Tailored - EMA

EMABusiness 

n e w s , a d v i c e , l e a r n i n g a n d n e t w o r k i n g 

Issue 63 - October 2009 

In this issue: 

■ Drinking on the job? 

■ When do casual staff get leave? 

■ Determining what is casual employment 

■ RWC 2011 more than rugby 

Tailored 

for quality 

How to escape from your 

corporate psychopath? 

Physios can save you money: how? 

How to make money from 

Aussie hand-outs 

E M A N o r t h e r n & C e n t r a l a r e t h e m a j o r s t a k e h o l d e r s i n :


EMABusiness is published for: 

EMA Northern 

159 Khyber Pass Rd, Grafton, 

Private Bag 92066 Auckland 

Ph: 09 367 0909 or 0800 800 362 

Email: ema@ema.co.nz Website: www.ema.co.nz 

Chief Executive: Alasdair Thompson 

Advocacy Manager: Bruce Goldsworthy 

Manager, Employment: David Lowe 

Manager EMA Learning: David Foley 

Manager EMA Events: Mauro Barsi 

Whangarei 

Myriam Heynen 

09 459 1501 mob 021 920 414 

Waikato 

Denis Quigan 07 839 2995 mob 027 203 0694 

Cor Speksnijder 07 853 0018 mob 027 203 0694 

Bay of Plenty 

Kim Stretton 07 577 9665 

Terry Arnold 07 575 8401 mob 021 662 656 

Rotorua 

Clive Thomson 

07 345 8122 mob 027 437 2808 

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On the cover 

Joe Black the Tailor’s custom made (‘espoke’) suit by 120-year-old Auckland firm, 

Cambridge Clothing. The brand features a choice of fabric from over 100 premium Italian 

cloths, your initials sewn in the lining and your name engraved on the buttons. ‘espoke’ 

two-piece suits start at $1195. For the full Cambridge Clothing story go to page 20 

Omission: Last month we omitted to credit Alan Wright of IRL for the great photo of IRL scientist Dr 

My Do on the cover, and also for the photo of the Brookhaven electro magnet on page 20. 

FINANCE How irrational exuberance hits markets 

Paul Winter discusses unintended consequences of govt interventions 

Tax review presents great chance 

NETWORKING Alasdair Thompson on business taxes for growth 

TECHNOLOGY Optimising the upturn 

MANUFACTURING 

RECRUITMENT 

Tax pooling changes: do they affect you? 

RWC 2011 more than rugby 

Employment FINANCE Pathway Expo features health 

Bidding for Aussie work 

07 

EMA central 

PO Box 1087 Wellington 

Ph: 04 473 7224 Fax: 04 473 4501 

Email: ema@emacentral.org.nz 

Website: www.emacentral.org.nz 

Chief Executive: Paul Winter 

Gisborne office: 06 863 2438 

Hawke’s Bay: 06 843 3419 

Taranaki: 06 759 4006 

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08 

09 

10 

15 

Go 

NETWORKING 

Global report 

TECHNOLOGY 

MANUFACTURING 

Court guidance helps defines casual employees 

RECRUITMENT 

FINANCE 

Is there a psychopath at your work? 

Employment chat 

Drinking on the job? Days off for casuals? 

NETWORKING 

Tax clarified on relocation costs, o'time meal allowances 

18 

Manawatu/Wanganui: 06 350 3395 

Nelson: 03 548 4528 

20 

TECHNOLOGY 

Cambridge Clothing - Quality underpins success 

FINANCE 

MANUFACTURING 

Member profile 


Editor 

Gilbert Peterson 09 367 0916 

Writer 

Mary MacKinven 

Published by 

TPL Publishing Services 

Project Manager 

Anthony Stead 09 529 3921 

Advertising Sales 

Colin Gestro (09) 444 9158 

colin@affinityads.com 

ISSN No. 1176-4953 

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RECRUITMENT 

NETWORKING 

System software selection boosts productivity 

Physios TECHNOLOGYsave big money, and pain 

Virtualisation: Getting more from your IT 

MANUFACTURING 

RECRUITMENT 

FREE briefings for 

EMA members 

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24 

25 

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Our Vision. Your Success 

PAGE 1 

Find out about current and upcoming events 

KiwiSaver workshop 

20 August, 9.30am-12.30pm • EMA Learning, 159 Khyber Pass Road, Auckland 

18 August 2009 

Tuesday 

Managing Poor 

Performance 

NZ Institute of Chartered Accountan 

Auckland


How irrational exuberance harms markets 

By Paul Winter, Chief Executive, EMA Central 

The contribution to economic growth 

from well functioning markets are often 

not well understood even though they 

multiply the rewards from innovation, 

and add comparative value and 

improvements in productivity. Hence, 

it seems, governments feel the need 

to continually alter the ‘rules of the 

economic game,’ often with unforeseen 

consequences. 

The functioning of markets is not 

always predictable and we need to 

remind ourselves people participating 

in them can be driven as much by 

emotion as by logic and 

information. The recent 

financial, liquidity and 

economic crises have well 

illustrated this. 

A result is that many people 

want Government to protect 

people from themselves. 

The impact on markets of 

decisions driven by emotion 

through excessive exuberance, 

or worry, is the harder challenge as 

it leads to the creation, and then the 

bursting of market bubbles, often with 

quite devastating effects. 

Irrational exuberance or worry tends 

to be contagious. At its worst it creates 

challenges via such things as huge 

government borrowings and deficits. 

Whether societies can stop these 

long cycle mood swings, or even 

dampen them, is currently the subject 

of a lot of debate. Like many things in 

life you often have to experience the 

loss from a bursting bubble to achieve 

a more balanced perspective on a 

personal level, and become less easily 

caught in future euphoria. 

I was living in Hong Kong when 

I experienced a period of irrational 

stock market exuberance. Wiser 

investors at the time understood what 

was happening. They described it as a 

“bell-hop market.” Normal assessments 

of risk and reward were cast aside, 

so even a bell-hop - the most junior 

worker in a hotel - came to believe 

investing in the stock market produced 

easy wealth. In principle this is similar to 

our irrational exuberance for investing 

in real estate. 

Education, and access to good 

and timely information can clearly 

make an important contribution to 

"A result is that many 

people want Government 

to protect people from 

themselves. " 

the quality of decisions. However, its 

impacts are usually not as immediate 

as the introduction of new laws and 

regulations can be. So it is not surprising 

the latter is the most typical response. 

History demonstrates that increasing 

the interventions of the state in the 

operation of markets can result in 

solutions worse than the problems they 

were trying to avoid. 

While the abject failure of 

communist states illustrates the point 

well, examples in New Zealand’s own 

history show we too have paid a high 

price because of poor solutions. 

More devastating long term is 

that government interventions don’t 

encourage the right cultural attitudes 

vital to achieving optimal behaviour. 

For example, its cultural attitudes that 

determine the strength of four of the 

five drivers of productivity that Treasury 

says is vital to accelerating our wealth 

creation – Innovation, Enterprise, 

Investment and Skills. (The fifth is 

natural resources, and our access, use 

and stewardship of them.) 

Every strength is a potential weakness 

and I would argue this is evident in our 

over dependence on the State to solve 

problems, on incentives that favour 

security of employment, or dependence 

on our welfare system including 

universal superannuation, or placing 

too high a value on owning our own 

homes. 

The challenge and rewards of 

investing in our own development 

and in entrepreneurial activity need 

far greater encouragement through 

better incentives and policy settings. 

Getting the balance right is the 

challenge. 

Peter Drucker, an original and 

influential thinker, argued in ‘The New 

Realities’ that we are in a new period 

when we avoid looking for panaceas to 

solve society’s problems. 

Instead he advocated for an enlightenment 

brought about by applying 

good information to each new 

challenge. He encouraged careful 

analysis and diagnosis of issues through 

sound information and transparent 

processes, and a search for the most 

effective remedies for each specific ill. 

Good information and transparent 

processes are also what we need 

implanted to gain the greatest benefits 

from well functioning markets. 

AGM 2009 & Issues Briefing 

All members are warmly invited to attend our last Issues Briefing for the year, 

commencing with the Annual General Meeting of the Employers and Manufacturers 

Association (Central) Inc. at 3.00 pm on Wednesday 25 November 2009. 

Refreshments will be provided at the conclusion. 

Venue: Duxton Hotel, 170 Wakefield St, Wellington 

PAGE 2 

EMA Business Plus Magazine - Exclusive EMA news, advice, learning and networking

By Alasdair Thompson, Chief Executive, EMA Northern EMABusiness 

Tax review presents great chance 

The tax review underway offers a great 

chance to align New Zealand’s tax 

system with the imperative for New 

Zealand which is to rapidly improve the 

nation’s productivity. 

EMA has strong views on all matters 

related to tax. We say anything that 

discourages investment or harms our 

ability to earn higher incomes will 

ultimately hurt employment and wealth 

creation. 

And we certainly need more 

investment to increase productivity. 

We need 1.8% GDP growth each 

year in New Zealand over and above 

Australia to catch up with them by 

2025 and our company tax rate will 

need to be better than Australia’s. As 

well we need to be competitive with 

them in tax costs as headline tax rates 

are not everything- exemptions are 

important in the measuring of the 

effective tax rate. 

In addition, we need to address the 

Working for Families scheme which 

has perverse effects at present as earners 

move from welfare to higher incomes. 

It should only target the lowest income 

earners. 

The tax principles we are drafting 

for the tax review will include 

recommendations that the company 

tax rate be dropped to 18% or lower 

and for imputation credits to be 

removed. We will note, as we have done 

many times that companies are only a 

conduit for providing income for their 

employees and shareholders, and they 

should be where the tax is applied. 

