Photo: Supplied by Proper Crisps
In 2020, we ran a series of local leadership blogs with a focus on Leading Through COVID-19 That series was designed to inspire and support a sense of togetherness as the region moved through the initial brunt of that challenge.
Now a little over a year on, we are taking the opportunity to reflect back on some of those interviews and revisit some of our local leaders and organisations. We're interested in finding out what's changed, what their outlooks are, and what's gone back to 'normal'.
In this interview, we chat with Andy Leonard, CEO of Proper Crisps. We last interviewed Andy in April 2020, when Proper Crisps were facing changes in demand, managing physical distancing guidelines in their factory and ensuring their production team felt appreciated and respected whilst other parts of the business were working from home.
Let's see what difference a year makes...
Logistics challenges have worsened since we last spoke, both inbound and outbound shipping capacity constraints as well as significant cost increases. These challenges look likely to remain well into 2022.
Consumer buying patterns are trending in a similar way to COVID times, for example online continues to grow. Consumers remain prepared to spend on a "permissible treat”.
The absence of lockdowns has significantly improved team cohesion.
Logistics challenges have probably been the biggest change, which flows through to reviewing supply chain planning, inventory levels, storage facilities, staffing requirements, etc. It has forced us to plan further ahead than ever before. The significance and long period of the supply chain challenges have been unexpected.
COVID has certainly led to a more thorough review and assessment of factory automation options, predominantly due to labour challenges. A small volume of offshore manufacturing is being considered to reduce supply chain challenges.
COVID has confirmed the value of people interacting face to face. Staff satisfaction has been higher working from the office than home, as well as increasing team morale for our superb production people when the whole team is on-site.
Knowing that technology is there as an effective backup is comforting. COVID lockdowns certainly forced a trial run and ironing out all those systems.
Wellbeing and staying healthy has been at the forefront of everyone’s mind, i.e. staff sickness has a different lens than previously.
Cost increases are rampant currently. Managing those costs and maximising the value of our product will be key over the next 6-12 months. Staff retention will be crucial when borders re-open as young people consider potential OE travel.
Quality New Zealand food will be in high demand worldwide, with strong consumer demand for premium food products continuing here in New Zealand. The snack food trend of “less, but better for me” will grow further.
Improved logistics and travel options will result in getting the product to world markets faster and more efficiently….we hope!
And in a fast-growing company with increased complexities, managing burnout in people will be super important.
Enjoyed this interview? Read more from our COVID-19: One Year On interview series here.
In 2020, we ran a series of local leadership blogs with a focus on Leading Through COVID-19. That series was designed to inspire and support a sense of togetherness as the region moved through the initial brunt of that challenge.
Now a little over a year on, we are taking the opportunity to reflect back on some of those interviews and revisit some of our local leaders and organisations. We're interested in finding out what's changed, what their outlooks are, and what's gone back to 'normal'.
In this interview, we talk to David Johnston, General Manager, Te Rūnanga o Ngāti Kuia. When we interviewed David last year, he shared some challenges Ngāti Kuia were facing around supporting staff and their whānau. He also spoke about the benefits of a collaborative approach across all iwi of Te Tauihu (Top of the South), as well as relationships across iwi, government, and community organisations.
What difference does a year make?
Tēnā rā tātou katoa e ngā whānau whānui o te Tauihu o te waka ā Māui.
He moana pukepuke e ekengia e te waka
A choppy sea can be navigated by a waka
How our world has changed in the last 12 months. Although we have come through this relatively well compared to what has happened globally, my mind and thoughts turn to India and other countries that are still being severely impacted.
In terms of Te Tauihu, I am heartened by the collective efforts and continued collaboration across our iwi, government, councils, businesses and communities.
Iwi in Te Tauihu have set up a collective entity Te Kotahi o Te Tauihu Charitable Trust which is led by the CEOs and GMs of each Iwi entity. Our respective Iwi chairs have given us the challenge of working together with others to create the best conditions for whānau to thrive. This includes:
This is just one example of kotahitanga (working collectively) that we are seeing in Te Tauihu.
There have been no real surprises in terms of how we do things as a result of the pandemic. If anything, Iwi type organisations are well placed given our operating models and focus across multiple measures. Where cultural, people and environmental measures are just as important as economic.
