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8/20/2019 EMA BusinessPlus Mar 2007 meeting
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Exclusive EMA news, advice, learning and networking I s s ue 3 5 + M ar ch + 2 0 0 7
■ Export year exposed
■ 'Brain explosion'
■ Learning to procrastinate
■ Your computer network - strategic asset
In this issue:
Pan Pac's Doug Ducker:What it takes to grow a forestry business
Paul Winter on
sustainability
What the mayors want
for Auckland
Alasdair Thompson onOne City
EMA Northern & Central are the major stakeholders in:
NOISE!!! N O I S E ! ! ! N O I S E ! ! ! N O IS E !! ! N O I S E ! ! ! NOISE at work
- What you have to do
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The silent partner
every businessowner needs ...We all accept there is risk attached to mostbusiness ventures. Most of you will also beaware of legal plans and structures that can beput in place to help you protect both yourbusiness and personal assets. But, with so manyoptions on offer how do you know whatstructure will provide the most benefit for you,your family and business?
Trusts have been receiving a lot of publicityover the last few months as a tool that everybusiness owner should use. They can indeed bea very good vehicle to achieve asset protection,however, they are not suitable for everysituation. Trusts are not about hiding assetsfrom creditors or partners. A trust is a
mechanism which enables you to protect yourassets from some of life’s risks, so if things turnsour, you are left with more than just the shirton your back. It is also important to understandthat although a trust can provide taxefficiencies in some circumstances, they shouldnot be seen as a way to avoid tax.
Legal structures that provide effective assetprotection and business succession cannot bebought off the shelf. They have to be tailored
to your individual circumstances, so it isessential you talk to professionals who havespecialist knowledge and experience inthese areas.
Guardian Trust is New Zealand’s specialisttrustee and financial advisor. Our track recordhas been established over 120 years, protectingand growing wealth for some of New Zealand’soldest and wealthiest families. Our large teamof qualified lawyers, accountants, taxation
specialists and financial advisors can help youset up co-ordinated arrangements to helpensure you have appropriate plans in place toprovide for both planned and unforseen events.We can work along side your current businesspartners and professional advisors.
For a complimentary consultationto discuss your options or review yourexisting plans, contact
Andrew Doidge on (09) 377 7214
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Our Vision. Your Success PAGE 1
Export Year needs public backing
The 'Buy Kiwi Made' start up
EXPORT YEAR EXPOSED
Rethinking performance appraisals
Energy Forum asks hard questions
New measurement tool on hand
New economic indicator coming
06
06
07
09
16
22
23
02
03
04
is published for:
EMA NORTHERN
159 Khyber Pass Rd, Grafton,Private Bag 92066 Auckland
Ph: 09 367 0900 or 0800 800 362
Email: [email protected] Website: www.ema.co.nz
Chief Executive
Alasdair Thompson
Advocacy Manager
Bruce Goldsworthy
Manager, Employment Advice
David Lowe
Manager EMA Learning
George Gerard
Waikato
Alan Fursdon
07 839 0806
Bay of Plenty
Kim Stretton
07 577 9665
EMA CENTRAL
PO Box 1087 Wellington Ph: 04 473 7224
Fax: 04 473 4501
Email: [email protected]
Website: www.emacentral.org.nz
Chief Executive
Paul Winter
Gisborne office
06 863 2438
Hawke’s Bay
06 843 3419
Taranaki
06 759 4006
Manawatu/Wanganui 06 350 1825
Nelson
03 548 4528
Editor
Gilbert Peterson 09 367 0916
Published by
TPL Publishing Services
Project Manager
Sheila Marshall 09 529 3007
Advertising Sales
Colin Gestro 09 489 8911
ISSN No. 1176-4953
Sustainability: Slogan or substance?- Paul Winter questions commitment
Auckland is one city. Leadership wanted- Alasdair Thompson calls for change now
Auckland’s mayors agree change urgent; disagreewhat to do
Can you dismiss someone for a 'brain explosion'?
Workplace noise? What's that?- Paul Jarvie defines the issue
Recruiting staff: Two big questions
Directions for tax change: E&Ys Tips
08
10
14
15
06
18
20
24
Your computer network is a strategic asset
Too much to do? Learn to procrastinate!
Wellness in the workplace - MAKING IT HAPPEN!
Pan Pac's Doug Ducker spelled out the energy issues facing
business at last month's forum in the Hawkes Bay and at the same
time covered off the uncertainties around the business response to
climate change. The investment required to grow the business while
addressing it is huge. He presented the case for how high flying
Government led ideals play out on the ground of the market place.
On the cover of this issue:
22
Moderate predictions calm carbon debate
Call for realism on waste
12
13
08
16
Reports
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AGE 2 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
By Paul Winter, Chief Executive, EMA Central
The PM reminded us in her opening
address to Parliament that meeting the
challenges our country faces in the 21st
century requires substance not slogans.EMA strongly agrees.
The PM suggests all decisions need to
be ‘sustainable’, on the best available
evidence at the time. I suggest this is
short hand for saying environmental
and social dimensions need to be
taken into account as well as economic
impacts.
For sustainability not to become a
slogan, and for it to gain real substance,
we have to recognize there are no
simple answers, since all human
activity has some environmental
and social impact.
Politicians rely on sound bites
to influence public perceptions,
and their constituencies. The
challenge the PM has raised is
how can sound bites be prevented
from turning into slogans, andundermining more complex issues
requiring genuine consultation?
Take climate change. (See also pages
12 & 13) Consultation documents
can give the appearance of assessing
all options, with the implication that
the decision making process is fair to
all stakeholders. An ideal, transparent
process would result in outcomes
that balance our desire to grow our
standard of living relative to the social
and environmental impacts brought
about by doing so.
What we don’t need is for the
consultation process over climate
change to pretend to be democratic
while some political deal that ignores
or understates the evidence, and the
costs, is done behind the scenes.
Government decisions taken in the
70’s and early 80’s dramatically reduced
New Zealand’s relative standard of
living. The process was democratic butthe outcomes were neither based on
substance nor were they sustainable.
Climate change, or more accurately
the impacts on climate of greater
emissions of greenhouse gases from
human activity, requires action based
on our best assessments of its risks, andrelative costs and benefits. It is a global
problem, and solutions need to be
global with us playing our part.
At EMA Central’s recent electricity
forum in Hawkes Bay, (See pages 16
& 17) it was clear many of our major
industry players favour some form
of market mechanism to deal with
greenhouse gas emissions.
Business New Zealand and others
are working on how an emissions
trading scheme might operate in New
Zealand. A possible option is a cap and
trade regime which would involve
setting a fixed limit on emissions and
establishing a market for trading in
emission allowances.
For a cap and trading regime to
become an effective constraint on
greenhouse gas emissions without
harming the economy, the total
quantity of emission allowances, and
the way they are allocated, would be
critical. And it will take time to carry
out the proper research and analysis
to identify the best mechanism to
achieve it.
In deciding what measures to
introduce after 2012, and also how
to handle the issue in the interim,
it is important for New Zealand
to remain in step with our major
trading partners. Otherwise, we risk
undermining the competitiveness oflocal businesses.
New Zealand is in the fortunate
position of having a much higher
proportion of electricity generation
from renewable sources than most
countries. We should not, therefore,
be under any pressure to leap aheadof our major trading competitors on
the issue.
In the decade 1995-2005, New
Zealand’s electricity prices increased
by a third, while Australia’s barely
changed.
Electricity generation must be
regarded as cr itical to our manufac-
turers and businesses generally, as
well as the wider economy. Security
of supply and competitive pricing
must not be compromised.
In the current market, new
generation from renewables
is viable and already under
development. It is therefore
difficult to see the economic
justification for introducing more
penalties or restrictions preventing
the addition of new thermal
generation in favour of renewables
in the transition period to 2012.
Some degree of thermalgeneration is definitely required for
security of supply, in the event the
rain doesn‘t fall and the wind doesn’t
blow. It is simply sensible to allow
new and more efficient thermal
plant to be constructed, so that in
time, we can replace the older and
less efficient thermal plant that we
currently have.
Sustainability: Slogan or substance?
On the move…From April 1, 2007, EMA Central is
moving to new offices in Wellington.
The current address in Lambton
Quay is being abandoned in favour
of new digs at:
2nd Floor
Lumley House
3-11 Hunter Street
Wellington
The postal address (P O Box 1087)
and phone and fax numbers remain
unchanged: Phone: 04 473 7224;
fax: 04 473 4501
It is difficult to see
the justification for
introducing more
penalties preventing
new thermal power
generation
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PAGE 3Our Vision. Your Success
By Alasdair Thompson, Chief Executive, EMA Northern
EMA’s CEO Breakfast on February
27 featured a forum called Auckland
Governance: restructuring and rejuve-
nation.More than 150 chief executives turned
up to hear presentations from Mayors
Sir Barry Curtis, Dick Hubbard,
George Wood, the Chair of the
Auckland Regional Authority Mike
Lee, and myself of behalf of EMA.
But those present will attest that
there was no consensus among our
mayors on how Auckland should
move forward to rationalize the city’s
governance structure, though they all
agreed change was definitely needed.
We say the issue must be progressed
with urgency.
Since then the
Government has
decided the ARC
should morph
into a Greater
Auckland Council
with a Regional
or SustainableDevelopment
Forum within it and
be charged with
developing a single,
binding plan for
Auckland.
At the time of
writing, which is in advance of
the official announcements on
this, we have yet to learn how
the plan, once decided, is to be
implemented, and who pays for
the new structure and its new
obligations. (see the Post Script
overleaf )
For the past five years EMA
has supported and promoted a
substantial reform of Auckland’s local
governance. Our position has been
determined after extensive consul-
tation, discussion and review with
our members at our Policy Forums,
Infrastructure Committee meetingsand the EMA Board.