In the past Treasury has used a static 

economic model to assess and rebut 

reductions to the company tax rate – it 

needs to apply a dynamic one. 

Alternatively, we support investigating 

different approaches for business tax 

such as ACE – ACE is Accreditation 

for Capital Equity – and means that 

tax should not be paid on normal rates 

of return or on equity invested. If 

Australia goes down this path it will 

be important to match or better the 

provisions they introduce. 

We will recommend negative tax 

gearing systems should only be aimed at 

the bottom strata of the tax base. 

While income tax rates in New 

Zealand are not too high, we do need 

for tax thresholds to return to indexed 

levels of the past 10 years to eliminate 

fiscal drag. 

We do not support a capital gains 

tax but other options targeted at rental 

property investment should discourage 

over-gearing and the ability to deduct 

depreciation. We would go along 

with an increase in GST to cover any 

revenue shortfall to retain a fiscally 

neutral tax system. SME’s should 

have the option of paying provisional 

tax aligned with their GST and paid 

bi-monthly with a wrap up annually, 

and with minimal or no penalties for 

shortfalls in that wrap up. 

We need to change the capture of 

Fringe Benefit Tax too, so it becomes 

part of the PAYE system. Fringe 

benefits should be treated as part 

personal income and taxed accordingly. 

Tax at the top level should apply 

equally to personal tax and trusts 

but not to companies due to the 

withholding nature of the income for 

companies. 

The overriding principle we 

promote is that the tax system should 

encourage investment and not overly 

penalise the earning of income, because 

we urgently need to raise productivity 

and to achieve this we need far greater 

investment and to reward higher labour 

productivity. 

Passage of super city law historic 

The passage of the super city bill 

into law made history for Auckland and 

New Zealand. EMA campaigned hard 

for this very outcome. 

Under the new law’s provisions the 

Auckland region is to become one city 

with one council with local boards to 

respond to, and manage local issues. 

We are confident the new 

governance structure will help expedite 

a rapid lift in productivity and for 

Auckland to move decisively to 

compete with other Pacific rim cities. 

We look forward to scrutinising the 

third Auckland bill for more detail. 

EMA NORTHERN AGM & COCKTAILS 

Members are invited to the Annual General Meeting of 

the EMPLOYERS & MANUFACTURERS ASSOCIATION 

(NORTHERN) INC to be held at: 

CT Club - NZ Institute of Chartered Accountants 

27-33 Ohinerau Street, Greenlane, Auckland 

Thursday, 5 November 2009, at 4.30 pm 

Members are reminded they are entitled to nominate a 

person(s) to stand for the Board of the Association. To do this 

you will need to complete the form (available by emailing to: 

raewyn.mckenzie@ema.co.nz) and returning it by 5.00 pm, 21 

October 2009. Nominations should be accompanied by a brief 

biography including the nominee’s employment history and 

outside interests. 

All members are entitled to attend the AGM, and vote or appoint 

a proxy. A proxy form for the purpose will be 

forwarded with the list of candidates for office seven days prior 

to the Annual General Meeting. 

Those wishing to attend should email to raewyn.mckenzie@ 

ema.co.nz 


PAGE 3


Tax pooling changes: do they affect you? 

Every business in New Zealand that 

pays provisional tax will be affected by 

the changes Inland Revenue has made to 

the Tax pooling rules. 

Tax pooling is provided by tax 

intermediaries to allow provisional 

taxpayers to manage their tax payments 

and allows businesses to: 

n Minimise use-of-money-interest 

(UOMI) with under and over 

payments of provisional tax, 

n Avoid late payment penalties; and 

n Finance tax 

In summary the rule changes are 

to extend tax pooling to apply to 

additional tax payable as a result of a 

reassessment which: 

n Includes Voluntary Disclosures and 

Resolution of a Dispute, and 

n Covers all tax types 

Funds will only be accessed with 

Take control 

of provisional tax 

payments and 

free up 

cash flow today 

www.tmnz.co.nz 

Our TaxFINANCE package allows us to 

pay your provisional tax for you. Why 

hand over money before you have to? 

• Authorised in one phone call 

• Rates from as low as 6% p.a. 

• Lending fee is deductible 

• No security or credit checks required 

For more information call 0800 729 829 

TMNZ - Financing SME Tax since 2003 

SMART TAX PAYMENTS 

an effective backdated date for the 

difference between the amount 

originally payable and amount payable 

as a result of a reassessment. Transfers 

of excess tax for all tax types will be 

allowed for deposit into a tax pooling 

account. 

Where a taxpayer transfers money 

to pay provisional tax with an effective 

date after terminal tax date, payment 

should be applied first to interest 

outstanding, then to the outstanding 

tax liability. The transfer of tax pooling 

funds between intermediaries will be 

allowed. 

This means? 

Essentially that IRD has more clearly 

identified the parameters with which 

businesses can use tax pooling. 

In addition, where IRD reassesses a 

taxpayer’s liability, the rules now allow 

for businesses to access tax payments 

for the additional tax they may need to 

pay for all tax types. Where reassessment 

occurs, tax pooling funds will only 

reduce exposure to UOMI, but not any 

penalties imposed. 

Prior to these rule changes, some 

taxpayers accessed tax pooling funds 

(with a back-dated effective provisional 

tax date) to pay outstanding GST 

liabilities in order to remove their 

exposure to penalties, as well as UOMI. 

Tax pooling was never intended to 

assist tax payments for businesses where 

payments are definitive. 

Tax Management New Zealand has been 

New Zealand’s leading tax intermediary 

since 2003, and is a partner with EMA. We 

can help you manage your provisional tax 

payments, maximise your cash flow, and 

minimise interest or penalty payments 

with our tax pooling facilities. Contact 

your accountant, or Tax Management 

NZ, for more detailed information. 

0800 829 888 www.tmnz.co.nz 

Icehouse kicks off Fast Pitch 2009 

Auckland University’s 

Icehouse has kicked 

off its Fast Pitch 

2009 competition for 

entrepreneurs. 

The real life 

Dragon’s Den scenario 

invites people to put 

their business ideas to 

a panel of judges, with 

prizes on the table. 

The Fast Pitch final on October 27 will have 10 

finalists competing for the main prize. Other categories 

are: 

n Best Intellectual Property Idea, 

n Best Funding Opportunity for Investors, 

n Best Presentation Skills and 

n People’s Choice award 

The overall winner will receive a prize package valued 

at over $15,000 including three months incubation in the 

ICE Accelerator. 

Last year’s Fast Pitch winner Todd Wackrow of mobile 

marketing company PocketVouchers said the event "was 

incredibly useful." 

The Icehouse has worked directly with 65 start-up 

companies and over 2,000 established companies. 

PAGE TMNZ 4 EMA Aug.indd EMA Business 1 Plus Magazine - Exclusive EMA news, advice, learning 24/7/09 and 10:40:53 networking AM


2011 Cup event more than rugby 

Business benefits from Rugby World 

Cup 2011 will be much greater than 

just hosting key contacts at world 

class rugby games. 

The legacy from improving our 

sports and other infrastructure, 

accelerated road and other projects 

such as development of the Auckland 

waterfront, investor 

interest and boosted 

sectors such as tourism 

and marine, will result 

in big benefits for all 

New Zealanders. 

As a consequence 

New Zealand will 

earn the ability to 

promote itself as a 

destination for world 

events. 

These were key 

messages delivered to 

an audience of EMA 

Northern members 

last month by Martin 

Snedden, chief 

executive of tournament 

organiser Rugby New 

Zealand 2011 Ltd, and Clyde Rogers, 

group manager of AucklandPlus. 

Workshops and toolkits will be 

made available by mid next year 

for all business (the Business Ready 

programme) along with a Visitor 

Ready programme to help target 

on estimated 60,000 international 

tourists, 2000 international media 

and 2500 international VIPs expected 

here for the six-week tournament 

(September 9, 2011 to Labour 

Weekend, October 24). 

World television broadcasts could 

reach four billion. 

RWC games will be hosted at 

Martin Snedden, chief executive of Rugby New Zealand 2011 Ltd 

13 locations around New Zealand 

with festivals aimed at all and sundry, 

to attract and entertain domestic 

and international tourists between 

matches. 

For email updates of business 

opportunities right now you can 

register on www.auckland2011. 

com/business. 

You are invited to draw 

up a business plan to identify 

opportunities talk about previous 

major events such as the America’s 

Cup and Lions’ rugby tours, and 

consider how you can cluster 

with others (if necessary) to gain 

tournament-related contracts. 

You can: 

n Supply goods and services, 

n Supply teams, sponsors, etc, 

n Offer sponsorship, 

n Tap in to the visitor market, 

n Contribute to infrastructure 

development, 

n Apply for subcontracts and 

form clusters, 

n Find opportunities specific 

to Maori/Pacific Island 

businesses. 

Your Guide to Business 

Opportunities around Rugby 

World Cup 2011 is at www. 

auckland2011.com/business. 

Register for free on the nationwide 

tender site www.tenderlink.com/ 

businessopportunities2011 as well as for 

central and local government tenders, 

licence holder and sub-contractor 

requirements. Tickets go on sale early 

next year. 

E MArket 

B2B trading online for sales innovation, and 

to streamline your procurement process 

Supply your business clients from the comfort of your swivel chair 

BUYERS: 

n Your own e-commerce system set up ready to 

manager 

n Simple-to-use. No charge to buyers 

n Collaborate with other buyers to get bigger 

volume discounts 

SELLERS: 

n Sell business to business for small fee - no charge 

until your first sale 

n Load and update your own catalogue 

n Full control of your own online store 

n Full audit trail for procurement 

Not an EMA member? 