Twelve months on, we are even more focused and determined. There is a sense of urgency to help whānau and to work with others in a way we weren’t before. Navigating our new way of working and keeping to a plan has been both rewarding and challenging, especially trying to keep ahead of everything.
As an example, our Iwi completed a significant Hauora (Wellbeing) research project that was officially launched at Te Hora Marae on 22 May 2021. This report sought to investigate the underlying reasons for disparities and inequities in Hauora for whānau. This research will now help guide us as to which areas to focus on to support the wellbeing of whānau.
Ngāti Kuia was already looking at new opportunities and business innovation prior to the pandemic. Covid has just delayed this from happening however we are now moving at speed.
We will be opening a new Kānuka Processing Facility in July at Titiraukawa, our centre of excellence. In this facility, we will process kānuka sustainably harvested from whānau lands using the best of traditional and contemporary methods.
Our earlier trials of kānuka related products have gone well. We will be looking at exporting products once the facility is fully operational.
We are also focusing on pursuits that are best for our whenua and environment which includes organic practices and identifying the health benefits in everything that we do.
Many whānau who live outside of the rohe just want to come home. For this, they need jobs and somewhere to live.
Ngāti Kuia has grown quickly in the last 12 months.
As part of this, we have recently taken on 15 students who have 2 days paid work experience, and 2 days training per week over 12 months. This is part of developing our tribal economy and providing training and jobs for whānau. Students will complete a level 3 Horticulture qualification via NMIT. In turn, this will help establish an organic native research plantation and learning space with mātauranga Māori at the centre of this initiative.
Across all sectors, I have noticed that everyone seems to be very busy. Whilst the opposite of this is not ideal I’m hoping that we are all working on the right things and not heading to burnout.
I hope we all have learnt lessons from Covid including being present and appreciating each other more. In our day-to-day at the office, we are more proactive managing annual leave, quite flexible with sick and whānau leave, and operate with a high trust model.
Waiho i te toipoto, kaua i te toiroa
Let us keep close together, not wide apart
This whakataukī speaks to the importance of keeping connected, and of maintaining relationships and dialogue so that we can keep moving forward together.
At this present time, our neighbours in Melbourne and Fiji are experiencing a new wave of community Covid cases. We hope that we are not impacted overly by this. We should not underestimate the freedom we have been able to enjoy relative to others, however, we are but one case away from another breakout.
I think there is greater tolerance and mutual respect in our society, more than at any other time in our history. We can especially see and feel this through examples like the recent decisions by Nelson and Marlborough Councils about establishing Māori wards.
When we look back in time 20 years from now, I hope we will be proud of how we overcame these challenges and how we were all the better for them. That the decisions and actions we took have had a positive ripple effect both locally and globally. And, that we’ve heard the call of Papatūānuku and are taking up the challenge to ensure that our mokopuna have inherited a planet and world that is better from our collective efforts to care for her and our people.
Enjoyed this interview? Read more from our COVID-19: One Year On interview series here.
In 2020, we ran a series of local leadership blogs with a focus on Leading Through COVID-19 That series was designed to inspire and support a sense of togetherness as the region moved through the initial brunt of that challenge.
Now a little over a year on, we are taking the opportunity to reflect back on some of those interviews and revisit some of our local leaders and organisations. We're interested in finding out what's changed, what their outlooks are, and what's gone back to 'normal'.
In this interview, we talk to Doug Paulin, CEO of Sealord. We last interviewed Doug in May 2020, when Sealord was facing challenges around people safety, productivity, market reduction and dealing with peoples' fears relating to COVID. Let's see what difference a year makes.
What a difference a year makes. When we last spoke, like the rest of New Zealand, we were in the middle of a crisis. There were a lot of unknowns and the uncertainty made it nearly impossible to predict future impacts to the business.
Thanks to our hard-working people and the ability of our company to quickly adapt and respond to the situation, Sealord operated incredibly well. We achieved a significant net profit result of NZD $29.3 million for our financial year and we also won a 2020 COVID-19 Response Award from Seafood NZ for outstanding leadership and for the wide-ranging support we provided to New Zealanders.
A year on, things are going well for Sealord. Although, we are certainly navigating a number of challenges related to the longer-term impacts of COVID-19 globally (as noted below).
We have been dealing with changes in food safety regulations from some parts of the globe, due to differing interpretations of World Health Organisation food safety guidelines, which has resulted in some export challenges. This was a surprise!