Furthermore at our EMA
Briefings in the Auckland region
last spring, I made a point of asking
everyone present whether they
support a restructuring of Auckland’s
governance. Just three people outof about 1100 said things were fine
as they are. All others supported a
single city governance structure to
take charge of all cross boundary
issues and with rates collection
authority and one local government
bureaucracy.
Central Government has made
clear it is prepared to look at any
‘all Auckland’ proposal and EMA
believes it is time for the business
community of Auckland to take a
more prominent role in the issue.
We want our business leaders to
advocate for the way forward, direct
to Central Government, seeking
change.
EMA has put on our website
two letters from us to Government
ministers and the Prime Minister. If
you support the sentiments expressed
by EMA in this correspondence,
I urge you to write to PM Helen
Clark, Dr Cullen and Local
Government Minister Mark Burton.
Ask them to expedite a Cabinet
decision that will achieve efficiencies
for Auckland without new layers of
bureaucracy and the increased costs
that they would bring.
To remind you of EMA’s position,which has been outlined in previous
issues of EMABusinss+ we favour a
structure for greater Auckland with
one bureaucracy and one council,
aimed at achieving more efficient
governance with huge cost savings.
Currently we have seven separatecity or district council authorities
with 292 elected representatives.
They are paralysed by an inability to
agree and get things done.
One looming consequence is
the 2011 Rugby World Cup could
become an embarrassment.
Our preferred model for the
Greater Auckland Council (GAC)
would see it with 14 councillors
charged with overseeing the region's:
■ Environmental planning/consents
■ Transport (public transport &
roads)
■ Regional facilities (regional
parks, stadiums, museums, zoo)
■ Water and waste water
■ Rubbish and recycling
■ Annual and Long Term
Plan
The present city and district
councils would be retained asseven community oriented
councils with elected
members to oversee their
local:
■ Parks and reserves
■ Footpaths and street
lighting
■ Libraries
■ Swimming pools
■ Mainstreet schemes
■ Recreation facilities■ Annual and Long Term Plan
The rating policy applying would
be the same region wide with one
rates bill that includes:
■ Greater Auckland Council
(GAC) general rate
■ GAC targeted rate charges
■ Community Board general rate
■ Community Board targeted
rate chargesThe same policy would apply to
all with our property taxes based on
either land value or capital value.
Auckland’s governance: Leadership wanted
Central Government has made clear
it is prepared to look at any ‘all
Auckland’ proposal. EMA believes
it is time for our business leaders toadvocate for the way forward, direct
to central Government, seeking
change. Write to the PM.
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AGE 4 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
EMA’s CEO Breakfast on February
27 featured a forum on Auckland
Governance: restructuring and rejuve-
nation.
More than 150 chief executives
turned up to hear from the city's four
mayors and the Auckland Regional
Authority:
■ Sir Barry Curtis,
■ Dick Hubbard,
■ George Wood,
■ Mike Lee, ARC Chair
■ Alasdair Thompson, EMA
Northern chief executive.
Waitakarere Mayor Bob Harvey
had a prior engagement and was
unable to attend.
While all agreed change was
definitely needed to rationalize
the city’s governance structure, no
consensus emerged on what its aims
should be, how it should proceed and
what the end game
structure should looklike. EMA Northern
says the issue must
be progressed with
urgency.
Auckland City
Mayor Dick Hubbard
acknowledged
there were a lot of
deficiencies in the
present system, and
that the governance of the regionneeds strengthening.
He said if Auckland is to become
an international city its councillors s
have to accept they must cede some
power. They have to ask who they
are there to serve. Mayor Hubbard
declared his role was to serve
Auckland.
But he side stepped supporting
a specific solution other than the
proposal sent to Government by city
officials which seeks to establish aregional forum – another layer of
bureaucracy - whose main task would
be to oversee the development ofsingle plan for the region.
Mayor Hubbard said he had
problems with the proposal and that
it did not go nearly far enough. He
endorsed the objectives of the Metro
project.
Manukau Mayor Sir Barry Curtis
said Auckland is lagging behind
other Pacific cities pointing out that
Auckland has a huge influence on
New Zealand. “I see a strong need forchange,” he said.
Sir Barry backs the One Plan
proposal for Auckland but not one
city. In fact he wants three cities
eventually, with one strong regional
authority. But in the interim he
accepts the need for a Greater
Auckland Council charged with
developing a single plan concept.
At present Sir Barry said, the ARC
is a “lame duck organization” which
needs strengthening.
George Wood, Mayor of North
Shore City, doubted there is any real
will to make a major change, noting
that the North Shore Council scolded
the Auckland mayors for their earlier
plan; they wanted to see a lot less
change.
Mayor Wood emphasized too
the need for regional transport
integration, and backed new funding
tools such as a regional fuel tax.But the environment is “fraught
with inertia” and “hold
all bets.” He thinks little
will happen this year.
But by the 2010 localgovernment elections
the region should have
the pieces in place to
do it right. A half baked
proposal could be worse
than the status quo, he
said.
Meanwhile Auckland
must demand a far
stronger interface with
Central Government.
“We want to see the government
committed to Auckland far more.”
Chair of the Auckland Regional
Authority Mike Lee was keen to
stress that any change should aim
to achieve greater cost effectiveness
and recognize the ‘local’ in local
government. Mike Lee endorsed the
One City plan which, though not
perfect, is something the regions’
elected leaders all can sign up to.
He said we need a single plan, agrowth strategy for the region, and
an agreed set of goals, plans and
timeframes to achieve them.
Auckland’s mayors agree change urgent;
Post scriptCabinet is now understood to have
agreed to the need for reform of Auckland
governance.
What has been announced is said to be
the most that is politically possible in an
environment though there is no apparent
regional consensus.
Cabinet ministers say its the best that can
be achieved without a strong constituency
for more radical change coming from
Auckland especially from business and
other key opinion leaders.
There is also understood to be general
agreement in favour of a single transport
agency for Auckland separate from the
Regional or Sustainable Development
Forum.
George Wood
Mayors Dick Hubbard, Sir Barry Curtisand forum chair Bruce Goldsworthy
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PAGE 5Our Vision. Your Success
Exclusive Invitation“A Special Breakfast Event to mark the launch of
the 2007 Sir Peter Blake Leadership Awards”
EMA is proud to partner with the Sir Peter
Blake Trust in inviting you to a special
event to mark the launch of the 2007 Sir
Peter Blake Leadership Awards.
This is a unique opportunity to hear from
two of New Zealand’s most distinguished
leaders:
• Dr John Hood, Vice-Chancellor of theUniversity of Oxford, and
• Chris Liddell, Chief Financial Officer of
Microsoft
Date: Monday April 2, 2007
Venue: Grand Ballroom, Rendezvous
Hotel (Cnr Mayoral Dr and
Vincent St, Auckland)
Time: 7.15am – 9.00am
Cost: $45.00 inc GST, or Corporate
Tables of 10 for $400.00To register please visit:
www.ema.co.nz
Other centres:Hamilton
Wednesday April 4, 12.00-2.00pm
Host: Institute of Directors
Venue: Novotel
With guest speakers:
• Jock Hobbs and
• Michael Redman (Emerging Leader2006)
Wellington
Tuesday April 3, 5.00-6.30pm
With guest speakers:
• Sir John Anderson and
• Stephen Tindall (Blake Medalists 2005
and 2006)
To register for these events:
Contact Vicki Watsonat 09 443 9736
Or via www.sirpeterblaketrust.org
The Sir Peter Blake Leadership Awards
were launched in 2005 to recognize,
celebrate and encourage outstanding
leadership in New Zealand. They
comprise The Blake Medal and six Sir
Peter Blake Emerging Leader Awards.
Nominations for the 2007 awards open
April 2 at this breakfast where two
significant New Zealanders will share their stories and views on kiwi leadership
in the international arena.
disagree what to doIn question time John Hynds asked for views on
whether Auckland is recognized by the rest of New
Zealand as the nation’s powerhouse for growth. If
Auckland was unified, Wellington would be unable todivide and rule, he said.
Sir Barry said the region needed to change its structure
to achieve a unified voice but Mayor Hubbard said it was
an urban myth that there was a Wellington conspiracy to
hold Auckland back, since
“New Zealand’s future is
Auckland’s future.
In summing up, the
chair of forum for the day,
EMA Northern’s Bruce
Goldsworthy said the views
on restructuring of Auckland’s
governance from the four
leaders was a somewhat
cautious and conservative
approach to change.
Though their views were
valuable they did not appear
to represent any consensus
or common approach to beprogress the issue though Central
Government has made it clear that
it is prepared to look at any “all
Auckland” proposal. Bruce called
on those present to take a more
prominent role on the issue by
writing to the Government seeking change.
“Business recognizes that in today’s world, that change
is inevitable – we have to work smarter to sell tomorrow
what we sold today. We know that we have to move on,
and accept that what we may have done previously is
seldom going to be good enough, or even relevant to stay
in business in the future.
“It is important that our local government agencies
understand and accept the same tenet if our region is ever
going to be an international player.
Mike Lee
Alasdair Thompson
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AGE 6 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
There’s no doubt when it comes to
exporting too much is expected of
too few. Just 50 companies export
$75 million a year or more, and 360companies account for 85 per cent of all
New Zealand’s export revenues.
Only 160 companies export $25
million a year or more.
Of the $69.5 billion in sales recorded
in 2005 by our manufacturers just one
third or about $24 billion was from
export sales.
