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Perceptions of the RSE
Advantages Disadvantages
Workers that would return year after year The restriction on the number of workers brought out under the RSE
A stable and reliable workforce The removal of the Seasonal Work Permits
PERCEPTION OF THE RSE
POSITIVES
The consensus (nine of 10 participants) agreed that the RSE was a
step in the right direction but all of the participants had concerns
with aspects of the legislation. A typical comment regarding the RSE
was “I think that the RSE is a good idea but [it] has missed the boat.”
Most participants were taking a hesitant and cautious approach to
the legislative changes. All participants deemed that the legislation
had aspects that were benefi cial for their company and/or the
industry. Employers viewed getting a seasonal workforce that would
return year after year, that they had previously trained, as positive.
Participants also noted that they would have access to more workers
and would have a stable and reliable workforce that would stay with
them throughout the season.
CONCERNS
The participants had a number of concerns regarding the RSE
legislation and comments regarding the “prescriptive and
Political nature of the RSE legislation
Cultural differences between New Zealand and Pacifi c Islands
cumbersome” nature of the legislation were frequent. There were
four common themes that shone through regarding the new
legislation. These were the restrictions on the number of workers,
no SWPs, the political nature of the legislation, and the cultural
differences between New Zealand and the Pacifi c Islands.
Firstly, the limit of 5000 workers that could be brought out under
the RSE was seen to be insuffi cient and three participants stated
that it needed to be extended to 10,000 workers. As many big
employers were applying for large numbers of workers (one
packhouse was applying for 949 workers alone), the participants
could not comprehend how 5,000 were going to suffi ce not only
for the kiwifruit industry, but for the whole horticulture industry.
Secondly, over half of the participants were critical of the
requirements that workers had to come from certain countries in
the Pacifi c Islands. Five employers thought that it should be open to
any country and the government was using the horticulture industry
to fulfi ll their commitment to the Pacifi c Islands, as indicated in the
following quote - “it is a political decision not an industry decision.”
Two participants commented that they would like to get their
workers from countries like India and Fiji, as they had current staff
members from these countries and they had experience managing
workers from these cultures. As these countries were not RSE
approved countries, they were unable to do so. The majority of
participants thought that the reason for workers to come from the
Pacifi c Islands was “purely political.”
Thirdly, seven of the participants expressed concerns with workers
from the Pacifi c Islanders adapting to the New Zealand culture and
that there may be negative social repercussions both in New
Zealand and in the Pacifi c Islands. Repatriation (ensuring the worker
returns to their home country) was the major concern (as employers
are fi ned $5,000 for any employees that overstays their visa). Seven
participants thought this fi ne was too steep and the legislation
needed to be changed. Many suggested alternatives like setting up
a trust into which part of the migrant workers earnings would go
and would only be released to them when they returned home, or
having support networks in place to ensure they return to the Pacifi c
Islands. Other cultural differences employers perceived as potentially
problematic were adjustments to New Zealand’s lifestyle and
climate. Work ethic was also seen as a potential problem due to
Pacifi c Islanders running on “island time” and high levels of
unemployment in some of the Pacifi c Islands.
Lastly, employers (especially contractors) were worried about the
loss of the SWPs and the lack of an appropriate replacement. Three
of the participants thought that SWPs needed to be reinstated or a
similar arrangement put in place. Often there are periods in which
the need for staff increases and in the past, SWPs have covered
these peaks. Participants expressed concern that in “short peaks”