As well as that we are now starting to see significant challenges within our supply chain. The surprise is that demand has remained and it is the delivery that is turning out to be the harder part to execute.
We’ve invested in a new modern workplace by Microsoft (Sealord online world), so that all our people are connected online to Sealord including our fishing crew and factory workers.
It became apparent during the crisis last year that we needed to communicate quickly and regularly with all our people, in a very easy and accessible way. In turn, this new intranet and document management technology has allowed everyone at Sealord to be much more connected with video, photos, story-telling and numerous ways to provide feedback and engage with the business. Whilst early days, the launch and feedback has been positive.
Sealord’s retail range of tinned tuna and salmon, as well as our coated frozen products, became even more popular. As people ate at home more, the benefit has been that a number of consumers tried our product for the first time, had a great experience and have remained purchasers even though life in NZ and Australia has mostly normalised.
We have been able to take advantage of the swing to retail supermarkets in the USA and we are producing more products for customers such as Costco.
Working from home during lockdown for our office-based people was hugely successful. Since then, we’ve introduced the opportunity to work a day from home and other flexible work arrangements (in addition to what we already offered).
We already had a significant wellbeing programme in place but this has become even more important. For instance, our Christmas gifts to staff last year were focused on wellbeing, with things on offer like gym memberships, Wilson Abel Tasman trips, Fitbits, contributions to bikes and so on.
Like many businesses, we’re having supply chain issues freighting our product around the world. We’re also struggling with recruiting people into seagoing and seasonal manufacturing roles, due to New Zealand’s surprisingly low unemployment rate and the lack of people from overseas on working holiday visas.
Regardless of vaccinations, we can’t see that COVID-19 and the impacts internationally will be disappearing in a hurry, particularly as new variants emerge. It will be something that we learn to live with and manage. For instance, Sealord is looking at investing in electronic temperature checking at our entrance to speed up our site entry process. We currently manually run this process.
In terms of our markets, I think there will be a rebound in foodservice once people are released from lockdowns in other countries. They will have more money and be sick of eating at home - so I’d say we can look positively to the future in Seafood, but it does come with the warning we aren’t out of it yet.
Enjoyed this interview? Read more from our COVID-19: One Year On interview series here.
Over the last few weeks, in our Leading Through COVID-19 Leadership Series we have profiled business leaders across many different sectors in the Nelson Tasman region to get an insight into how their businesses are handling crisis disruption.
Each business leader has talked about how they have been impacted and the realities of facing a tough economic environment with significant declines of 20 – 40% in revenue and/or reduced productivity.
Some of our businesses demonstrated their agility, taking the opportunity to innovate and adapt to new needs with Mortimer Upholstery manufacturing PVC Safety Screens and TM Covers changing to producing thousands of innovative, reusable face shields.
Others have had to pivot to new markets and/or improve their e-commerce delivery with tourism and hospitality slowing down and consumer buying patterns changing.
Craig from NZ Hops spoke about moving towards an improved e-commerce model – rotating the business and opening up the invitation to enquire, engage more readily.
There were differences between leaders in how they approached these challenges. But collectively, it was clear that in this crisis, demonstrating highly visible and caring leadership was essential whilst keeping people connected often through digital connectivity.
Our leaders agreed that being honest, acting quickly, providing clarity and increased communication were all essential elements of their leadership whilst maintaining an optimistic presence.
A regional highlight from our leaders was how it has brought communities and organisations closer together.
David from Ngati Kuia talked about all iwi of Te Tauihu working together to ensure that all whanau are supported.
Marina from Tasman Bay Food touched on continuing to diversify their sales channels, especially connecting, collaborating and working together with other local food businesses.
Liam at NMIT spoke about working with local employers to support the region in relation to training needs and retraining of our workforce.
As a number of local businesses move from surviving to thriving perhaps the toughest leadership test is now looming: how to bring a business back in a new environment, with economies still reeling and multiple scenarios of how this could play out.
If we take direction from our local leaders, making this turnaround will require a new, more agile and responsive business model, strong team cohesiveness, regional, national and global collaboration and a courageous 21st-century style of leadership.
The ultimate outcome being: to come back stronger as a region and a better position for NZ on the world stage.