Far more of our 20,000 manufac-
turing enterprises have to be attracted
into exporting. But as 14,000 of them
employ five or less people, the big
challenge for Export Year becomes:
How can we encourage many more of
our small and medium enterprises tomeet the risks inherent in the global
marketplace?
The question should not daunt
Kiwis. Many smaller manufacturing
businesses have taken up the challenge
and are reaping the rewards. In fact,
exports of elaborately transformed
manufactures (etm’s) grew from 19.3
per cent of all exports in 1990 to 32 per
cent in 2005/06, a huge step up.
But for Export Year to become a
success two major objectives must be
met: the public at large must become
aware of the importance of exporting to
their own financial future, and back the
exporters’ cause, and the extent that that
is achieved must be measured.
Because the sustainability of ourstandard of living is dependent on the
success of our exporters, Export Year
demands far greater public recognition
and support. The Year requires no less
than a promotional campaign aimed at
the heart of public concern about their
future well being.
So, where are the big new
export events to capture the public
imagination? Where are the policy
announcements to mark out this year
as special? Where are action points that
announce to the public that exporting
and exporters are very, very important?
by Bruce Goldsworthy, EMA Northern's Manager ofAdvocacy & Manufacturing Services
Export Year needs public backing
Government has signed off on its $6.3 million
marketing effort and the Buy Kiwi Made
website has gone live. (www.buykiwimade.
govt.nz)
Six events are to be held around New
Zealand in April and May to showcase Kiwi
made products, in:
Dunedin, Thursday, April 12
Christchurch, Friday, April 13
Napier, Friday, April 20Hamilton, Thursday, April 26
New Plymouth, Friday, April 27 and
Auckland, Friday, May 4.
“These events also aim to encourage
domestic producers to label their qualifying
goods as New Zealand made. Companies in
each region are to be approached for partici-
pation.
The Government’s $11.5 million all-up
Buy Kiwi Made programme also includes a
fund to support Buy Kiwi Made sectoral andregional objectives. Applications have closed
for the first round of funding but two further
rounds are coming up over the next two years.
The second round with up to $1 million
opens for applications in October and the
final round in March 2008. The initial round
was for up to $1.5 million.
The Ministry of Economic Development
is administering the fund, with final
decisions to be made by the Minister of
Finance and the Minister of Industry and
Regional Development along wit h the
Government Spokesperson for Buy Kiwi
Made.
The Buy Kiwi made campaign will
celebrate and promote New Zealandinnovation, entrepreneurship and manufac-
turing successes.
It also aims to increase consumer
recognition of branding that identifies
products as New Zealand-made and to
promote voluntary branding and labelling
for the purpose. More details are at: www.
buykiwimade.govt.nz
Buy Kiwi Made has been developed
in close co-operation with Business New
Zealand which operates the “kiwi in atriangle” Buy New Zealand Made brand,
said Sue Bradford, the Government spokes-
person for the campaign.
Not to be confused with'Made from NZ', the fern forwhich was built on SantaMonica, Beach, California,
USA, on Waitangi Day, Feb 6 this year.
Buy Kiwi Made coughs and starts
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PAGE 7Our Vision. Your Success
EMA Business+ asked NZTE to
include our magazine in its advertising
budget – most other business
publications are to be the beneficiaries.
(Look out for those squalid blue New
Zealand New Thinking broadsheets).
But we were told al l Government
advertising funds were already committed
though an NZTE official said they would
welcome ‘free’ coverage.
So, here goes. Read here the real ExportYear story, unsullied by the grease of
Government grants. (Which is not to say,
your business should not apply for some.)
Grants – get in now!The Government has made a total of
$33.744 million additional funding
available for the Market Development
Component of the Enterprise
Development Grant.
■ FY2006107 funding is now$40.607 million ($13.494 million
extra)
■ FY2007108 funding is now
$45.601 million ($20.25 million
extra)
■ FY2008109 funding returns to
normal at $27.6 million
NZTE has received 757 registrationsof interest for co-funding and 185
completed applications for these
grants.
Marketing
Exporter breakfastsAlready more than 50 breakfasts are
planned where exporters can learn
from each other.
So far three breakfasts hosted by
Export New Zealand and NZTEhave been attended by 243 exporters
- these carry Export Year and New
Zealand New Thinking branding.
www.exportyear.co.nz websiteFrom launch to February 20 there
had been very few visits to the Export
Year website – only 3,469. Sixty two
per cent of visitors, took an average
6.25 minutes to look over the wares
on offer. The website is where youcan find taxpayer funded workshops
available.
Printed collateralA brochure, pads, pens, banners,
folders, and letterhead have been
printed and are available courtesy of
the taxpayer for you to use in Export
Year related events. If you think they
are a waste of export related funds
write to the Minister Trevor Mallard,
C/- Parliament, Wellington or email:[email protected]
Advertising to dateNZTE’s advertising agency
(Clemenger BBDO) has been briefed
to provide advice and assist with
implementation of the proposed
Export Year 2007 advertising
campaign.
To date, NZTE has promoted
Export Year 2007 by advertising in
Unlimited magazine, the National
Business Review, NZ Herald,
Waikato Times, Dominion Post, The
Press, Otago Daily Times, Sunday
Star Times and the Herald on
Sunday.
This was said to be a short burst
intended to inform the public thatExport Year 2007 had been launched.
Did it work? Were the results
meassured? Who knows? But read
on: The public is not the audence the
campaign says its aiming for. (!)
More advertising comingNZTE proposes to run an
advertising campaign, from March,
using print, web, radio and screens
in Koru lounges. No televisionadvertising is planned.
Will anyone notice? How will
they know, if they do? The proposed
advertising campaign will be tightly
targeted (yeah right!) to the business
audience, rather than appealing to a
broad cross-section of the public.
(See Bruce Goldsworthy’s comments
on page 6).
Surely all this is what NZTE and Governmentshould be doing every year.What do you
think? Do you want to add your say?
Email: [email protected]
Since Government support is
aimed at business and only business
knows Export Year is taking place,
are we to understand that its not
really considered very important foreveryone else?
Most of the programme so far is
business as usual. Its full of events,
courses and policy tuning, including
the extra $33.75 million in Market
Development Grants, that governments
do, or should do every year, even whenit isn’t designated an Export Year.
There’s still time to make Export
Year resonate with the public.
Let’s hope our politicians both in
government and opposition turn their
attention to making Export Year the
call for the trade action required tomove our standard of living back up
the OECD rankings.
Each issue this year EMA
Business+ will run a column
on Export Year activities,scheduled and coming
up, with some acerbic
commentary to keep you
awake, hopefully to inspire
and motivate you, not like
the government gumf you
see elsewhere.
- Gilbert Peterson,Editor
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AGE 8 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
In X v Auckland District HealthBoard (AC10/07), ADHB dismissed
Mr X, a senior doctor, for taking photos
of his genitals, on a work cell phone then
emailing them to a work colleague. He
also emailed other pornographic material
that had been sent to him by others.
The Employment Court ordered he be
reinstated as the only remedy granted.
No hurt and humiliation payment was
made against ADHB because Mr X was
the main contributor to his own hurt and
humiliation. Mr X did not suffer any
actual losses to compensate for.
Many people are baffled why the
Employment Court found in Mr
X’s favour, but the reason is simple.
Really bad or strange behaviour by an
employee does not mean an employer
can get away with a bad disciplinary
process.While an employee’s actions are
somewhat relevant, the legal test of
“what a fair and reasonable employer
would have done in all the circum-
stances” focuses entirely on the
employer’s actions (section 103A
Employment Relations Act 2000).
In this case the ADHB did not
respond to the standard required of a
reasonable employer in the circum-
stances; in short they overreacted by
ambushing the employee due to the
nature of the misconduct.
The Chief Judge found on the
evidence presented that a fair and
reasonable employer would have
imposed behavioural sanctions to
rehabilitate the employee rather than
dismissing him.
Though it would have been possible
for a fair and reasonable employer
to have concluded this was serious
misconduct justifying dismissal, to do sothe employer would have had to carry
out a fair and reasonable procedure
then given proper consideration to
all the evidence as well as alternativeoutcomes, including rehabilitation.
This was not done.
Reinstatement was deemed
appropriate as the Court found
the episode (genital photography)
amounted to “a brain explosion”,
almost certainly a once-off occurrence.
The Court also emphasised that
in some professions a dismissal could
affect any ability to practice. Some
professionals are subject to professional
disciplinary standards and procedures.The case is especially significant
because the Chief Judge of the
Employment Court reinforced the
principles employers must use in
disciplinary process and investigations as
set out in Air New Zealand Ltd v Hudson
(AC30/06) and Simpsons Farms Ltd v
Aberhart (AC52/06), namely:
1. Process is important because bad
process leads to bad decisions.
2. There must be sufficient evidence tosupport a claim that a breach of trust
and confidence has occurred.
3. Employers cannot dismiss for reasons
other than those the employee is
accused of.
Learning points:1. Consider as calmly as possible what
an appropriate procedure would
be, then use it – rushing in and
ambushing an employee will likely
damage the effect of any decision
you make.
2. Inform the employee of all the
allegations against them at the
earliest point practical. Usually
these should be provided when an
employee is invited to a disciplinary
meeting.
3. Inform employees of their right to
be represented at the disciplinary
and recommend that they do so.
4. Advise the employee who willattend the meeting and what their
roles are, especially if a solicitor is to
attend.
5. Provide specific information about
the disciplinary procedure to be
followed.
6. Information about the employee
must be given to them if they
request it unless it identifies another
person without authorisation.
7. The employee has a right to know
who has made allegations against
them, but if anonymity is necessary
all other details, with names blankedout, should be provided. Do not
rely on body language to make a
decision.