Call 0800 800 362 

Go to www.ema.co.nz to sign up to 

E MArket and for more details 


PAGE 5

Relax... 

(There’s only 300 

job applicants 

to sort out and 

respond to) 

With QJumpers’ free Applicant 

Tracking System, it’s dead easy. 

Are you looking to recruit staff? Are you 

looking forward to sorting, checking, sifting, 

ranking and analysing hundreds of applicants 

into a coherent order? You’ll want to contact 

the short listed and manage them through the 

interview process. Then of course because you 

value your brand reputation, you’ll need to 

respond quickly and professionally to the alsorans. 

Paperwork, paperwork! 

There is an easier way. It’s QJumpers’ 

Applicant Tracking System and it’s free with any 

QJumpers recruitment product. 

Our Applicant Tracking System is an online 

godsend to HR and business managers as it 

automatically receives online applications and 

allows you to manage them all from the same 

window. Many New Zealand businesses have 

already saved significant time and money with 

our Applicant Tracking System, let alone our 

other fantastic recruitment tools and solutions. 

Visit our website www.QJumpers.co.nz 

or call 0800 QJUMPERS (0800 758 673) 

See our DEMO 

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www.QJumpers.co.nz

By Mike Burgess, Pathways Trustee secretary EMABusiness 

Pathways Expo promotes health careers 

Pathways to Employment Trust 

held its first Health Sciences Expo 

at Massey University last month. 

The alignment to health-science 

based careers reflects skill sets still 

in demand from employers. A South 

Auckland based event will also be 

held. 

Associate Minister of Health 

Jonathan Coleman opened it, and 

he was impressed. 

The event targeted interested 

students from 15 schools on the 

North Shore and Auckland City 

region. A total of 255 students 

attended. Exhibitors received 

631 registrations from interested 

students. 

The feedback showed 

students were very happy with 

the structure of the day, and 

exhibitors noted the benefits of 

having a pre-selected audience. 

“A very well organised and 

very worthwhile event . . . . . 

. a great range of 

speakers with good 

messages . . . . the 

stands provided 

valuable information 

with people 

being available to 

individually answer 

questions. . .” 

Teacher 

“Interesting stuff. 

The information 

A Navy diving compression chamber attracted strong interest 

provided tells you what a 

career offers beyond the pay 

and study. I also received a lot 

of useful information about 

health careers outside the 

coverage of the medical school. 

Much more useful than seeing 

the careers advisor . . .” 

Teacher 

“A great day – interest level 

was extremely high with all 

students showing qualified 

interest in the stand” 

University teacher 

“Interest levels have been very high 

. . . . The targeted nature of this 

event has made this a very useful 

opportunity . . . .” 

Health Board spokesperson 

“A very good selection of students 

who seemed to be positively 

encouraged and enlightened by all the 

exhibitors” 

Armed Forces spokesperson 

QJumpers comes recommended 

“I used QJumpers because of the EMA 

connection and discount offered, plus 

the ability to move the job forward in 

stages as we required. We started 

off with the basic product, Applicant 

Sourcing, and then moved up to the 

filtered service. Had we had more 

applicants I would have considered 

using the short list service. 

“I was very happy the ad was on the 

web the same day we contacted them. 

There was a slight delay of one day 

before the results were filtered for me 

due to demand. 

“I checked the filtering process against 

the applicants that were filtered out 

and I must say they were filtered very 

accurately. We got our staff member 

from the filtered applicants and have 

been very happy with her. 

“I would use QJumpers again - it was 

efficient and value for money!” 

Jean Berry 

Vision Consulting Group Limited 


PAGE 7


Darren Mitchell, EMA Legal 

Court guidance helps defines casuals 

Hiring staff on a casual basis is a 

common practice but determining 

when an employee is actually 

‘casual’ or not is not always easy. 

The employment relationship may 

develop over time into something 

that can no longer be considered to be 

casual. This is where the employer’s 

obligations towards the employee can 

increase significantly. Ending such a 

relationship can become more difficult 

and costly for an employer who gets it 

wrong. 

There is no specific legislative 

definition in New Zealand for casual 

employment. But a recent case from 

the Employment Court does provides 

further guidance on what can be 

defined as casual employment. 

First, under s.6 of the Employment 

Relations Act 2000, in defining casual 

employment the “real nature of the 

relationship” will be considered in the 

event of a dispute. The Employment 

Court recently recognised this 

requirement in the case of Jinkinson 

v Oceana Gold (NZ) Limited CHCH 

CC 9/09. 

In this case, Ms Jinkinson was 

employed for 19 months by Oceana 

Gold in the mining operations 

as a Grade Controller until her 

employment was terminated on 

the grounds of redundancy. She 

challenged her termination in the 

Employment Relations Authority 

via a personal grievance for 

unjustified dismissal. The Authority 

determined that Ms Jinkinson was 

a casual employee at the time her 

employment was terminated. This was 

a crucial factor in its finding that the 

redundancy was justified. 

On appeal to the Employment 

Court, Ms Jinkinson challenged the 

Authority’s determination regarding 

her status as a casual employee. This 

was a preliminary issue for the Court 

to decide, before considering her 

claim for unjustified dismissal. The 

detailed judgment considered the 

issue over Ms Jinkinson’s employment 

status in depth, relying on its 

obligation to ascertain the “real nature 

of the relationship.” 

Couch, J noted that Ms Jinkinson 

was employed on a written 

employment agreement that stated 

she was a casual employee. While 

this was a relevant factor, the Court 

needed to look further into the 

nature of the relationship, as “the 

description of the relationship is not 

to be treated as determinative.” 

Reviewing legal authority 

from New Zealand and overseas 

jurisdictions, the Court found that 

a common indicator of permanent, 

as opposed to casual employment, 

was the obligation on the employer 

to provide ongoing work to the 

employee. In turn, the employee will 

have an obligation to carry out the 

work. 

The Court considered that there 

were a number of factors that led 

to its finding that Ms Jinkinson’s 

employment was actually permanent 

rather than casual. These included: 

n The employment agreement, while 

labelled ‘casual’, had no express 

term whereby the employee could 

decline work offered to her by the 

company. 

n The agreement required two 

weeks notice of an intention 

to take leave and required the 

employee to work overtime and 

shift leave. 

n The agreement had detailed 

provisions for termination for 

medical incapacity and redundancy. 

n The employee was required to 

seek permission to undertake 

secondary employment. 

n The employee worked “extensively 

and consistently” throughout 

her 19 months of employment, 

working on average 45 hours per 

week. 

n The employee was consistently 

employed on a rostered basis many 

weeks in advance. 

n The employee was paid wages 

in lieu of notice and redundancy 

compensation upon termination. 

The Court found that while the 

parties may have originally intended 

the employment relationship to be 

casual, this had been varied over 

time by the parties conduct. The 

original agreement had been replaced 

with an agreement for permanent 

employment. Many of the actual 

contractual provisions that existed 

between the parties were more 

consistent with permanent rather 

than casual employment. 

As Ms Jinkinson was found by the 

Court to be a permanent employee, 

she now had the ability to challenge 

her termination on the grounds of 

redundancy. 

Jinkinson v Oceana Gold provides a 

number of guidelines for employers 

who are dealing with casual 

employment. Even where the parties 

to an employment relationship 

may specifically agree in writing 

that employment is on a casual 

basis only, the real nature of the 

employment relationship is what 

will be determinative if the matter 

ends in dispute. Where employment 

is ongoing and consistent, and 

perhaps where a number of further 

obligations agreed over time, 

employment will more than likely be 

considered to be permanent, rather 

than casual. 

Employers who incorrectly employ 

casual staff may risk a potentially 

costly dispute and personal grievance 

action, as well as further liability 

for incorrectly paid, or unpaid 

holiday pay. Getting the relevant 

employment documentation correct, 

and ensuring that this is updated over 

time to accurately reflect the actual 

arrangement between the parties is 

crucial. EMA is available to advise 

employers on these particular issues. 

Contact Darren Mitchell at EMA Legal 

in Wellington on 04 470 9927 email: 

darrenm@emalegal.org.nz 

PAGE 8 


By David Lowe 


Is there a psychopath at your workplace? 

One in 10 businesses have a 

corporate psychopath destroying their 

workplace or have someone capable 

of going ‘postal’, according to 

research by the Auckland University 

Business School’s research. 

Corporate psychopaths are described 

as “highly destructive and manipulative 

individuals with dark sides 

who have no remorse for their 

actions, which can result in serious 

issues for organisations and the 

people within them.” So says senior 

lecturer Dr Giles Burch. 

“They function within normal 

society, often with apparent success 

and the respect of their bosses,” Dr 

Burch adds. Dr Burch released his 

research on the topic late September. 

Most people will have worked 

with someone they think fits 

the description of a corporate 

psychopath. The condition is 

far more than someone they 

just didn’t get along with. 

There was probably 

widespread dislike for the 

person, but when the manager 

made initial inquiries, the 

person concerned has a fair 

explanation of what he did. 

“Doing what’s best for the 

business - doesn’t require a 

popularity contest.” 

Corporate psychopaths 

are very difficult to deal 

with. Even their manager can be 

intimidated by them. Most bosses 

will have a fair idea when all is not 

well, but it is difficult to substantiate 

a gut feeling in determining if 

a person is just unpopular, or is 

manipulatively destroying your 

team! 

The research showed female 

psychopaths are more dangerous 

and skilled in their manipulations. 

With management still dominated 

by males, even the most determined 

male manager may let the behaviour 

go should such a person turn on 

them by suggesting allegations of a 

sexual nature were in the wind. 