Click here to view all ten interviews in our 'Leading Through COVID-19' series. Look out for our next leadership series which will provide insights to the next phase of the journey for local business leaders.
Contributed by Melisa Kappely
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.
This interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we chat with David Ross, Chief Executive Officer of the Kaiteriteri Recreation Reserve. With their operations spanning some of the hardest hit industries, David shares with us the impact of this crisis and how they are adapting.
Kaiteriteri Recreation Reserve operations span tourism, recreation, conservation, accommodation, retail and hospitality. These industries have been some of the hardest hit within New Zealand and of course internationally.
When the virus was first brought to our attention earlier in the year, we made thorough preparations to keep our guests and team safe, and we did so through the assistance of partner and industry organisations such as Foodstuffs, HAPNZ and HANZ.
From this point, we were relatively well prepared to react to the Government’s swift introduction of unprecedented level 4 restrictions in late March. These restrictions meant we had to close down elements of our business, but this also presented an opportunity to further assist our community which is a core component of the Reserve’s mission.
The financial impact of COVID-19 has been significant. We estimate that we will have lost around $1.2 m in revenue through the months April to June. Over the past few years, we have made great strides in building our shoulder and winter business and we sustain a core team of 42 staff through the year (from a peak of 120 in summer).
Although this loss of revenue has put pressure on our ability to execute growth strategies, our priorities have been the wellbeing of our team and the planning of sustainable operations through this immediate crisis and beyond.
The Kaiteriteri Store was open throughout all levels and has been a great essential service to our local community. We have adapted product ranges to demand and also introduced much-appreciated 'order and collect' services.
Our Kaiteriteri Mountain Bike Park was closed and our operations team were kept busy throughout this period, maintaining facilities, the beach and all Reserve lands and amenities.
We continued to operate our accommodation facilities in conjunction with civil defence authorities to house tourists and other displaced people who could not return home during level 4. As of 28th May, all accommodation facilities will be fully open. F&B was closed then re-opened under level 3 through the GoneBurgers takeaway offer.
It has been great to see the return of customers to Kaiteriteri, riding the park, enjoying their coffee, dining and getting back to the beach.
From the outset, I was clear with the whole team that this crisis would have a significant impact on our industry. My approach has been to neither underplay or overstate the potential impacts and consequences. Throughout this period, team members have been working onsite, working from home or not working at all.
Key to good engagement has been (and is):
Ensure that all information received about COVID-19 was provided by partner industry and government sources and that it was formatted for conciseness and applicability. This information was then provided to all team members and guests via hardcopy onsite, through email and through shared systems access.
Being visible is important and I made sure to personally engage with each and every staff member, in order to run through the situation, answer any questions and address the uncertainty. This engagement was initially face-to-face, then included telephone, WhatsApp and Zoom. It was, and is, important to be honest with everyone as I operated both from home and onsite through levels 4 and 3.
Ensuring that intent, communications and support from myself, the Board right through to senior leadership, management and the whole team was consistent and resonant to prevent mixed messages or confusion. Team members knew that decisions were considered, genuine, empathetic and supportive. This was particularly important for those that could not work.
Daily toolbox meetings via Zoom and regular WhatsApp messaging through to the team ensured onsite and offsite work activity continued and a sense of humour was maintained. There were plenty of jobs that we could get stuck into, solutions to be worked out and support for the community all provided great focus. We used specific and well-defined scenarios for business planning and forecasting which is challenging.
Additional resources were provided and people were encouraged to speak up. All team members received good discounts for groceries and other products through our store and various channels. We also helped a number of staff who were finishing for the season and could not get on flights home to Europe. We offered them free accommodation throughout levels 4 and 3 and looked after them.
The technologies and systems we have embraced, particularly in hospitality and retail over this period are very sustainable and will serve us well into the future.
Given that around 80% of our peak market is domestic, we are reasonably well placed compared to some others. I see a key opportunity to progress with a new spatial framework for Kaiteriteri that will be transformational and involve large scale landscaping, restoration, business sustainability, energy, waste, civil defence and cultural components. Planning for this will commence in July and will involve significant consultation and partnerships. It will certainly take the wider impacts of COVID-19 into account and it’s all about adaptability.
The Kaiteriteri Recreation Reserve is 84 years old and is a great example of social enterprise. 100% of our profits are directed back into the Reserve and our partnerships. We have robust responsibilities to the environment we look after and this will not change.