8. Be responsive and communicative
at a disciplinary meeting - ask
appropriate questions to ascertain
all necessary information that you
need to properly consider all the
issues.
9. Follow any company policy or set
disciplinary procedures you have.
10. Do not rely on conduct withoutproper investigation. Anything
you will be relying on must be
presented to the employee for
comment.
11. If you want to maintain confiden-
tiality about the investigation you
need to put this to the employee in
writing.
12. Consider all options and outcomes,
not just disciplinary sanctions.
13. Do not treat one situationdifferently from other similar
incidents without very good
reasons.
'Brain explosion!'
When can you dismiss someone?
By Jasmine Brown,solicitor with EMA Central
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PAGE 9Our Vision. Your Success
Keith Vaughan, HR consultant with
EMA Central, presented a paper atthe Deming Institute in New York
in February, as one of more than 30
speakers from around the world taking
part in the 13th Annual International
Deming Research Seminar, held at
Fordham University.
Keith’s paper, Rethinking Performance
Appraisals, came about because he sayshe was driven to question performance
reviews which in his experience don’t
deliver the benefits they promise.
“It’s accepted wisdom that every year
you have to go through this process
of doing a performance review with
staff,” Keith said. “But if the system isn’t
working, it should be scrapped.”
His paper was based on hisexperience of working with EMA
members who have done away with
annual reviews.
“When I talk to people about this,
their immediate reaction is to ask about
the alternatives,” Keith commented.
“Basically, they tend to want to replace
one system with a different one. But
I’ve been working with a number of
organisations to help them change their
whole approach to how they managetheir staff.”
Keith recommends a complete shift
in thinking.
“Rather than waiting until review
time, issues should be dealt with
appropriately as they occur,” he said.
“There needs to be regular dialogue
with staff so that it’s
normal to raise anyperformance matters,
positive or negative,
at the time.
“The problem
with an elaborate
annual review
system, apart from
the resources it ties up, is that it tends
to encourage people who aren’t really
comfortable dealing with their staff, to
put off addressing issues.”
Keith plans to hold further seminars on
Rethinking Performance Appraisals during
2007. For further information, or to receive a
copy of his paper, contact Keith Vaughan on
04 470 9943 or [email protected].
Rethinking performance appraisals:
What happens after they’ve been scrapped?
Keith Vaughan
SpecialistEmployment Lawyers
Our high success rate reflects our expertise. Our 13 lawyers specialise inemployment law and only act for employers. As part of a
member-owned organisation, EMA Legal offers services that
are excellent value.
Strategic advice Practical solutions Skilled representation
Key contactsSusan-Jane Davies (04) 470 9923 [email protected] Douglas (09) 367 0917 [email protected] Akbar (09) 367 0931 [email protected]
Elizabeth Brown (06) 843 3419 [email protected] McLorinan (06) 759 4006 [email protected] Kirk (03) 548 4513 [email protected]
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GE 10 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
The effect of noise on hearing is well
known and well publicised yet ACC
hearing loss claims continue to rise.
Employers are required under the
HASE Act Regulations to manage
sound in the workplace if the 85 dB
(A) or 140 dB (peak) is exceeded;
this includes signs, labelling of noisy
machines or other means to signify
the hazard.
Workplace noise can and does
cause noise induced hearing loss
when the energy of sound is too
great, or the duration of the sound
exposure goes on for too long, or
there is a combination of the two.
Work related noise can cause
noise induced hearing loss in the
absence of other non work noise
exposures because of the working
eight hour day versus non work
short time exposures. But it's not
always true that noise induced
hearing loss is caused at work andthe actual cause is for a competent
person to evaluate.
Noise induced hearing loss is
the effect on the ears from being
physically damaged by sound
pressure waves causing cell damage
within the ear.
Both the level of noise and
exposure to it are the main criteria
for measuring noise. Both require
a range of specialist considerations.
It is not just a matter of pointing a
meter at a machine; that approach
would lead to grossly inaccurate
assumptions.
Temporary or permanentHearing damage in mild cases can
be temporary; people may recover.
Examples are the ringing in your ears
following a rock concert, or from not
wearing hearing protection on an
isolated occasion. But if the exposurecontinues, the ear quickly loses
the ability to recover, and physical
damage becomes permanent. Once
the damage is done, no remedies are
available to recover damaged hearing
cells.
Damage detectionHearing damage is detected by
conducting an audiogram - hearing
test. This procedure identifies
sounds that can be heard at various
frequencies. The hear ing profile then
identifies any hear ing loss. Workplace
noise induced hearing loss has a
unique and typical profile which is
different from age related hearing
loss.
The Department of Labour has
a Workplace Exposure Standard
(WES) that sets a noise dose level
that, if followed, is unlikely to cause
hearing loss. The noise level set by
this standard is 85 dB (A) over an
eight hour period, or a maximum of
140 db (peak) for impact noise. The
eight hour dose includes rest times
and is an average for the day. It is
estimated that even at these levels
around 10 per cent of the workingpopulation may suffer some degree
of hearing loss.
Under the Health and Safety in
Employment Act and supported by
the Code of Practice (Management
of Noise in the Workplace)
employers are required to conduct
preliminary workplace noise surveys
to identify any noise hazards. If noise
is found a competent person must
undertake a detailed noise survey to
qualify and quantify the noise.
Where excessive noise is found
i.e over 85dB(A) measures must be
taken to manage it. These include
engineering, barriers, and personal
protective equipment. Where hearing
protection is provided employers
must monitor the employees hearing
by undertaking annual audiograms.
When employers provide hearing
protection it is up to them to insist
that employees use and wear suchdevices. Employers must also train
and supervise all staff exposed to
noise.
Next Steps
Conducting a detailed noise survey is
where the EMA’s OH&S consultants
assist employers. The EMA workplacesafety team have the latest equipment and
skills to conduct detailed noise surveys to
provide practical, non-scientific reports
that employers’ can implement.
If the detailed noise survey is incorrect
it could have serious implications for
employees and their hearing. A result from
this would be more cost pressure on ACC
hearing claims and ultimately an increase
in employer levies to ACC.
The EMA(N) OH&S consultants can be
contacted through Paul Jarvie. Phone 09
367 0963 or [email protected].
Workplace noise? What's that?
By Paul Jarvie, EMA Northern’s Manager ofWorkplace Health & Safety
NOISE
Noise is basically unwanted sound
and is obviously present in all aspects
of our lives. Therefore a daily dose
of noise will have both work and non
work components.
Sound is the propagation of pressure
waves caused by energy sources.
Noise in the workplace can be anything
from speech through to impact noise
caused by two steel objects hitting
each other.Sound is made up of frequencies,
tones, pitches and energy. They all
interact to produce an energy that our
ears capture and recognise as music,
hissing or bangs which are either
pleasant or annoying.
Sound is measured in decibels, a unit
of pressure. They cannot be added
together as they are a logarithm. E.g.
two machines producing 85 dB (A)
each does not result in 170dB (A) nor
the same 85dB (A). In fact the resultant
noise is 88dB (A), a doubling of the
noise energy.
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GE 12 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
Climate science relies on computer
simulation of many variables. As
with any computer simulation, the
better the information gathered, the
better the output.
The UN’s latest IPCC
(Intergovernmental Panel on Climate
Change) report shows scientists
gaining a better understanding of
the variables and expressing more
confidence in the results.
As confidence in the data grows,
the projections are getting moremoderate, for example the IPCC
is now suggesting a 38 centimetres
rise in sea levels by 2100 - much
lower than earlier predictionsand a
long way from the devastating six-
metre rise portrayed in Al Gore’s An
Inconvenient Truth.
It tells us there are dangers in
over-reacting to incomplete data.
Some of the more extreme
recommendations of recent years
would have crippled our economy,
with the loss of major industries
and a large reduction in farm stock
levels.
And given that New Zealand
accounts for only .02 per cent of
global emissions, restricting our
industry and farming emissions
would have been basically useless in
global terms.
There will be some relief in
the business community at themoderating of the climate change
predictions coming from the UN.
Business believes energy
efficiency and reduced emissions
make businesses sense as well as
environmental sense and there is
overwhelming support among EMA
members for sustainable stewardshipof the environment.
At the same time, there is an
acute awareness of the need to
protect our international competi-
tiveness. Carbon taxing New
Zealand businesses would weaken
their competitive position, as many
overseas competitors will face no
such taxes.
Protecting the environment
doesn’t have to harm competi-tiveness, nor does competitiveness
have to harm the environment. We
can choose policies that maximise
benefits for everyone, instead of
punitive carbon policies that create
winners and losers.
What’s needed is increased
dialogue between Government
and business with a view to getting
support for more sensible measures
to reduce emissions. Business
is heartened by the renewed
commitment to dialogue shown
by the Government and Energy
Minister, and would welcome
further discussion. The more
moderate predictions coming from
the IPCC should allow a calmer,
more reasoned climate in which to
debate the options.
EMA and Business NZ members
would welcome the opportunity
to discuss new ideas, includingdemand-side management of energy
needs and development of cleaner
energy sources.
EMA and Business NZ, with
several large industry members,
are funding a significant investi-
gation into options for an emissions
trading scheme, seeking formulathat will work for all sectors and
all sizes and types of organisations,
that is voluntary, does not harm
competitiveness, and that is capable
of integrating with trading schemes
elsewhere.
Also needed now is to drop the
current intention to cap electricity
generation emissions before 2012
(2012 being the point at which
current Kyoto commitments endand new measures will begin). This
intention, likely to become law this
year, would discr iminate heavily
against our businesses’ ability to
compete in international markets.
Another priority should be to
rework the Government’s draft
Energy Strategy so that all its
proposals are supported by cost-
benefit analysis. Better cost-benefit
information would reduce the risk
of the exercise becoming simply a
choice between slogans.