You can avoid the corporate 

psychopath 

The best insurance against 

becoming one of the 10% of 

businesses that hire a corporate 

psychopath is to thoroughly check 

out the people you hire beforehand. 

I’m not talking about complicated 

psychology assessments. But do 

use the simple tool of reference 

checking effectively. 

Some tips to ensure your 

reference checking is effective are: 

n Ask the candidate for referees for 

whom they have worked for a 

long period of time. At least 12 

months is a good guide. 

n Ask the candidate to give 

permission to check with their 

most recent employer, even if it 

is their current boss. 

"Doing what’s best for 

the business doesn’t 

require a popularity 

contest" 

n Make sure the referee is a 

relatively senior person, not 

a supervisor who might be 

doing the candidate a favour, 

or someone who might say 

anything to get rid of the person. 

n Ask the key question “Would 

you employ this person again?” 

Listen carefully to how they 

answer that question. 

n Ask follow-up questions. You 

really need to know if they 

would have this person back 

again. 

Case study 

A candidate supplied referees that 

she had worked for only briefly, so was 

asked to supply other references for 

whom she had worked with for at least 

a year. When she declined she was 

told her application would be taken 

no further. The candidate then sent 

the potential employer a torrent of 

abusive e-mails. Lesson: the employer 

considered themself to have had a 

lucky escape! 

Escape routes 

If you are unlucky enough to end 

up with a corporate psychopath in 

your team, the sooner you deal with it 

the better. 

Incompatibility is a valid reason 

to end an employment relationship, 

but no quick fix, and you should get 

advice from EMA. 

Using incompatibility can be helpful 

in that you do not have to attribute 

fault, and can take a mediation type 

role, but still retain the right to 

end employment if, after having 

gone through all the steps, the 

problem remains. 

An employer could wait 

for the corporate psychopath 

to overstep the mark and do 

something you can categorise 

as misconduct, or serious 

misconduct. Given the capacity 

for clever manipulation you 

could be waiting a long time for 

such circumstances. But most 

employers who start out on the 

long path of incompatibility get a 

good result and wish they had started 

sooner. 

An employer dealing with people 

like this needs to be clear about the 

problem they are trying to solve. You 

must not blame people for things you 

cannot substantiate. But if you can 

represent an issue so that it clearly 

sets out that the business has the 

problem, not the employee, and if it is 

a legitimate problem of the team not 

getting along, you may be able to work 

through to a satisfactory outcome. 


PAGE 9

Employment chat 

What employers are asking AdviceLine this month 

Drinking on the job? Days off for casuals? 

Q. A risk in the hospitality industry is, of course, staff 

access to alcohol. I’ m thinking of writing a policy or 

clause in our employment contracts that specifies no 

drinking in the restaurant, before a problem occurs. 

What can I say, and how can I enforce it? – Mark, Our 

Favourite Restaurant 

Dear Mark 

First of all there might be times when it’s appropriate 

for staff to drink in your restaurant, e.g. at work 

functions such as farewells for colleagues, or when they 

are off duty. So any policy must be specific to the nature 

of employment and the extent of drinking, not the 

restaurant per se (I suppose that’s obvious). 

When a person’s judgement or behaviour is 

unacceptable, or the employee breaches health or safety 

regulations, a contributing cause could be their abuse of 

drugs/alcohol. But without their admission of this, or a 

positive breath test result, you can’t point the finger at 

the cause. You must tread with caution. 

Nonetheless health and safety are serious 

considerations around food businesses and in kitchens. 

The other aspect I suppose you are referring to is the 

unauthorised use of the employer’s property (i.e. your 

alcohol) which could also amount to theft. So a clause 

in the employment agreement could say something to 

the effect: 

“I [the employee] understand I am not permitted to 

drink Our Favourite Restaurant’s alcohol or consume any 

other alcohol or non prescribed drugs during my hours of 

employment here except when offered by the employer on 

special occasions, failure to comply with this requirement could 

cause health and safety risks, or deter customers and affect the 

business’ reputation.” 

“My employer’s reasonable cause to suspect drug/alcohol 

use could result in my being required to be tested for my level 

of consumption; and a finding that I have not complied will 

result in a performance review and possibly termination if 

judged to be serious misconduct.” 

Meeting employee needs 

in challenging times 

We would caution against introducing drug testing 

without thorough planning and reason to suspect that 

use has caused problems or is connected to criminal 

activity as it is invasive and a legal minefield – talk to 

EMA first. 

A policy given to all staff, or an additional clause in 

your Policies and Procedures or House Rules, could 

save each contract being re-worked, and could say 

the same as above – preferably after discussion and 

agreement with staff. Each person needs to sign a copy 

of the policy by a given date. 

Talk to us for help with more specific wording 

and to ensure legality; and check out our A-Z 

Employers Guide on Drug Testing. 

Employee Assistance Programmes 

Trauma Support 

Change and Outplacement 

Telephone: 0508 664 981 

Email: theteam@seed.co.nz 

Web: www.seed.co.nz 

Career Coaching 

Conflict Resolution 

Wellness Programmes 

Q. Casual workers – what a nightmare working out their 

pay! When is a casual employee entitled to a paid day 

off? Surely if they are only working three days a week on 

average, they can take breaks the other two days? And 

what if they work on public holidays? – Dane 

Dear Dane 

All employees are entitled to the same minimum 

amount of paid leave for sickness (five work days a year 

cumulative for 20 days) and bereavement (maximum of 

three days per person its not restricted to the number 

of times a year). These incidences can fall on a work day 

FBSEE007 

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PAGE 10 


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out of the employee’s control. 

The entitlement applies to casual, 

fixed term and permanent part time 

or full time employees. 

You need to assume your 

employee's honesty in good faith 

when they ask for leave. In the 

case of casual or part timers the 

employee is eligible after s/he has 

worked for the employer at least 

an average of 10 hours a week for 

a period of six months and not less 

than one hour in every week or no 

less than 40 hours in every month 

during that period. 

Full timers have to have worked 

six months continuously. Sick leave 

can be taken in advance with the 

agreement of both parties. 

The same qualifying criteria 

applies to bereavement leave but this 

leave cannot be taken in advance of 

working for you for six months. 

There are two categories of 

bereavement leave entitlement: 

n three days on the death of 

immediate family members - 

defined as spouse, parent, child, 

brother or sister, grandparent, 

grandchild and parents-in-law - 

and 

n one day on the death of 

any other person for whom 

the employer considers that 

the employee has suffered a 

bereavement. Factors to take into 

account include the closeness 

of the relationship with the 

deceased person, the employee's 

responsibility for any or all of 

the related ceremonies and other 

cultural responsibilities. 

It is also plausible for an 

employee to take two days to 

attend a tangi and a third day for 

the unveiling of the deceased’s 

headstone, or to attend a local 

memorial service or to attend to 

the affairs relating to the will of the 

deceased person. 

Bereavement and sick leave are 

paid at relevant daily pay for every 

day taken as sick or bereavement 

leave that would otherwise be a 

working day for the employee. 

Relevant daily pay is defined as the 

amount of pay that an employee 

would have received had he/she 

worked on the day concerned, 

and includes productivity and 

incentive payments, overtime and 

cash payment for board and lodging 

had they been received on the day 

concerned. 

When any employee works on a 

public holiday, s/he is entitled to be 

paid a time and a half for the hours 

worked and also to an alternative 

holiday. The Holiday Act 2003 

requires that the alternative holiday 

must be a whole day irrespective of 

the hours worked. 

See our A-Z Employers Guides on Casual 

Work, Sick Leave, Bereavement, Annual 

Leave and Public Holidays. Or just call 

AdviceLine for a chat to sort it all out. 

Our website has a sample employment 

agreement for casual workers too. 

By the EMA Advocacy team in 

consultation with EMA Advice, and 

based on real calls to EMA’s AdviceLine. 

The information in this article is a guide 

only and not to be used as business 

advice without further consultation. 

Start with our AdviceLine team at phone 

0800 800 362 (within New Zealand), 1800 

300 362 (from Australia) or 09-367 0909 

(for EMA Northern) or 04-473 7224 (for 

EMA Central), 8am-8pm weekdays. 

Alternatively, email adviceline@ema. 

co.nz, and read or download information 

such as the A-Z of Employing – a 

manager’s guide on more than 100 

specific topics, at www.ema.co.nz/ 

advice. 

PAYROLL 

More New Zealand businesses use Ace 

Payroll than any other computerised 

wages program. 

Visit our constantly updated website at www.acepay.co.nz 

for employment law, legislative links, tax planning etc 

or call toll free on 0800 223 729 for a free demonstration kit. 

PAYROLL 


PAGE 11

By Business NZ’s CEO Phil O’Reilly 

Optimising the upturn 

When it comes to leveraging off the 

economic upturn, being prepared 

with the right skills and training is 

paramount. 

Some are saying the upturn has 

already started. Others are erring on 

the side of caution with the bumpy 

recovery theory. Personally, I think it’s 

going to be a very patchy recovery. 

While the July BNZ Capital – 

Business New Zealand Performance 

of Manufacturing Index 

suggested expansion, especially 

after steady improvements 

throughout most of 2009, the 

August slip to 48.9 gave us a 

timely reality check of caution. 

Whether the recovery 

fully kicks in during the next 

few months or next year, we 

cannot begin to prepare our 

workforce too soon. 

It’s been great to see so 

many businesses do all they 

can to keep staff on through these 

tough times, knowing that when the 

upturn comes, they will need them 

more than ever. 

Likewise, staff have been very 

flexible and understanding of the 

predicament their employers are 

in. Many have taken accrued leave, 

unpaid leave or even dropped hours 

down from full time to part time. 

