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



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



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

[email protected]

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



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



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.




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




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




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




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?


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




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




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]



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.




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




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




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




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."




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




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."




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



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




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

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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




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.




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


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).



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

[email protected]

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

[email protected]

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

[email protected]

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

[email protected]

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:

[email protected]

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

[email protected]

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

[email protected]

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

C O N F E R E N C E , S T A M F O R D P LA Z A , A U C K LA N D @

8 .3 0 a m

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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o r v i s i t u s o n l i n e a t w w w . n

i s s a n . c o . n z

ema businessplus mar 2007 meeting

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