The IPCC report gives the
Government breathing space to
analyse the overall costs and benefits
of any proposed action to introduce
a price for carbon into New
Zealand in advance of our major
trading partners and international
competitors.
This is not the time for
precipitous action on climate policies- it’s time for a calm debate and
reassessment of all known opportu-
nities, risks, costs and benefits.
Moderate predictions calm carbon debate
Much of EMA’s advocacy on issues of importance to
members is undertaken by EMA advocacy specialist
Business NZ.
Recent lobby initiatives by both Business NZ and EMA
have centred round environmental issues which pose
some risks for business competitiveness.
Business NZ’s Phil O’Reilly makes the case for better
quality debate and improved cost-benefit analysis
before regulation is imposed on business in the areas
of climate change and waste.
Climate change and waste proposals need better analysis
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PAGE 13Our Vision. Your Success
Waste is a growing concern in many
developed countries, with the amount
of waste increasing along with growth
in population, economic activity,incomes and consumption, and changes
in lifestyles such as greater use of
convenience foods.
But how big a problem is waste, and
how effective are the policies for
addressing it?
These questions were examined by
the Institute of Economic Research
in a recent report commissioned by
Business NZ and EMA*.
The report shows that waste
disposal - in terms of disposal volumes
per real dollar of GDP – has actually
reduced over recent years.
According to the last published
landfill census in 2002, New
Zealanders disposed of
around three million tonnes
of solid waste, down from
3.2 million tonnes in 1995- a reduction of 23 per cent
in disposal volumes per real
dollar of GDP between these
years.
Yet there is a perception
of a worsening waste
problem, bringing the threat
of restrictive regulation. The
danger is that such regulation
may not be based on sound science or
sound economics – and may leave the
community worse off.
A frequently proposed idea is that
of extending responsibility for waste
minimisation to manufacturers and
suppliers of products, as exemplified
by the 2004 Packaging Accord.
This voluntary scheme has brought
increased recycling of packaging
materials, but making it compulsory
or increasing recovery targets would
increase costs on suppliers for
questionable benefit.Government and councils may be
attracted to such measures because
they show responsiveness to their
constituents while the costs are
borne elsewhere, by consumers and
businesses.
But every dollar diverted to wastediversion is a dollar not available to
be spent elsewhere, such as business
investment, social services, education
or health, which may have a greater
social value than further waste
reduction.
The risk for future policy is that
now the ‘low hanging fruit’ of easy
waste management improvements
have been achieved, further initiatives
will become much more expensive
and less effective.
It would be ironic if in trying to
minimise waste of materials, we waste
other resources such as labour, energy
and capital, by diverting them from
other more valuable uses, says Business
NZ’s Phil O’Reilly.
He points to the Waste
Minimisation (Solids) Bill, currently
before Parliament, as an example of
an expensive and ineffective proposal
for waste management. It promotes a
‘waste levy’ on business and a vision
for a ‘waste-free’ New Zealand.
“This is out of touch with
economic reality. All modern,
industrial societies produce waste,
and this is going to increase as our
economy grows,” Phil O’Reilly says.
“It’s good to reduce and recycle
our waste, but at some point this will
require communities to compromiseon other things they want. The costs
must be weighed up and balanced.
“Business NZ and EMA support
efforts to reduce waste, but only to
the extent they are practical and cost
effective for the community.”O’Reilly says r igorous cost-benefit
analysis - exploring the consequences
of waste recycling, disposal and
restraint - is needed to justify greater
direct government intervention in the
market for waste.
The Waste Minimisation (Solids)
Bill is not supported by cost-benefit
analysis.
“Goals to preserve New
Zealand’s clean, green reputation
here and overseas are worthyof pursuit, but they should not
drive us down a track that’s
irrational for business and
communities,” Mr O’Reilly says.
*Waste or Rationality?
Economic perspectives on waste
management and policies in New
Zealand, NZIER 2007
The report can be accessed
under ‘surveys’ on www.businessnz.
org.nz.
The report was commissioned by Business
NZ and EMA, with financial support by
Building Service Contractors of NZ, Cement
& Concrete Association of NZ, Furniture
Association of NZ, Horticulture NZ, Meat
Industry Association, NZ Contractors
Federation, NZ Food & Grocery Council,
NZ Retailers Association, NZ Textile Care
Federation, PrintNZ, Registered Master
Builders Federation, Wellington Regional
Chamber of Commerce
Call for realism on waste
"Waste disposal - in terms
of disposal volumes per
real dollar of GDP - has
actually reduced over
recent years"
Business NZ’s CEO Phil O’Reilly
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GE 14 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
EMA Northern’s Advice line is well
used! Over 1000 enquiries come in
each week from employers.
Annette Sleep, Managing Director of
O’Neills Personnel, covers off issues
raised by two of the most commonly
asked questions, and offers some tips.
Question 1:
“What can you safely say in an
advertisement when advertising
for staff?”
The Human Rights Act says
that potential employees cannot be
discriminated against on the groundsof race, religion, sex or age.
For example: Your Administration
Manager is leaving. She is a mature
New Zealander in her late forties
with good all round accounting and
admin skills. She has been with the
company for five years and is hard
working and reliable. Ideally, you
want someone just like her to take
over. Sounds reasonable? However
if you write an ad that reflects this
sentiment you are in breach of theAct. So here’s an example of what
NOT to write
OFFICE MANAGER – Ideally suit NZ woman
in late forties with good Accounting and
Admin skills. Must have at least five years
office management experience and speak
good English
References to sex, age and
nationality in this ad breach the
Human Rights Act. There are
also some who would argue thatspecifying “five year’s experience” as
a minimum requirement constitutes
discrimination.
The solution to this situation is
to focus on the skills required to
perform the Office Manager’s job
well. If you do this, your ad would
read:
OFFICE MANAGER – Ideally suit person
able to complete accounts to balancesheet and possessing all round admin
experience. Stable work history and good
communication skills, a must.
By focussing on the skills required
you will keep an open mind on the
situations of candidates applying
for the role. In a candidate-starved
market this will considerably increase
your chances of finding a replacement
in a timely manner.
Question 2:
What can you ask interviewees
regarding criminal record,
medical history, personal details
and age?”
The Privacy Act is much
misquoted and sometimes used as a
“blind” for employees to not disclose
information that would influence an
employers hiring decision.
For example: You have justemployed a customer services person
to work in a team of five. This is a
busy role requiring the answering of
inbound calls from your customers,
and the taking of orders as well as
solving a range of repetitive queries.
Your office is open plan and there is
a constant hum of activity and noise.
Within the first few days it becomes
apparent that he is struggling in the
role and not “picking up” instructionsfrom the person assigned to train him.
He is also making mistakes in the
taking of orders from customers.
You decide at the end of the first
week to speak with him about this.
During this conversation, he reveals
to you that he is deaf in one ear. He
explains the noise level in the office issuch that he cannot hear instructions.
You realise your new employee will
always struggle in the role because
his deafness impacts upon his work
performance. – What are you to do?
It is good business practice
for employers to have their own
employment application forms which
prospective employees complete
at the time of interview. This
application form should containquestions about the above issues
because it is an opportunity for a
candidate to declare their date of
birth, sicknesses / medical conditions
or criminal convictions – all of which
could impact on their employment
with the company.
It is acceptable to include in the
application form a request for a
signed declaration from the candidate
that all information given is true and
correct. The declaration should statethat if the candidate is employed
by the company and at some future
date the information given is found
to be false, and this impacts upon
their ability to perform the role, this
would jeopardise their continued
employment with the company.
In the example above, if the
customer services person had
completed (and signed) a pre
employment form and omitted tostate his deafness in this instance,
the omission would be grounds for
dismissal.
Recruiting staff: Two big questions
Annette
Sleep
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PAGE 15Our Vision. Your Success
Continuing last month’s discussion on
International Tax Reform, E&Y’s JoDoolan says the changes proposed are
critical and need all the help they can
get if New Zealand businesses are to get
a stable platform on which to play in
the global market. If you want to have
a say, the deadline for submissions has
been extended to March9 2007.
“Bringing our international tax rules
into line with international norms
would reduce barriers faced by NewZealand-based firms under current
tax rules to exploiting the benefits of
operating internationally.” - Dr Michael
Cullen Minister of Finance,
and Peter Dunne Minister of
Revenue.
Statements such as facili-
tating economic transformation,
productivity gains and fostering
a competitive environment for
business are meaningless unless
they are supported by tax rulesthat ensure New Zealand is
competitive.
When operating outside
the acceptable eight grey list
countries -Australia, the US,
UK, Belgium, Canada, Germany, Japan
and Spain - our existing rules can be
likened to drift net fishing. Regardless
of what you want to catch everything is
dredged into the net.
This creates waste and threatensour economic future as New Zealand
businesses either shy away from
expansion or move elsewhere to
friendlier waters.
The new proposals as outlined
in the document “New Zealand’s
International Tax Review: a direction for
change” conceptually provide an ability
to compete but they also have plenty of
fishhooks to catch the unexpected. The
possible removal of the existing grey list
is just the beginning.
A passive/active income exemption
makes sense conceptually but if you
are manufacturing in China and selling
to your subsidiary in the US then thisincome should also be exempt.
Distinguishing between passive
income like interest, dividends, rent,
and royalties does not make sense. If
this income is as a direct result of your
business activities, it should also be
treated as exempt.
Making offshore active income
exempt hits a snag because calling
something exempt conjures up images
of it being tax free.Try distributing these profits by way
of a dividend to shareholders and you
would find tax will end up being paid
since the reality is that the tax on this
income is only deferred.