What we need now to really 

come out of the downturn stronger 

than ever, able to capitalise on every 

opportunity is: 

1. A highly skilled workforce, and 

2. Export-driven growth. 

New Zealand is nowhere near 

fulfilling its capacity as a worldleading 

innovative exporting nation. 

But, with a domestic market of just 

four million, exporting is vital to our 

growth. 

"Research has consistently 

suggested 20% of New 

Zealand's workforce doesn't 

have the literacy and numeracy 

skills needed to perform at their 

best in their jobs." 

Capturing the untapped talent 

within our workforce is key. It’s about 

more than traditional education 

and technical knowledge. It’s about 

knowing how to take that knowledge 

and turn it into marketable IP, 

products and services. 

It’s about knowing how to 

commercialise our cleverness and sell 

it to the rest of the world. 

This is what we aimed to convey at 

the international business forum Go 

Global on 30 September. We heard 

some great New Zealand exporting 

success stories – from Fletcher 

Building, Glidepath, Animation 

Research and New Zealand Merino. 

Let’s learn from these. 

Of course to really get our ideas off 

the ground and out into the world, 

we need a workforce supportive of 

‘NZ Inc’ at every level. For this, we 

need a workforce of ‘good citizens’. 

Good citizenship plays out in the 

workplace through things such as: 

n Good teamwork 

n Contributing to the overall 

aims and objectives of the 

business 

n Emotional intelligence 

n A willingness to learn 

n Turning up on time 

n Resilience. 

All of these are often underappreciated 

attributes. 

Skills are the lever for a step 

change, but it’s important we 

get the basics right first, in order to 

build a strong foundation for their 

development. 

Currently, more than a million 

New Zealanders are not literate 

enough to actively participate at work. 

This affects the country’s productivity. 

Immigrants’ language skills would 

benefit from increased training. 

While the children go to school 

Specialist Employment Lawyers 

Our high success rate reflects our expertise. Our 13 lawyers specialise in employment law and only act for 

members. As part of a member-owned organisation, EMA Legal offers services that are excellent value. 

Strategic advice Practical solutions Skilled representation 

Key contacts 

Susan-Jane Davies (04) 470 9923 sjdavies@emalegal.org.nz 

Parvez Akbar (09) 367 0931 parvez.akbar@ema.co.nz 

Maree Kirk (03) 548 4513 mkirk@emacentral.org.nz 

PAGE 12 


and get taught English, the adults can slip through the 

cracks, affecting workplace literacy and numeracy. This is 

not simply whether people can read or write. It’s about 

a whole range of skills - how well people can do these 

things, their communication skills, how well people work 

in teams, and whether firms can introduce new technology 

and approaches. 

Research in many industries has consistently suggested 

that about 20% of New Zealand's workforce don't have 

the literacy and numeracy skills needed to perform at their 

best in their jobs. 

We are now poorer on a per capita GDP basis than 

most of the developed world. But, we can leapfrog the rest 

of the world in: 

n Innovation and IP, and 

n Skills formation – which is the most important thing in 

the productivity sector. 

More than ever, the saying "we had no money, so we had 

to be smart" applies to our situation in New Zealand. 

In order to propel New Zealand forward, the key for 

training providers is to know what businesses need and 

expect from the education system. This applies to both 

private and public sector educators. 

Employers often prefer private sector providers first, 

followed by polytechnics, and then universities. This is 

because they see private sector providers as: 

n Being more practical in focus and thus relevant to the 

workplace 

n Being more aware of the changing demands of the 

marketplace 

n Demonstrating more value through applied knowledge 

n Maintaining better employer engagement – which 

universities can often lack. 

Many graduates of traditional training establishments are 

not as qualified for the real world. There is a particular gap 

here when it comes to training for export success. 

This is why Export New Zealand (a division of Business 

New Zealand) is offering practical, comprehensive training 

packages to prepare exporters for maximising their 

business in international markets and driving New Zealand 

towards an export-led recovery. 

We’re running these through the export divisions of 

Business NZ’s four regional business associations: EMA 

Northern, EMA Central, the Canterbury Employers’ 

Chamber of Commerce and the Otago Southland 

Employers’ Association. 

We recognise the need over time to offer courses 

from the fundamentals for those new to exporting, to 

training for those who have either studied in the export 

field previously, or already have international business 

experience. 

The next Export New Zealand entry-level, ‘Export 

Fundamental’ courses in the region are in Tauranga on 

October 15 (Exporting 

Processes -Think 

Like an Exporter) 

and Hamilton on 

November 4 (Making 

the Most of Trade 

Shows). 

If you’re a business in 

any part of the export 

spectrum, I suggest you 

get in touch with your 

regional Export New 

Zealand representative 

Phil O’Reilly 

and find the training 

that’s right for you. You 

can find out more from 

the regional training sections on www.exportnewzealand. 

org.nz. 

It’s time to take New Zealand business beyond the 

limitations of geography and skills. By putting in place 

the right skills now, we can propel ourselves beyond 

the recession and into growth to conquer the world of 

innovative products and services. Let’s give the world 

something to buy! 

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Web: www.nzoq.org.nz 


PAGE 13

Advertorial 

System software selection boosts productivity 

Electrex, formed in 1982 by director Rex Alder, 

specialises in the sourcing and supply of a diverse 

selection of local and international electrical 

hardware to customers throughout the country. The 

company’s range includes environmentally-friendly cable 

covers and electrical ducting manufactured from recycled 

waste plastics suited to underground use. 

To keep track of its 4000 different components and 400 

customers Electrex turned to MYOB EXO Business to keep 

track of everything, said Rex Alder. 

The company stocks Scame products from Italy which 

include industrial plugs, connectors, outlets, switches, and 

distribution and consumer boards, all manufactured to 

stringent European CEE Standards. 

Other suppliers include the Electroflex group of flexible 

conduit connections, Entrelec Terminals from France, and the 

Grantline range of New Zealand-made foot switches, batten 

holders, spiral ties, terminal boxes, meter boxes, and locking 

nuts. 

Electrex employs 10 staff at its Glenfield premises on the 

North Shore, along with sales agents in the lower North Island 

and the South Island. 

Electrex utilizes MYOB solutions, including modules from 

the MYOB EXO Business suite and MYOB EXO Payroll, since 

they first became available, and its been happy with the 

products and service on offer. 

“EXO Business is a proven system that’s easy to use and 

saves time,” Alder said. 

“All staff from accountants to dispatchers are trained to 

operate the software and use it regularly. 

“EXO Business gives our staff the ability to quickly drill 

down through materials, stock levels, billing, and packing slips 

to identify the correct component, as well as manage rolling 

stock tables on any identified range of components.” 

“The software is also configured to ensure orders are 

prepared and dispatched in a timely manner. 

“Purchase orders come through from some customers via 

Electronic Data Interchange (EDI) which generates a sales 

order in our system that we turn into a packing slip for use 

when we ship the required items. 

“Our matching invoice is then returned to the customer via 

EDI and matched for auto payment. The order is filled using 

available stock, with EXO Business automatically adding the 

weight and cubic size to the courier print out or truck docket. 

“It can be a complex process, and each part of the job is 

handled by a separate department,” Alder said. 

“But EXO Business ensures it runs smoothly, and with no 

time wasted.” 

As well as assisting in the distribution of orders, EXO 

Business has provided additional functionality when generating 

the monthly invoices. 

“EXO Business enables us to automatically match individual 

payments against invoices which have been sent out, and that 

gives staff a detailed review of each debtor’s payment history,” 

Alder said. 

“Not only can we keep track of client payments, we can also 

prepare statements and invoices easily for our head office and 

branches to ensure other staff are kept updated as well.” 

For more information on MYOB EXO Business go to myob.co.nz/exo/ema 

or talk to the EXO team today on 0800 MYOB EXO 

PAGE 14 


EMA's TAX TIPS EMABusiness 

On relocation and overtime meal allowance 

Recent changes enacted into legislation 

this month include clarification around 

the tax treatment of relocation payments 

and overtime meal allowances. These 

are intended to resolve a degree of 

uncertainty in the current law relating to 

their tax treatment. 

The amendments specify that in order 

for relocation payments to be exempt 

from tax, the payment must reflect 

actual expenditure incurred, and the 

expenditure must be incurred within 

certain time limits, generally by the end 

of the next income year following the 

income year in which the employee 

relocates. In addition, the expense must 

be on the list of eligible relocation 

expenses issued by the Commissioner. 

The proposed list is relatively 

expansive including such things as 

the cost of removal, transportation 

and storage (including the relocation 

and boarding of pets), certain costs 

associated with selling an existing home 

and acquiring a new dwelling, as well as 

the cost of health checks, immigration 

and tax advice associated with the 

relocation. 

In an attempt to restrict the 

tax exemption to cases of genuine 

relocations, there are also requirements 

in terms of the distance of the new 

location and what will constitute 

relocation. 

For an overtime meal allowance to 

be exempt from tax under the new 

legislation, the allowance will need 

to reflect either actual expenditure 

incurred by the employee or a 

reasonable estimate of expected costs. 

Documentation will be required for 

amounts over $20 per meal. 

In addition, it either needs to be 

stated in the employee’s employment 

contract that they are eligible for a 

payment in relation to overtime, or the 

employer must have a policy or practice 

of paying an overtime meal allowance. 

Student loan repayments sped up 

A Bill designed to encourage 

voluntary student loan repayments also 

passed its final stages this month. 

Individuals who make voluntary 

repayments on their student loans of 

$500 or more in a tax year, either by 

way of lump sum or smaller increments, 

are eligible for a 10% bonus. For 

example, a student who makes $1,000 

in voluntary repayments during a tax 

year will receive a $100 reduction in 

their student loan balance. 