The main changes will be the lack of international travellers over potentially the next couple of years. We look forward to embracing New Zealanders from far and wide, offering them a great product and to continue to be there for our community and partners.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough.
Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we hear from David Johnston, General Manager, Te Rūnanga o Ngāti Kuia Trust. David shares their experience as an organisation coping with the impacts of COVID-19, along with some valuable advice as we look ahead towards the recovery phase.
Tēnā rā tātou katoa.
E ngā hau e whā, e ngā maunga me e ngā waka o te rohe nei, tēnei te mihi.
Ki a rātou kua whetūrangitia. Haere, haere atu rā.
Rātou ki a rātou, tatou ki a tatou.
Tihei mauriora.
While COVID-19 continues to pose a challenge both domestically and internationally, the virus has also bought our communities and organisations closer together.
Relationships across Iwi, as businesses, government and the community are perhaps stronger right now, than ever before.
I believe this is a defining point of time for not only our organisation or sector but also for our region, our nation and our world.
COVID-19 required an immediate response from all iwi of Te Tauihu to ensure the safety and security of our whānau. Some of the achievements included:
As we now look forward towards the end of this pandemic and post-COVID, we are planning for the recovery phase.
Most of our mahi thus far, like that of many others, has been completed remotely. This has been supplemented by our communities’ awesome essential workers and volunteers.
Ensuring that our staff are supported during this time has been critical to our success.
Furthermore, the mahi that we are able to work with others for the good of all whānau and our community has been greatly rewarding.
I am deeply grateful for the collaborative work all eight Iwi in the Top of the South have completed thus far, ensuring that all our whānau are supported.
Genuineness within leadership and clear communication have been paramount during this time of increased anxiety and uncertainty.
There has been no time for division, wearing of hats, egos or politics. Our focus has been on working with other groups and organisations to help whānau, especially those who are most vulnerable.
We have avoided cluttered communication. Deliberate and targeted use of social media, video, radio and other platforms allowed us to engage and communicate effectively, both internally and externally.
One key learning that’s become even more apparent to me during this period is, “Mahia te mahi nei.” If there is something that needs to be done, we must do it promptly and with the end in mind. For instance, when you are given the opportunity to lead, step forward and take it. Leaders also need to make decisions and base these on what is the right thing to do. This includes delegating and deploying in a timely fashion and keeping the communication channels open and strong.
This is a simple philosophy that I try to follow, and this has definitely been put to the test during these last weeks.
These have been challenging times and emotions have been high. It’s always good to have lighter moments of laughter in between the strong focus as we manage the serious reality of the situation.
“Ka mate kaingā tahi, ka ora kaingā rua.” When one house falls, another shall rise.”
There will be good that arises from this adversity, and when it does, do not be afraid to leave things that do not work as well in the past.
That being said, opportunities of all types are being developed. From placements of new Whānau Navigator roles to help our people, to collective decision making, new job creation/training and new product export growth.
I think that some things will be potentially fast-tracked to help with the recovery. Working collectively with others is required to make a difference, to lessen the impacts and to make the most of the opportunities.
We are using technology more than ever and have shown that our Business Continuity Plan (BCP) works. We have also developed new relationships that will be long-lasting and will hopefully provide new partnerships that will help us navigate through the testing times ahead and help us to be stronger for it into the future.
COVID-19 will continue to weigh upon all of us.
To prosper we must remember this: a weight shared is less to bear.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough. Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Liam Sloan, Chief Executive of NMIT. Liam shares how coronavirus and the lockdown have impacted NMIT, how they are keeping their people engaged and connected while working from home, and what might change for the organisation in the future.
Interestingly, COVID-19 has had both positive and negative impacts on NMIT. It’s very easy to focus on the negative and just as important to focus on the positives. Here’s my take on both aspects:
COVID-19 has made us review our way of working. We have always embraced online learning but never considered ourselves as an online learning institute prior to COVID-19. However, we have built confidence and capability to enable Team NMIT to work remotely and most importantly to facilitate excellent learning online.
To make sure we achieved that goal, NMIT has had to invest in even more technology to enable effective delivery.
Strangely enough, using technology has actually brought the team closer together to some degree as we communicate far more and that communication has had to be more relaxed than usual as people cope with a “bubble” scenario that often includes children and extended whānau. It has facilitated a greater level of connection.