Add to this that you have to
apportion expenses and interest
associated with earning this “so-called”
exempt income. Depending on where you are operating, you could well pay
tax offshore for which you do not
receive a credit in New Zealand. The
result is offshore income may attract
a much higher effective tax rate than
income earned locally.
Other fishhooks create their own
form of sunstroke, like the expansion
of the thin capitalisation rules. The
exclusion of goodwill from the
calculation could result in additional
non deductible interest.
Since goodwill is not deductible
for tax in the first place, and is often a
significant item in a company’s balance
sheet, the concept of blue skies andtax free income suddenly takes on a
different light.
Driven from a paranoia that New
Zealand companies will use the new
rules to rip off the New Zealand tax
system, the proposed rules may offer
holes in the drift net that allow New
Zealand businesses to compete, then
reel them back in with anti-avoidance
type catch-alls.
Compare this to countries likeSingapore which have low corporate
tax rates, and other tax incentives like
tax holidays, complemented by a very
business friendly environment.
The document rightly points
out in bringing in these new rules
that New Zealand can benefit
from extensive international
experience. But in the end the
rules need to be developed to
reflect the realities of our business
environment and the otherfeatures of our tax system.
It also says a critical issue will be
the compliance and administrative
burden imposed by the new rules.
What is important is those
impacted by them do not sit back and
passively wait; they should actively
participate in the formation and
implementation of these new rules.
As Dr Cullen and Peter Dunne state:
“Many important details of implemen-tation remain open. Consultations with
New Zealand business and submissions
from interested parties will play a critical
role in determining the final form of
the proposals.”
Joanna Doolan is a Tax Director with Ernst
& Young. The views expressed are her own
and do not necessarily represent those of
Ernst & Young. Joanna can be contacted
by email on [email protected]
or contact phone numbers 093007075 or
0274935627.
EMA's TAX TIPS
Direction for tax change: Beware of fishhooks
and sunstroke
"...you could well pay tax
offshore for which you do
not receive a credit in New
Zealand. Offshore income
may attract a much highereffective tax rate than income
earned locally."
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GE 16 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
An Energy Forum presented by EMA
Central last month in Napier asked the
question: How do we achieve reliable
and cost effective electricity in an
environmentally conscious world?
We’re under pressure to address
climate change and control greenhouse
gas emissions. At the same time, for our
economy to survive and thrive, we need
an electricity supply that’s reliable and
cost competitive. (The Government’s
draft energy strategy through to
2050 invites submissions which close
on March 30. The draft is on the
website of the Ministry for Economic
Development, www.med.govt.nz.)
David Parker emphasized the
importance to New Zealand of
Energy Forum asks hard questions
By Janet Bache, EMA Central
Ken Sutherland, Chief Executive, Unison:“The Resource Management Act processcan cause significant delays.”
Pan Pac in the Hawkes Bay is an industry
fighting to see the wood for the trees,
Doug Ducker, MD of Pan Pac Forest
Products Ltd, told the Energy Forum.
The Hawkes Bay forest industry employs
over 2000 people locally, with forest
assets worth over $750 million, and plant
assets worth $400 million replacement
value, he said.
But “our industry effectively sells
electricity with wood as the carrier, and
we are dogged by power uncertainty
and climate change imperatives."
The forestry industry by its nature is:
■ long term
■ primarily focused on export sales
■ with value addition always the focus
for development
■ a key raw material supplier for the
Asia/Pacific region
■ cost focus sustained
Working against these characteristics,
New Zealand’s electricity supply is
volatile with:
■ half hourly ex-post market with 244
pricing nodes
■ dominated by 4 large generator/
retailers
■ reliance on the Maui gas with its
uncertain future volumes
■ imported LNG may set the future
electricity price
■ Government has ratified Kyoto
Protocol with a carbon tax on thermal
generation possible
These factors impact on industry by
requiring them to:
■ to utilise spot pricing opportu-
nities
■ to use hedges though they are
deemed to carry premiums
■ to maximise operational flexibility
and inventory management.
But power spikes and outages have
caused havoc this decade.
To counter the power supply
uncertainty impacts, Norske Skog
Tasman for example has found ways to
cut costs by intelligent time of use by
$27000/day or $25/tonne.
Tasman Energy has invested in its own
geothermal power, with capacity of
the plant under construction at 82MW.
Mighty River Power has invested $40m
in new geothermal plant with $180m still
to come.
Pan Pac has installed plant to generate
about 12MW of electricity. A further
recent project is the installation of a
heater which harnesses waste refiner
steam to preheat air for a pulp drier. This
enables the generation of additional
electricity and displaces potential
demand for natural gas. Converting the
remaining dryers is underway.
On climate change issues Pan Pac
has focussed on reducing total carbon
emissions along with a reduction in their
intensity, through optimising performance
and continuous improvement through
waste utilisation and energy reduction,
adjusting load to pricing signals, reducing
electricity specific consumption by 5%
per annum, and providing electricity on
site from biomass.
Doug questioned why the Draft Energy
Strategy is silent on what should
happen when changes occur in the
electricity market. He said a new pricing
mechanism is needed, and that the
industry always will respond to market
and environmental pressures. Social
wellbeing requires successful business
enterprises, he said.
“Electricity is a social staple in today’s
and tomorrow’s society, thus sensible
pricing and security of power supply
must be achieved.”
Doug Ducker, Managing Director, Pan Pac:“Electricity pricing signals need to go to allusers, not just major industrial users..”
What it takes to grow a forestry business
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PAGE 17Our Vision. Your Success
EARTH
AIR
FIRE
WATER
We generate power from more sources than anyone else.
G E D 8 3 4 3
genesisenergy.co.nz0800 600 900
Hon David Parker,Minister of Energy:
“There’s a real cost tocarbon emissions thatdoesn’t just arise fromour Kyoto agreement.”
reductions in carbon emissions. He said New Zealand is in
the fortunate position that renewables are likely to be our
most cost effective future choices for power generation.
Doug Ducker described the challenges faced by Pan Pac in
dealing with huge volatility in electricity prices and said price
signals should go to all users not just major industrial users.
Pan Pac’s response to pricing uncertainty has been to start
generating its own electricity, and they’ve also worked to keep
their carbon emissions from growing. (See panel)
Ken Sutherland emphasized the importance of diversity
to ensure reliability of supply, and the need for investment in
transmission infrastructure both for bulk distribution and at
a local level. He said the regulatory environment needed to
be attractive for investment in such long life assets to occur,
but the Resource Management Act can cause significant
delays. More use of distributed generation is possible, but the
economics currently favour larger scale generation projects.
Bruce Parkes GM, Corporate Relations, Contact Energy
said it should be possible for New Zealand to generate
electricity in an environmentally responsible way, retain
security of supply and also keep our electricity prices interna-
tionally competitive. Geothermal energy should be a strategic
priority.
A market based mechanism such as a cap and trade systemto put a price on carbon emissions would encourage the use
of renewables, as well as the construction of more efficient
and cleaner thermal plant. Demand management is also
important.
Copies of each of the speaker’s presentations are on the EMA
Central website : www.emacentral.org.nz
"renewables are likely to
be our most cost effective
future choices for power
generation."
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GE 18 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
Computer networks are often put
together over time, in a piecemeal and
ad hoc manner, rather than with a long
term strategic view.
Growth and rapid developments in
new technology have resulted in overly
complex platforms that are inflexible
and difficult to manage, with high
built-in, fixed costs regardless of your
changing business requirements. This
is common in smaller networks as well
large scale enterprise deployment.The benefits of aligning your IT
infrastructure to an Infrastructure
Optimisation model include dramatic
cost savings, improved security, an
automated and proactive network, with
optimised and repeatable processes,
business agility and realised value as well
as improved service levels.
The Microsoft model has four stages:
• Basic – “We Fight Fires”.
Characterised by uncoordinatedand manual infrastructure, where
knowledge is not captured, the
network is a security risk and
generally inefficient; a cost centre.
• Standardised – “We’re Gaining
Control’. A Managed IT
Infrastructure but with limited
automation and some knowledge
capture; an efficient cost centre.
• Rationalised – “We Enable
Business”. Delivers a managed and
consolidated IT infrastructure with
extensive automation. Knowledgeis generally captured and re-used; a
business enabler.
• Dynamic – “We’re a Strategic
Asset”. Nirvana. Your network is fully
automated with dynamic resource
usage, with business linked SLA’s and
knowledge and use captured and
automated; a strategic asset.
Globally, 62 per cent of all
computer networks are estimated to
be at the “Basic” stage, 35 per cent“Standardised”, while only two per cent
“Rationalised” and only one per cent
are “Dynamic”.
The minimum goal for any organi-
sation should be “Rationalised”.
Audit firstThe best way to approach the
transition process is by investing
in a network audit aligned to the
Infrastructure Optimisation model. This
will provide a snapshot of where yournetwork is today, the steps required to
take it to the next level and the benefits
of making the changes.
Progressing through the model is not
a short term project but implemented
in stages with breaks between each
phase to reflect and plan, which also
helps make it more attractive and
affordable.
Your computer network: A strategic asset
By Allan Maclean, Maclean Computing Ltd
While most businesses realise their
technology is crucial to the running
and success of their businesses, many
will admit the state of their IT systems
is less than optimal.
Microsoft’s Infrastructure Optimisation
Model outlines steps companies can
take to analyse where their computer
network is today, then plan for and
create an IT environment that is wellmanaged, secure, and efficient.
Under this model, the IT network moves
from being a Cost Centre progressively
to becoming a Business Enabler , and
ultimately a Strategic Asset .