The bonus will be credited to the 

individual’s student loan account on 

April 1 following the tax year in which 

the voluntary payment was made. For 

those repaying their student loan in full, 

the bonus will be provided at the time 

of final payment. 

The scheme is wide-ranging in 

Manukau Events Centre Special Offer 

its application, to overseas and New 

Zealand-based borrowers, graduates and 

those still studying. One point to note 

is that repayments must be made to 

Inland Revenue and not StudyLink in 

order to qualify for the bonus. 

Since the introduction in 2006 of 

interest-free student loans, the number 

of people repaying them in full each 

year has decreased. This legislation, 

which will apply to all payments made 

from April 1, 2009, is expected to 

reduce repayment times and reduce 

overall costs to Government. 

Further changes expected to 

apply from April 1, 2011 - will be 

incorporated in a Bill to be introduced 

later this year. They aim to simplify the 

current student loan system by moving 

toward its electronic management. The 

Bill will also introduce changes for 

borrowers employed in New Zealand, 

removing annual assessments and 

moving to a pay period repayment 

system. This should remove the need 

for end-of-year assessments and squareups. 

The proposal to deduct repayments 

from students’ holiday jobs while 

studying if they earn over $367 a week 

has been scrapped. 

Rohini Ram is an Executive Director at Ernst 

& Young. If you require any assistance 

with any of the issues discussed above, 

please contact Rohini on 09 377 4790 or 

email rohini.ram@nz.ey.com. 

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PAGE 15


Physios can save big money, keep staff pain free 

By 2006 Mt Cook Airline became 

concerned that Queenstown Airport 

had the highest lost time injury rate 

for any Air New Zealand site in the 

world – 2.5 injuries per month in May 

2006. Each injury was costing an 

average of $26,000. It transpired that 

customer service advisors and ramp crew 

were manually processing increasing 

volumes of baggage without the loading 

equipment or staff available at larger 

airports. 

They enlisted the assistance of 

Remarkable Physios to fine tune a 

Worksafe initiative. The lost time 

injury rate since went from 2.5 per 

month in 2006 to 300 days without 

any lost time injuries in 2007. The cost 

of new injuries per month in 2006 

was $65,000; the savings estimated at 

$650,000. 

A 23-year old fencer five 

months after an injury complained 

of non-specific low back pain. 

An eight-week work hardening 

programme was initiated to increase his: 

n Confidence to move 

n Strength of the trunk and 

associated leg muscles 

n Fitness to normalise normal 

function 

n Endurance to be able to 

confidently work for a full 

day performing all tasks for 

full normal duties 

After six months he reported nil 

further episodes of low back pain. 

A large engineering company had 

increasing reported incidences of 

shoulder pain in one specific area of 

the factory. The physio team brought 

in identified the area used power 

tools for a significant portion of their 

day. The report outlined: 

n Ergonomic suggestions on 

modification of equipment 

n Proposed adaption of worker 

technique 

n Workplace intervention to 

educate, train and successfully 

manage the worker 

discomfort. 

“Physiotherapists as movement 

specialists are ideally suited to 

treating and working with work 

place injury and problems,” said Ann 

Bennett, a physiotherapist in Kumeu, 

Auckland. 

One of her clients, an office 

worker, presented with neck and 

arm pain and a lot of dysfunction 

(stiffness) in her spine and the 

muscles in her arm. It was found her 

work station was causing significant 

postural stress. A work site 

assessment was organized. Many little 

things not quite right were put right, 

and they were inexpensive! With a 

proactive employer the issues were 

sorted in a week. 

In another case, senior 

physiotherapist Gillian McDowell 

found a large Invercargill bank had 

undergone a “make over” installing 

new Italian desks. They were split 

level, L shaped units but with no 

room to place a computer screen and 

keyboard together. Staff had to work 

at right angles to their screens. Neck 

pain was rife within the month. 

A physiotherapist identified the 

problem. The bank feared the desks 

would all need replacing, but the 

physiotherapist suggested a solution 

and within two weeks all neck pain 

reports ceased. The savings to the 

bank from the one hour intervention 

by the physiotherapist was $17,000. 

The ACC bill for construction 

work injuries is well over $30 million 

per year, with another $46 million 

from ongoing claims. ACC’s Injury 

Prevention Consultant, Fraser Fyfe, 

says many construction worker 

injuries come from physical tasks 

performed either incorrectly or 

repeatedly. 

Physiotherapists can help make 

sure quality care is available for 

your employees through workplace 

assessments, exercise programmes and 

individual treatment by professionally 

qualified health care providers. 

Full contacts for physiotherapists in 

your area are at: www.nzppa.org.nz Go 

to the “Find a Local Physio” tab. For 

further assistance call the NZPPA Office 

freephone 0800 697 720. 

PAGE 16 



Getting more from your IT 

Moore's Law accurately predicted 

the doubling of computing hardware 

power every two years, but the 

amount of computer power in 

existence has not increased as fast. 

This has occurred because, combined 

with advances in software technology, 

it is now feasible to run multiple 

servers on a single piece of hardware. 

The biggest challenge facing 

businesses is how to control their 

costs without reducing performance. 

Here we focus on virtualisation, 

a specific approach that allows 

companies of all sizes to get more 

from their existing IT investment. 

Virtualization: why is it? 

A virtual machine is an 

isolated software container 

within a physical server 

with its own operating 

systems and applications 

as if it were a physical 

computer. A virtual 

machine behaves exactly 

like a physical computer 

containing its own virtual 

(ie, software-based) CPU, 

RAM hard disk and 

network interface card (NIC). 

Operating systems can’t recognise 

the difference between a virtual 

machine and a physical machine. 

The virtual machine operates as 

though it is a “real” computer. 

On a virtual system you can safely 

run several operating systems and 

applications at the same time on a 

single computer, with each accessing 

the resources it requires as and when 

it needs them. 

Why use it? 

Virtualization allows a single 

physical machine to run multiple 

servers. For example you may have 

several servers in your organisation, 

each running a single application 

such as email, accounting, database, 

CRM and file storage. As these 

servers reach maturity, become 

less reliable, and/or run out of 

storage capacity, they can now be 

consolidated on to a single physical 

server. 

With virtualisation your 

software is virtualised onto one, 

(or preferably two) physical 

machines and a seamless migration 

path from older hardware to a 

new robust virtual environment 

can also be achieved to increase 

performance and provide for better 

business continuity in the event 

of a hardware failure. Should a 

physical server fail, virtual servers 

can be quickly migrated elsewhere, 

allowing you to stay in business 

during its repair. 

"...for an additional 

virtual server to be 

deployed can take 

just hours..." 

Five Key Reasons to Adopt 

Virtualisation 

1. To reduce hardware costs to 

allow more performance from 

existing resources 

Reducing the number of physical 

servers can reduce hardware costs 

by up to 40% and break the legacy 

“one application to one server” 

model. You could save an average 

$3000 for each server virtualised 

(Gartner 2008) 

2. To increase productivity 

By having less physical and more 

virtual servers, the server to IT 

staff ratio decreases allowing IT 

administrators to increase their 

workload capacity by up to three 

times. They can spend less time on 

routine tasks and more on adding 

value to the organisation. 

3. To assist business continuity 

When a single physical server fails 

or needs servicing, other physical 

servers on the can automatically 

run additional virtual servers. By 

utilising multiple physical servers, 

critical services need never be down 

because of a single hardware failure. 

4. To reduce your carbon 

footprint 

Most servers run on average 

at 10-15% of their capacity. 

By rationalising the physical 

space required for your server 

infrastructure and deploying virtual 

servers, you make savings in space, 

cooling and power expenses. 

5. To add operational flexibility 

Traditionally, the deployment 

of a new server required 

procurement, build and 

installation, deploying 

the operating system and 

the loading of software 

applications. All this could 

take days or weeks for a new 

server to become operational. 

Now, for an additional virtual 

server to be deployed in your 

environment can take just 

hours, allowing your business 

to react to changes and requirements 

much faster. 

Who benefits most? 

Most businesses with more than 

three traditional servers will benefit 

from virtualising some of their 

capacity. Size of an organization is 

not important. Applications meant 

for small to medium usage, such 

as email and file servers, are ideal 

candidates. However virtualisation 

is not ideal for high-performance 

applications where one or more 

dedicated servers are needed for 

performance requirements. 

Need advice? Call Maclean Computing. 

They’ can steer you. Ph: 09 375 0169 

www.maclean.co.nz 


PAGE 17

By Mary MacKinven, EMA journalist 

How to bid for Australian 

projects 

Thanks to CER, New Zealand 

companies enjoy the rights of ‘local’ 

service suppliers across the Tasman. 

While parochialism runs high 

over there, and even non tariff 

barriers in some sectors, Australian 

businesses overall are keen to work 

with Kiwis, said the NZ Trade 

and Enterprise presenters at EMA 

Northern’s recent “Australian 

Economic Stimulus Package 

Opportunities Seminar”. 

Presenter Tim Green said there 

is are lot of expansionary dollars to 

capture there, and the opportunities 

are legion for NZ businesses. The 

Australian Federal Government 

budgeted $42 billion in February 

for ‘nation building’ also known 

as recession relief. Some of it is 

administered at federal level and 

much through various state/ 

territory governments. 

Funding is earmarked for 

individual payments for instance 

to education programmes such as 

trade training, the Small Business 

and General Business Tax Break - 

an additional 50% tax deduction 

for eligible assets costing $1,000 or 

more. 

But most is aimed at medium 

to long term infrastructure 

projects for energy, roads, rail/ 

bus, water and hospitals. Some 

projects are underway and others 

new. 

