse, Property Manager

MOBILE: 021 973 973PO BOX 16474, HORNBY, CHRISTCHURCH 8441380 WATERLOO ROAD, ISLINGTON, CHRISTCHURCH 8042LISSA@WATERLOOBUSINESSPARK.CO.NZ WATERLOOBUSINESSPARK.CO.NZ

Business park housing industrial, commercial and office premises.

wheelers renovations ltd.Susie Bragg, Office Manager

PHONE: 03 940 7180, FAX: 03 332 0026 MOBILE: 022 171 2566PO BOX 30015, CHRISTCHURCH 85433/473 BROUGHAM STREET, WALTHAM, CHRISTCHURCH 8023INFO@WHEELERSRENOVATIONS.CO.NZ WHEELERSRENOVATIONS.CO.NZ

Construction, renovation and maintenance.

winsome Dormer ltd.Winsome Dormer, Owner

PHONE: 03 328 7274 MOBILE: 021 325 389PO BOX 234, LYTTELTON, CHRISTCHURCH 8841WDORMER@XTRA.CO.NZ

wyma Engineering (nZ) ltd.David Smith, Commercial Manager

PHONE: 03 344 6403, FAX: 03 344 6407PO BOX 16707, HORNBY, CHRISTCHURCH 844127 FOREMANS ROAD, HORNBY, CHRISTCHURCH 8042DAVID.S@WYMASOLUTIONS.COM WYMASOLUTIONS.COM

Design and manufacture of bulk vegetable handling equipment and pack-house solutions.

your story communicationsSandy Galland, Managing Director

PHONE: 03 368 6083 MOBILE: 027 479 320511 GLASTONBURY DRIVE, BURWOOD, CHRISTCHURCH 8083SANDY@YOURSTORY.CO.NZ YOURSTORY.CO.NZ

A boutique public relations and marketing agency, which empowers your business to take ‘your story’ to the people who matter.

sales and marketing

51

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

June 2014 (159)

Deadline Booking: 28 March 2014 Copy/Adverts: 11 April 2014

EditorKate Trolove katet@cecc.org.nz 03 366 5096

update magazine is produced

quarterly and has a distribution

of 2,700 copies to business and

other recipients. Employers’

Chamber members are welcome

to advertise in Update magazine

– see cecc.org.nz or contact the

editor for details.

Westpac Business

Community Hub

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Freephone 0800 50 50 96

cecc.org.nz

info@cecc.org.nz

Affiliated to:

lobbying, advocacy, business strategy & policy

Chief ExecutivePeter Townsend petert@cecc.org.nz

General ManagerLeeann Watson leeannw@cecc.org.nz

Executive Assistant to CEO & GMClaire McOscar clairem@cecc.org.nz

communications, ict, membership, marketing, sector support

Marketing and ICT Kate Trolove katet@cecc.org.nz

Business Development Manager Lorraine Rouse lorrainer@cecc.org.nz

Marketing & Communications Coordinator Chelsea Anderson chelseaa@cecc.org.nz

Business advice, export & import, grants & funding, manufacturing and sector support

Technology & Marketing Development Rob Lawrence robl@cecc.org.nz

Technology Support Coordinator Carly Wheeler carlyw@cecc.org.nz

Business Adviser Shirley van Waveren shirleyvw@cecc.org.nz

training, networking and events

Business Services Manager Richard Holstein richardh@cecc.org.nz

Training & Events Coordinator Holly Andrews hollya@cecc.org.nz

Project/Events Coordinator – Champion Canterbury Mikayla Whetton mikaylaw@cecc.org.nz

Training & Events Assistants Alexia Ferguson-Lees alexiaf@cecc.org.nz Mary Botting maryb@cecc.org.nz

Employment law, employment relations advice, health & safety, wage & salary information, human resources, seeking skilled staff

Employment relations AdviserKeith Woodroof keithw@cecc.org.nz

Business & Hr AdviserMelanie James melaniej@cecc.org.nz

Health and Safety Consultants Helen Mason helenm@cecc.org.nz

Migrant Employment CoordinatorJude Ryan-O’Dea juder@cecc.org.nz

Settlement Support CoordinatorLana Hart lanah@cecc.org.nz Lisa Burdes lisab@cecc.org.nz

finance, membership support, event & training registrations, certificates of origin services, reception

Finance ManagerSteve Woodside stevew@cecc.org.nz

External relationships ManagerAnna Johnstone annaj@cecc.org.nz

Accounts & Membership Liaison Anne Jamieson annej@cecc.org.nz

Membership LiaisonKellee Berry kelleeb@cecc.org.nz

Executive Office Assistants Shirley Page shirleyp@cecc.org.nz Sinead Purchase sineadp@cecc.org.nz

receptionist and Administration Support Ballantyne Haines ballantyneh@cecc.org.nz Amber Lindsay amberl@cecc.org.nz

contact us

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

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