Infrastructure Optimisation is to help
businesses realise the value of their
investments in IT infrastructure so it is
adaptive to your business environment
and allows you to bring new products
and services to market in a timely and
cost-effective manner.
The Microsoft approach is based
around the findings of research
companies such as Gartner, IDG and
the like.
BACKGROUND
Microsoft IO FrameworkExample - Determining Optimisation Roadmap
Basic Standardised Rationalised Dynamic
Security andNetworking
• No standards
• Anti-virus desktops
• Centralised fire wall
• Basic networking
• Secure remote access
• Policy managed fire wall on server and
desktop
• Fully automated IT management and
migration
• Quarantine solution
Identity & AccessManagement
• No common identitymanagement model
• Identity management for useridentification
• Central configuration andauthentication
• Information protection infrastructure
• Centralised administration• Federated identity management
Desktop, Device andServer Management
• No desktop standards many
images, no management
standards
• Automated patch management
• Standard desktop images• Mission critical server monitoring
• Mobile device provisioning
• Automated software distribution andasset management
• Application compatibility solution
• Layered image strategy• Secure mobile device provisioning
• Capacity analysis solution
• Application push to mobile devices
• Fully automated IT management
Data Protection and
Recovery• No formal procedures in place
• Mission critical server backup/
recovery• Back up/restore on all servers • Fully automated IT management
IT and Security Process• Ad-hoc
• Lack of standard securitypolicies
• Reactive, stable IT• Formal security policies defined
• Pro active, accountable• Defence in depth policy for Web server
security• Fail safes for attacks are in place
• Pro active• Optimizing cost and quality
• Efficient Web server security• All security processes and policies in
place
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A new view on business.
The HP Compaq nx6320 Notebook PC
with Intel® Core™2 Duo Processor T5600*.
• Genuine Windows Vista™ Business1
• 1024MB RAM• 80GB Disk Drive• DVD±RW with LightScribe™
• Wireless 802.11 and Bluetooth™
Visit hp.co.nz/smartoffers, call 0508 HP INVENT (474 683)or visit your local reseller to order yours. RRP $2,095 +GST.
HP recommends Windows Vista™ Business
© 2007 Hewlett-Packard Development Company, L.P. Microsoft and Windows are U.S. registered trademarks of Microsoft Corporation. Windows Vista is either a registered trademark or trademark of Microsoft
Corporation in the United States and/or other countries. 1Certain Windows Vista product features require advanced or additional hardware. See http://www.microsoft.com/windowsvista/getready/hardwarereqs.mspx and
http://www.microsoft.com/windowsvista/getready/capable.mspx for details. Windows Vista Upgrade Advisor can help you determine which features of Windows Vista will run on your computer. To download the tool, visit
www.windowsvista.com/upgradeadvisor. Celeron, Celeron Inside, Centrino, Centrino Logo, Core Inside, Intel, Intel Logo, Intel Core, Intel Inside, Intel Inside Logo, Intel Viiv, Intel vPro, Itanium, Itanium Inside, Pentium, Pentium
Inside, Xeon, and Xeon Inside are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. *Intel’s numbering is not a measurement of higher performance. All
information and specifications are subject to change without any prior notice. Photographs are for illustrative purposes only and may vary from products depicted. Information correct as at 9 January 2007. HPI3261/EMA
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GE 20 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
Would a time management specialist
encourage you to procrastinate? You bet!
There’s a time and a place for everything.
I’d just returned to my office after
having been on the road in two
countries for five weeks. You can
imagine the pile of paper ready to grab
me by the throat! Everything screamed
‘Do me now’. I also had two major
projects to attend to - a chapter for
someone’s book and another key task
that required quite a bit of phoning.
Despite the huge backlog waiting,
through ‘good’ procrastination I wasable to enjoy the major project work
and still catch up with the most
important items, all within a few days.
Next time you come back from
holidays or a business trip, start by
taking 10 minutes out. Sweep the
clutter on your desk into one pile. Now
quickly sort everything into two heaps:
the ‘must-be-done’ and the ‘nice-to-do’,
and have a rubbish bin handy.
Be realistic. You can’t immediatelyget to the ‘nice-to-do’ pile. This bundle
is where you can procrastinate. Take the
guilt off your mind – put it out of sight.
I recommend a drawer, a drop file if you
have one in your desk, or a Quefile on
your desk, out of eye range if possible. A
Quefile is superb for storing paper items
upright if the pile’s not too big. Because
items are stored on their edge they’re
easy to grab. (You’ll see an example of
one at http://www.gettingagrip.com/
products/tools.html - they’re a brilliant
on-desk upright filing device designed
by one of my clients.)
There are two keys:
1. That quick sort will stop your brain’s
internal somersaults, worrying about
what ‘might’ be lurking.
2. If you’re afraid you’ll forgetsomething, set a diary note or alert
on your computer.
Now, what’s left? Many people just
struggle their way through the ‘must-
be-done’ pile one thing at a time. Don’t.
Like playing a game of cards, sort it
into categories - phone calls, action (i.e.
letters or similar), internet action, other
people, and reading. You’re applying a
powerful principle - putting like with
like.
You now have two possibilities.Perhaps there’s a major matter to attend
to. Is the day to be spent focused on
activities that make a real difference
to your business? Or is it more useful
to have a catch-up day, ready for a
clean sweep tomorrow? If it is a ‘major
project’ day, only leave out the most
important thing to work on, and put
your coloured pockets or folders also in
the Quefile or a drawer.
If it’s a ‘catch-up’ day, allocate arealistic amount of time for each
category: 30 minutes for calls, one hour
for action. Limit how much email time
you’ll allow! That alone can gobble up
the entire day.
Put out of eye range all but the folder
you’re working on, and stay focused
until the time is up. Then put that task
away and go to the next most important
activity.
By sorting into categories you
don’t waste time or head space playing
dodgems with your ‘to-do’ list. You’ll
also achieve much more. (Of course,
the same process works just as well on a
day-to-day basis.)
These days email is often more
a challenge than physical paper.
Try these two simple tips.1. You probably have several threads of
mail, contributed to by others in your
absence. Click on the Subject bar and
you’ll get everything with the same
subject line grouped together. Most
of it will now be irrelevant.
Or, click on the From bar and you’ll
get all the material from one person
snuggled in side by side.
The procrastination philosophy still
works - leave the emails that aren’t
obviously top priority. They’re notgoing anywhere until you’re ready!
2. You can drag an entire email into
other Outlook folders - Tasks if
you want an electronic reminder,
or Calendar if something needs
to be done on a particular day, or
could become an appointment,
even an appointment with yourself.
You won’t have to rewrite the
information ever again, and it still
stays in the relevant Mail folder aswell.
Key principlesBy 1) chunking your tasks and 2)
procrastinating on less important things
you focus on what matters, one thing at
a time.
Robyn Pearce is an international produc-
tivity and time management speaker and
author. You’ll find a bundle of further free
help at http://www.gettingagrip.com,
including a fortnightly Top Time Tips e-zine
(email magazine).
Too much to do?
Learn to procrastinate
get a griphot tips for higher productivity
By Robyn Pearce CSP
www.horizonrecruitment.co.nz the future just got brighter...
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GE 22 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
Its time to revisit those engineering challenges you put
in the too hard basket, says Mihai Costache of Merit of
Measurement Ltd
Mihai came to New Zealand from Romania 13 years agobringing with him top class mechanical engineering skills
coveted by any precision business.
A recent challenge was to develop a scanner that would:
■ be capable of taking a 3D view of the very complex shape
of the human hand;
■ acquire the information in no more than 10 seconds;
■ take less than a minute to process the data to
produce a realistic model of the target;
■ include both geometry and texture information;
■ be the most cost-effective scanner in its class.
The device enables jewellery retailers to display
virtual rings on the customers’ hand, and allow buyersto get a very accurate impression of the item they select
before manufacture, thereby relieving retailers from
carrying large stock.
A new member of EMA Northern, Merit of
Measurement has developed other prototypes including
test devices for the timber, meat, refrigeration and
electronics industries and for clients such as Buckley
Systems, Flomax, Skellerup, Nelson
Pine, and Babbage Consultants.
The equipment is, for example, to test
the stress and strain characteristics of laminated timber beams,the geotechnical properties of soils, and to create 3D images
of meat carcases to optimize how they should be cut as well
to maximise safety. More details are at
www.meritofmeasurement.co.nz or tel 09 535 5536
Virtual Office?For once your accountant will say “yes”
Premium furnished fully serviced ‘virtualoffices in the heart of Hamilton
at 19onLondon, from $99 per week
Please contact Bernie on07 839 0012, or 0275 391 999
A ‘virtual office’ concept is being launched in Hamilton said to be a
first for New Zealand.
Traditionally, small businesses, accounting for about 60 per cent of
the nation’s total businesses, have their main office at home or in the
workshop and are unable to portray their professional potential to
larger corporate customers.
Virtual Office Assistant ensures a professional, cost effective
approach, and a first class corporate address is available.
Clients benefit from:
■ A prestigious business address (19 On London) to display on
business cards, letterheads and promotional material.
■ Meeting rooms, and offices at an hourly rate.
■ An address for mail and general reception.
■ Access to personal assistants to attend to secretarial duties such
as word processing, PowerPoint editing, administration and book
keeping.
■ The ability to grow your business in a professional manner without
overheads straining your cash flow.
Virtual offices open in Hamilton
New measurement tools on hand
Jewellery laserscanned on hand
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PAGE 23Our Vision. Your Success
The Business New Zealand
Performance of Service Index
(Business NZ PSI) is to be derivedfrom a monthly survey similar to the
Performance of Manufacturing Index
(PMI).