Business programmes relevant 

to New Zealand companies are: 

n Energy Efficiency Homes 

Package to insulate homes. 

Administered by the Federal 

Government; 

n Building Education 

Revolution (BER) to upgrade 

school facilities, science and 

language centres, etc; 

n Social Housing Initiative 

to build new dwellings and 

refurbish others, including 

defense housing in South 

Australia, administered by state 

governments. 

n Transport and Community 

Infrastructure for rail, 14 

road projects, local council 

infrastructure, administered by 

state governments. 

New South Wales: Projects 

focus on energy/power, roads 

and rail/bus such as the Sydney 

Metro Project, Royal North 

Shore Hospital private public 

partnership and police stations’ 

communications infrastructure. 

Victoria: Projects focus 

on education, rail/bus and 

housing, e.g., new trains and the 

electrification of a rail. 

Queensland: The Department 

of Public Works is managing the 

work on roads, energy/power and 

rail/bus. 

Western Australia: Project 

focus is energy/power, water and 

education upgrades plus a hospital, 

a desalination plant and electric 

rail cars. 

South Australia, Tasmania, 

Northern Territory/ACT: 

project focus is education, housing 

and roads. 

Tools and channels to access projects 

NZTE, its agency ProjectLink, and the 

Australian-founded Industry Capability 

Network (ICN) are three key resources 

for finding out more and registering for 

opportunities. 

To access NZTE’s services, first approach 

your NZTE client manager or if you don’t 

have one, phone and ask to be channeled to 

the Australia team. 

ICN has staff in NZTE’s office in 

Wellington and its own website. 

ICN promotes the capability of 

Australian and New Zealand companies 

as prime or lower tier contractors for a 

selected number of large capital works, 

e.g., the $25 billion INPEX LNG project 

to pipe LNG to Darwin from offshore. 

Two NZ companies are sub contractors. 

All projects are outlined on www.icn. 

govt.nz under ‘Project Gateway’. It works 

for and with buyers (contractors) to find 

local producers and service providers. ICN 

evaluates, with confidentiality agreements in 

place, companies’ capability, and provides an 

unbiased list of suppliers to buyers. 

ProjectLink provides pre-tender 

opportunities or leads tailored to subscribers 

(who pay $1000 plus GST pa). Companies 

subscribe and gain password-protected 

access to a large and detailed list of many 

projects in Australia, sometimes years before 

the projects are known in public. The aim 

is to help companies know who to contact 

to sell their services to, and how to become 

involved. The Projectlink website lists 

about 200 projects currently, and indicates 

whether they are in the planning/concept 

stage, open for expressions of interest, out 

to tender or underway. Just sending an 

email from NZ won’t do. It’s valuable to 

demonstrate a presence in Australia and 

strong commitment to the project to win 

jobs. 

This year ProjectLink successfully 

connected parties in mining, dairy, 

pharmaceuticals, petrochemicals, oil and gas. 

Useful websites: 

www.economicstimulusplan.gov.au 

www.infrastructure.gov.au 

www.australia.gov.au 

www.nzte.govt.nz/australia 

www.icn.govt.nz 

www.projectlink.co.nz 

PAGE 18 


Go Global Report 

Hard work, risk, loss, profit that’s exporting 

Secrets of international success differed 

hugely for the four international business 

leaders kicking off the Go Global 

conference last month. 

John Brakenridge of New Zealand 

Merino stripped off shirt and tie on 

stage to reveal a merino shirt to help 

make his point. 

The inaugural Export New Zealand 

conference saw traders and service 

providers ask questions and convey 

views to Government ministers and 

officials. 

Success in new markets according to 

a top four included: 

Sir Ken Stevens Glidepath Group 

n Overcome undercapitalization, kiwi 

naivety. 

n Listen to the market. Give them 

what they want. 

Sir Ken described Glidepath in 

the US as now very competitive. 

They’re considered to operate the best 

workshop in their market there. 

Sir Ken said: “I was naïve about 

the obstacles, especially in the 

pre-qualification regime to bid, and 

the 100% performance bonds required 

against projects. (And you don’t offer 

product in metric measurements). 

In 2004 Glidepath bought land and 

built a factory in Dallas staffed with 

Americans. “We fully took on American 

market requirements.” 

Brian Dewar of Vitaco 

Health 

n You can learn a lot about 

the world from the 

NZ market. Test your 

competitive advantage at 

home. 

n Desk research the target 

market then go there. 

John Brakenridge, NZ 

Merino 

n There’s no silver bullet 

but 1000 things will 

incrementally help. 

n The golden bullet is customer 

intimacy. The 1000 things make this 

possible. 

“Ten years ago we asked ‘who is 

NOT using merino?’ The correction 

now accompanying the global recession 

is a return to traditional values, a 

consumer thirst for authenticity, 

integrity and substance in points of 

difference. 

Ian Taylor, Animation Research 

n Recognise and take opportunities. 

n Plan, change tack and make new 

plans. 

Ian gave the example of how, 18 

months ago, he went to work planning 

to tell staff the business was closing 

because of debt. When he arrived a 

staff member showed him the news: 

F&P Appliances’ had announced that 

day they were laying off 480 staff in 

Dunedin. Ian decided to delay his 

MC Susan Wood with CEO MFAT, John Allen 

announcement a week, but by then had 

hatched a way through. Orders since 

for animated graphic representations of 

sports events have leapt ahead. 

Government goals 

Economic Development Minister 

Gerry Brownlee said achieving income 

parity with Australia by 2025 will 

require NZ to reach GDP growth of 

1.5% more than Australia every year 

from now on or sustained growth of 

3.5-4% pa. 

“These are lofty goals, tough targets, 

and we are totally reliant on the people 

in this room. 

“We want to raise the performance 

of low value exports and we want 

to help our ‘star’ exporters though 

all are important – in manufacturing 

and services in particular there are 

opportunities. The Rugby World Cup 

2011 will provide large opportunities. 

Government is very appreciative of your 

work.” 

Special offers to attend Hong Kong trade fairs 

New Zealand businesses are invited to apply for special offers to attend 

Hong Kong Trade Fairs in October and November. Enjoy up to HKD1,800 hotel 

sponsorship* or HKD1,800 travel reimbursement* For details email peter. 

bosevski@hktdc.org or toni.wade@hktdc.org or phone 0061-2-9261-8911. 

Visit www.hktdc.com 

The following incentives are available to EMA members. 

n HKD1,800 Hotel Sponsorship to help cover the cost of your stay in our 

selected hotels OR 

n HKD1,800 Travel Reimbursement (conditions apply) 

n VIP Card to access Dragon Lounge to enjoy free internet, light snacks and 

meeting rooms 

n Business Matching to help find business partners 

(*conditions apply) 

Trade Fair Date Website 

HKTDC Electronics Fair 

(Autumn Edition) 

13-16 Oct 

hkelectronicsfairae.hktdc. 

com 

eAsia 13-16 Oct electronicasia.hktdc.com 

International Lighting Fair 

(Autumn Edition) 

International Building & Decoration 

Materials & Hardware Fair 

27-30 Oct hklightingfairae.hktdc.com 

28-31 Oct 

www.hkbdh.com 

Eco Expo Asia 28-31 Oct ecoexpoasia.com 

Sports Source Asia 28-30 Oct sportssource-asia.hktdc.com 

Optical Fair 4-6 Nov hkopticalfair.hktdc.com 

International Wine and Spirits Fair 4-6 Nov hkwinefair.hktdc.com 

Medical Devices and Supplies Fair 4-6 Nov hkmedicalfair.hktdc.com 


PAGE 19

In our regular snapshots of EMA member companies, we describe the business of 

one of our oldest Auckland members, Cambridge Clothing Ltd 

Quality underpins success 

If you think the recession is tough, 

imagine surviving two world wars, the 

Great Depression and every economic 

crisis since. 

In light of their rich tradition perhaps 

we could all take a leaf out of the 

experience of Auckland company 

Cambridge Clothing, established in 

1888. They have been EMA member 

since 1903. 

Cambridge Clothing’s managing 

director Joe Macky and brother Kim, 

who is marketing director, are great 

grandsons of the founder. Cousin Tom 

is a non executive director. 

Whereas the company’s shareholders 

spread across the Goodfellow family and 

the company is public though unlisted, 

Joe says Cambridge Clothing still 

considers itself a family firm. 

After its inception in 1867 the 

Macky family business became the 

country’s biggest wholesaler of general 

goods, a conglomerate owning woollen 

mills, and the Cambridge Clothing 

factory and others. When it all went 

into receivership at the start of the 

1930’s depression, the founder’s son 

and his son Dane (Joe and Kim’s 

dad, and a former president of EMA 

Northern) bought Cambridge Clothing 

from the receiver with the help of the 

Goodfellow family. They knew they 

were on to a good thing! The growing 

urban market was seen 

as a better target than 

general/rural customers. 

Cambridge is now the 

oldest menswear maker 

and biggest clothing 

manufacturer in New 

Zealand, including the 

largest maker of men’s 

suits in Australia and 

New Zealand. 

Nonetheless this 

recession has been a big 

thing for the company, 

says Joe. “We had to lay 

off 10 people earlier this 

year and attrition has 

taken its toll. But we have 

to be careful because we 

will want to employ people again at 

some stage.” He is hugely relieved to see 

the light at the end of the tunnel. 

Modus operandi 

Cambridge Clothing exports 70 per 

cent of sales ($27 million in the year to 

June) to Australia, most to Melbourne 

where it established an office eight years 

ago. Melbourne staff numbering 40 are 

the hub of design, sales and marketing. 

Cambridge also has three of its own 

stores there, plus retail concessions 

(its own space and staff) in nine Myer 

department stores. 

A further 149 staff work at the 

50-year-old New Lynn factory cum 

Making it Lean By Barry Nolan 


By Mary MacKinven, EMA journalist 

Cambridge Clothing marketing director Kim Macky (l) and brother 

Joe, managing director. 

head office, where half the company’s 

output is made. The other half is made 

under contract in China with two 

Chinese nationals employed to quality 

control cutting, stitching and pressing 

operations. China, where technical 

investment from Europe has built a 

sound infrastructure, has become the 

major global source of woollen fabric. 

Joe says, “We do as much operational 

work as we can in New Zealand 

because it’s cost effective compared with 

doing it in Australia. And local manufacturing 

is important for some retail 

customers and for the made-to-measure 

suits – where there’s a worldwide 

growing trend. 

“There’s room to do more manufac- 

Buy several - your managers need 

their own 'hymn' sheets! 

“It’s a good and relevant read. I would recommend it to anyone intent on maximising returns for their business” 

– Peter Townsend, CEO, Canterbury Employers' Chamber of Commerce 

$39.90 incl GST (add $3 for post and packing) per copy. 

It shows you how Lean is the way to go to 

achieve greater productivity and reduce 

costs. 

Best of all Nolan describes a straightforward, 

step by step practical approach for any business 

to lift its performance. 

TO ORDER EMAIL: 

Gilbert.Peterson@ema.co.nz 

PAGE 20 



turing in China and it’s inevitable 

China will be a growing part of our 

activities. But we have no plans to close 

manufacturing here. We are committed, 

but maybe not at the current level of 

employment.” 

China has not been easy, though. 

Joe says New Zealand punches above 

its weight there thanks to the New 

Zealand-China Free Trade Agreement. 

“We are doing meaningful 

[outsourcing] business there but for 

them we’re pretty small. Our success is 

based on relationships rather than the 

numbers we bring to them. 

“We have to focus hard on quality 

and ensure supplies come from where 

we are told they come from. Things can 

change very quickly and you have to be 

present when your products are being 

made. 

“We pitch at a premium level so 

standards are very important.” 

Cambridge Clothing adopted 

Toyota’s Just in Time production 

methods in the 1980s that transformed 

the business, and during this recession 

adopted more Lean processes. Managers 

use video conferencing facilities 

extensively too. 

In the past 18 months the company 

has gone backwards in production 

volumes, so rather than boasting 

of growth, Joe is proud to have 

survived: “We’ve taken a good 

look at the business and made 

changes, cleared excess stock and 

cut back on fabric and garment 

orders, managed our cash flow 

and debtors very carefully and 

now have a stronger balance 

sheet than before the recession 

hit.” 

Words of wisdom 

“The great people we work 

with are the best thing about 

doing business here – the staff, 

customers and suppliers; but 

there is a shortage of them,” says 

Joe. 

And the size of New Zealand 

means exporting is necessary 

to find growth opportunities. 

Not that Australia has been easy 

for the men’s structured apparel 

industry for which CER offers no 

advantages. 

Joe recommends 

newbies in business 

have a clear idea of 

their strengths and 

point of difference, 

and stick to those. 

Cool in Joe Black The Tailor, custom-made suiting by 

Cambridge Clothing. 

Export New Zealand offers exposure at Dubai’s 

Big 5 in November 

Expose your business to 50,000 trade buyers from throughout 

the Middle East and elsewhere at the Dubai Big 5 2009 

construction expo. On offer is shared stand space at low 

cost plus briefings and business matchings. For details email: 

gilbert.peterson@ema.co.nz 

Global export qualifications available 

Access to globally recognised export qualifications will be 

offered next year through EMA Northern/Export New Zealand 

as a result of a partnership struck with the NZ School of 

Export based in Palmerston North. 

EMA will deliver workshops at its Auckland training rooms 

on the eight topics that lead to the Certificate of International 

Trade and Diploma in International Trade. They are for those 

who have either studied in the export field previously, or have 

experience in international business. Details are at www. 

ema.co.nz 

Marine-grade anodised 

aluminium with the latest 

stainless steel marine hardware. 

Fabric is fade, rot 

and water resistant. 

60+ colours available. 

Shademakers Showroom 

6 Morrin Road 

Pamure, Auckland 

Telephone 09 570 1112 

Facimile 570 1126 

Email info@shademakers.co.nz 


PAGE 21

*Terms and conditions apply: This offer is valid from 1 May 2009 to 31 December 2009 (“the Promotional Period”) and is only available to organisations who are members of 

the Employers and Manufacturers Association (Northern), Employers and Manufacturers Association (Central), Canterbury Employers’ Chamber of Commerce, and Otago 

Southland Employers Association during the Promotional Period. For full details of terms and conditions see www.ema.co.nz/activa.htm 

PAGE 22 


Spring Schedule - 2009 FREE briefings for all EMA members 

EMA Northern To register: Call AdviceLine on 0800 800 362; or email AdviceLine@ema.co.nz 

Waikato / BOP 

Mon, 19 October 9.30am - 11.00am Thames War Memorial Civic Centre, 200 Mary Street, THAMES 

Mon, 19 October 3.00pm - 4.30pm Sebel Trinity Wharf, 51 Dive Crescent, TAURANGA 

Tues, 20 October 9.30am - 11.00am East Bay REAP (Upstairs), Reap House, 21 Pyne Street, WHAKATANE 

Tues, 20 October 3.00pm - 4.30pm Huka Falls Resort, Huka Falls Road, TAUPO 

Wed, 21 October 9.00am -10.30am Distinction Rotorua, 390 Fenton Street, ROTORUA 

Wed, 21 October 1.30pm - 3.00pm Putaruru Timber Museum, 2337 Taupo Rd, State Highway 1, PUTARURU 

Wed, 21 October 5.00pm - 6.30pm The Big Apple Conference Centre, 584 Main South Rd, OTOROHANGA 

Thur, 22 October 9.00am -10.30am Kingsgate Hotel Te Rapa, 100 Garnett Ave, Te Rapa, HAMILTON 

Auckland 

Thur, 22 October 3.00pm - 4.30pm Papakura RSA, 40 Elliott Street, PAPAKURA 

Fri, 23 October 9.30am-11.00am Crowne Plaza, 128 Albert Street, AUCKLAND CITY 

Mon, 2 November 10.00am - 11.30am North Harbour Stadium, Davenports Lounge, Appian Way, ALBANY 

Mon, 2 November 3.00pm - 4.30pm Bruce Mason Centre, 1 The Promenade, TAKAPUNA 

Tues, 3 November 3.00pm - 4.30pm Greyhound Function Centre, Te Irirangi Drive, MANUKAU 

Wed, 4 November 10.00am - 11.30am Counties Inn, Rata Lounge, 17 Paerata Road, PUKEKOHE 

Wed, 4 November 2.00pm - 3.30pm Waipuna Conference Centre, 58 Waipuna Road, MT WELLINGTON 

Wed 4 November 4.00pm - 5.30pm Waipuna Conference Centre, 58 Waipuna Road, MT WELLINGTON 

Thur, 5 November 9.00am - 10.30am Titirangi Golf Club, Links Road, NEW LYNN 

Thur, 5 November 2.00pm - 3.30pm Institute of Chartered Accountants, 27 Ohinerau St, GREENLANE EAST 

Fri, 6 November 9.00am - 10.30am Lincoln Green Hotel, 159 Lincoln Road, HENDERSON 

Fri, 6 November 3.00pm - 4.30pm EMA Board Room, 159 Khyber Pass Road, GRAFTON 

Mon, 9 November 7.30am - 9.00am EMA Board Room, 159 Khyber Pass Road, GRAFTON 

Mon, 9 November 11.00am - 12.30pm Butterfly Creek, Tom Pearce Drive, MANGERE 

Northland 

Wed, 11 November. 3.00pm - 4.30pm The Northerner, Corner North Road & Kohuhu Street, KAITAIA 

Thur, 12 November 9.00am - 10.30am Scenic Circle Bay of Islands, Seaview Road, PAIHIA 

Thur, 12 November 3.00pm - 4.30pm Kingsgate Hotel Whangarei, 9 Riverside Drive, WHANGAREI 

EMA CENTRAL 

Register on-line at www.emacentral.org.nz For further information phone 

Sandra Webley (04) 470 9947; or email: sandraw@emacentral.org.nz 

Wed, 4 November 3.30pm - 5.00pm Copthorne Solway Park, High Street South MASTERTON 

Tues, 10 November 3.30pm - 5.00pm Quality Hotel Plymouth Int'l Hotel, Cnr Courtenay & Leach Sts NEW PLYMOUTH 

Thurs, 12 November 10.00am - 11.30am Collegiate Motor Inn, 122 Liverpool Street WANGANUI 

Thurs, 12 November 3.30pm - 5.00pm Te Manawa, 396 Main Street PALMERSTON NORTH 

Tues, 17 November 3.30pm - 5.00pm Angus Inn Hotel, Cnr Cornwell St & Waterloo Rd LOWER HUTT 

Thurs, 19 November 3.30pm - 5.00pm Rutherford Hotel, Trafalgar Square NELSON 

Tues, 24 November 7.30am - (Breakfast) Tatapouri Sports Fishing Club, No.2 Shed, Gisborne Wharf GISBORNE 

8.00am - 9.30am (Issues Briefing) 

Tues, 24 November 2.45pm - 4.15pm Napier War Memorial Conference Centre, Marine Parade NAPIER 

Wed, 25 November 3.00pm - 5.00pm Duxton Hotel, 170 Wakefield Street WELLINGTON 

PAGE 24 


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