The survey is targeted at the
service sector to provide an early
indicator of activity levels at the same
time that it compares New Zealand
with other countries performance.
Results involve indices at both the
regional and national level. Analysis
is to be undertaken on the changes
in sales, new orders, employment,
stocks of finished products, supplier
delivery and input prices.
Businesses in the service sector
will be asked to complete a quick( 2-3 minutes) and easy survey
each month – there are only eight
questions.
Its web based- you click though
on an email sent to ask for your
response. Results are published the
following week.
As with all surveys, the Business
NZ PSI success will depend on the
number of responses received. A
high response will mean robust and
consistent results. The PSI is aiming
for 300 responses per month.
Comparison with overseas
■ The Business NZ PSI alreadyhas a high level of recognition
internationally as it is similar
to the Global PSI, which most
OECD countries take part in.
■ The Business NZ PSI is based
closely on the existing Australian
and US PSI which have been
running for some years and
which have been found to be
reliable and useful for signaling
turning points in their countries’
economic cycles.
New economic indicator coming- Performance of Service Index (Business NZ PSI)
If you advertise your products, have sales rep’s visiting clients, or
sell your products direct, are you aware of the law you need to
comply with?
The Fair Trading Act, Commerce Act and the Consumer Guarantees
Act cover much of what you have to know and do, but what about
what you cannot do?Recent cases have resulted in huge fines imposed. You need to be
sure you are not at risk. But if not 100% certain book now for our
new Getting it right seminars.
We will cover the requirements of three laws - the Fair Trading
Act, Commerce Act and Consumer Guarantees Act - as they affect
your day to day trading. We’ll talk you through real situations with
real examples!
Topics include:■ Deceptive and misleading advertising.
■ Illegal practices like pyramids and referral selling practices
■ Advertising claims. What can you say and what not
■ Price Fixing. What you can and cannot do
■ Anti-competitive behaviour. When would you be guilty?
■ Consumer guarantees coverage and liabilities.
■ Consequential damages – when do they arise? When: May 1
Time: 9am to 12 noon or 1.30pm to 4.30pm
Where: EMA 159 Khyber Pass Road
Investment: $95 (includes GST)
Register online now at: www.ema.co.nz
Book early for your preferred session. Each seminar will be limited
to a maximum of 40 persons. Alternate dates may be offered if
warranted.
Consumer and commercial law compliance: Getting it right
Driving business performance, and economy
Make sure you are a financial member of
EMA on 30 June 2007 and you could
win a fantastic Nissan Maxima Ti.
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GE 24 EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking
Wellness has many dimensions
– it isn’t just a Health & Safety topic,
according to Professor Claire Massey
of the Department of Management
and Enterprise at Massey University
in Wellington. Professor Massey
has just completed a new research
study looking at Wellness and
Productivity.
Although wellness is often associated
with Health & Safety initiatives, she
believes there are at least half a
dozen business perspectives that take
wellness as a concept into account.
These include: career development,
work-life balance, stress, ethics/
values, business excellence/best
practice, and productivity.
Claire’s latest research delves into
the drivers and barriers of wellness
in the workplace. By understanding
the key drivers of what the business
needs there are better opportunities
to implement a more meaningful
wellness programme. “For some
organisations this could be a full
investment in a health and wellness
programme. For others, it could be
far simpler such as concentrating on
food and nutrition to get the best out
of their employees,” she says.
Claire will present the results of this
latest research at an upcoming EMA
Central conference ‘Wellness in the
Workplace – making it happen’ on
March 19, 2007.
The conference features practical
workshops covering topics such as
‘how to build a business case for a
wellness programme’, combined
with interactive sessions and case
studies from companies which have
implemented successful wellness
initiatives.
WELLNESS IN THE WORKPLACE -
MAKING IT HAPPEN!
u A cash tax-free lump sum payment in
the event of serious accidental injury
or death
Special Benefits:
u Accidental death at work benefit of
$100,000*
u Accidental injury benefits of up to
$100,000* for example for loss of
sight and total paralysis
u A funeral benefit of $5,000 on death
by natural causes*
For only $39 per annum per insured
safetynet@work represents great value
By making safetynet@work
available to your employeesyou are providing them with:
u Low-cost insurance
u A means of helping to ease the
burden of financial hardship on their
families in the event of accidental
injury or death
u A sense of security about their future
Benefit to Employers:
u Your key to business growth is happy,
productive, secure employees
u By making safetynet@work available
to your employees you demonstrate
you value them by recognising their
commitment and responsibility to
their families
For more information contact:
Suzy Roper – EMA Northern
Email: [email protected]
Ph: 09 367 0909
Fax: 09 367 0920
* Conditions apply please refer to the Benefit Summary
**There are some occupations that are considered by the New Zealand Accident Compensation
Commission to be unusually hazardous and the Scheme is consequently not available to those companies
Benefits underwritten by Pacific Life Limited
Safetynet@work insurance is:
EMA Central and Southern Cross present: ‘Wellness in the Workplace – Making it
Happen’
March19, 2007, Wellington.
One-day event to be held on Monday March 19,
2007 – 8.30am to 5.15pm Intercontinental Hotel,
Wellington
$250 + GST EMA members
$325 + GST non-members
Spaces limited. Book now.
For more information tel 04 473 7224 or go to: www.emacentral.org.nz/seminars/view.asp?id=1765
Professor Massey is Director of the New Zealand
Centre for SME Research, an author, and HOD,
Department of Management and Enterprise
Development at Massey University in Wellington.
She is President of the Small Enterprise Association
of Australia and New Zealand (SEAANZ) and Senior
Vice President (Research & Publications) of the
International Council for Small Business (ICSB).
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Strategic Remunerationin a tight labour market
When: 29 March 2007Where: Stamford Plaza, Auckland
A must-attend conference in a tight
Labour market. Up to date information
from the wage andsalary survey plus
tax and legislation
information. How to
align pay to the job,
pay equity, and the
newest retentionand pay strategies.
Contact: Grant Dixon - (09) 367 0965
Wellness in the Workplace
Conference
When: 19 March 2007
Where: Intercontinental Hotel, Wellington
Topics covered:
Wellness and productivity; how to
construct a business case for a wellness
programme; mental health, stress and
self-responsibility.
Contact: Colleen Lambourne
(04) 470 9944 [email protected]
Powerpoint for Peppy
Presentations
When: Your choiceWhere: Your place
Improve your personal skills and increaseproductivitiy with this series of practical
business-oriented courses delivered in-
house. Tailor-made for your organization.
Contact: Helen Brodie - 021 817 007
Sales FUEL Training
Where: EMA offices, Khyber Pass
When: 2 - 4 April 2007
Sales training to make your performance
take off! Find out why the gap between
the top performer and the others varies so
much? This 3-day programme will give you
the skills and confidence to become a high
achieving salesperson.
Contact: Nicola Milham - (09) 367 0957
Wage & Salary Survey 2006When: Now availableWhere: www.nzsalarysurvey.org.nz
The largest and most comprehensive nationalsurvey in NZ. Detailed information on 213
positions in a variety of occupations. Essential
data to attract and retain staff. Participate in
the next survey or order a report from the 2006
survey.
Contact: EMA’s Adviceline - 0800 800 362
EMAdvantage NewsletterWhen: NowWhere: www.ema.co.nz/emadvantage
Special deals and rewards for EMA Members.
Add value to your membership. Take
advantage of the special deals and offers from
selected EMA companies: Budget Rentals,
Corporate Express, Wotif, Pernod Ricard, Orb
Communications, Bodytech.
Details on the EMAdvantage website above.
A Fresh Technology Event
When: 15 March 2007Where: Prime Bistro, PWC Tower, Auckland
Find out if you should upgrade your company’s
software. Microsoft experts will introduce
you to the VISTA and OFFICE 2007 products
- new features that willhelp your business to
be more efficient and
time-saving for your
organization.
Contact: Grant Dixon - (09) 367 0965 [email protected]
Thrive Auckland 2007
When: 3 May 2007
Where: Aotea Centre, Auckland
Advance Notice!
An inspiration for people committed to growing
their business. Entertaining, action-packed,
and loaded with good practical advice, Thrive
Auckland is a not-to-be-missed occasion.
If you haven’t experienced Thrive Auckland,
brace yourself. This is no normal business
event – it’s a business spectacular!
Watch for details on:
Sir Peter Blake Trust Awards
Breakfast
When: 2 April 2007
Where: Rendezvous Hotel, Mayoral Dr, Auck
EMA is proud to partner with
the Sir Peter Blake Trust inhosting a special event to
mark the launch of the 2007
Sir Peter Blake Leadership
Awards.
The breakfast event features two of NZ’s mostdistinguished leaders:
Dr John Hood and Chris Liddell
Contact: Meleane Tonga - (09) 367 0918Visit: www.ema.co.nz
EMA Adviceline
Where: EMA NorthernWhen: Mon - Fri 8.00am - 8.00pm
Adviceline is your one-stop shop for allEMA services. For all employment advice,
information and solutions talk to one of our
experienced specialists. EMA is renownedfor practical, reliable and sound advice on all
business issues.
Contact: EMA’s Adviceline - 0800 800 362
Women Achieving More Business
Women’s Network
When: 12 April 2007
Where: TBC
A network that provides a practical approach
to the challenges kiwi working women face
every day. Networking events developed forwomen by women. Next speaker is Janet
Xuccoa, Trust Director and Partner in the
Trustee and Estate Services Division of
Gilligan Rowe and Associates.
Contact: Sarah D’Audney - (09) 367 0919
A T T E N D I N G S T R A T E G I C R E M U N E R A T I O N
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Find out about current and upcoming events and news March 2007
2 9 M A R C H 2 0 0 7 T hu r sd a y
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