Our learners didn’t sign up to an online learning environment and often they chose NMIT for the hands-on learning experience and support we provide. It hasn’t been possible for us to deliver in that way during the lockdown. When we are able, we are committed to supporting our students to catch up on lost time.
Lockdown isolation can have an impact on stress and anxiety levels and equally the lockdown juggle dealing with whānau, homeschooling and working can have the same impact. Every organisation has team members in each of these categories and it’s important to be aware of the impact each scenario can have on an individual.
COVID-19 will also have a significant impact on our financial situation, and it was not something that could have been planned for. This isn’t a normal downturn or reduction in student numbers that should be factored into financial planning as a matter of course. This is a massive and unexpected hit. NMIT could potentially lose between $1.2M and $1.5M in income from international and local students but will embrace opportunities to explore other income generation opportunities.
Communication. It has been at the heart of everything and is key. This is a situation where you can never over-communicate. We were lucky that we had strong existing internal communication channels that are accessible via the intra/internet. We use an intranet system called Polly and we encourage all team members to use this as the “one source of truth”. If it’s not on Polly, then it’s not verified information. We also make sure that all messaging delivered through Polly is simple and direct.
We very quickly developed a COVID-19 platform on the intranet - it’s the one-stop-shop for up to date info.
We use a range of channels to help deliver messaging so that delivery doesn’t become stale. I record a weekly vlog that is available on the intranet and it means the team can hear messaging directly from me. This also helps maintain a visual connection. Given that we are all in lockdown it's also recorded at home so the team can see we are all in the same boat – this also makes the communication feel a bit more informal and friendly.
Our weekly eNewsletter is also being delivered to the team’s inbox. This provides a run down and summary of the week’s activities with hyper taking readers directly to key articles of their choice.
Like everyone else, I have been living my life in a virtual world and zooming and skyping are part of my daily activity schedule. We are using Zoom for team meetings and have had up to 160 team members on a single zoom session. It really helps to maintain that physical connection. I hold my manager's meetings via skype. I’m not sure I would go back to holding nonvisual teleconferences as the ability to see peoples faces and response gives an insight into how they are feeling. You don’t always get that feedback from a phone call.
We have tried to keep up the social connection between the team so that we don’t lose that incredibly important aspect. We have held bingo nights and had Friday night virtual drinks all via zoom. We have also tried to come up with fun activities like weekly cooking slots and photo competitions. There has certainly been a willingness to participate in these sessions – perhaps more so than usual as people look for ways to maintain that physical human connection.
I have also tried to ensure that we continue with our culture of celebrating success despite the fact that we are separated by distance. We have continued with routines like Chocolate Fish nominations and acknowledging people who go the extra mile. It would have been easy to let those things slip. If they do slip, I think it raises questions about how committed you were to acknowledging success in the first place and also it's very hard to go back to these activities when we do get back together.
We have also rolled out a Pulse survey during lockdown to check on the team’s wellbeing. Where issues are identified we have been able to follow up and close the loop.
It is essential to collaborate with others wherever possible. No one person can take this kind of challenge on by themselves – it's not something that any of us could have foreseen or anticipated so my motto would be share the love and the workload. There’s no point in everyone doing the same job and duplicating work.
Engage your team when making decisions - big or small. It is easy to make decisions on your own when you’re working remotely and forget the need to consult and engage but this is a prime opportunity to delegate and share decision making to improve engagement. Hopefully, some of these habits will continue into the future so we actually come out of this situation with new leadership learnings that work well when we are back on campus.
It is also important to look after your own personal health. I have made a real effort to make sure that I get out for walks and take time away from my desk. When you are working at home it’s too easy to just slip into the habit of working 24/7 because the laptop is open on the kitchen table. You have to have as much discipline about not working all day as you do about retaining focus on work.
NMIT will definitely look at how we use technology on an ongoing basis to keep the best parts of remote working and technology use. This will mean we can best use campus space and office space. Without being thrust into lockdown it may have taken us all a lot longer to get to the point where we could undertake this alignment.
Unfortunately, Te Tau Ihu have seen some redundancies, thankfully none of them at NMIT. At this time we have been able to offer re-training opportunities to individuals in that situation. We are working with employers to ensure we are able to support the region in relation to training needs.
We have also been working nationally on the development of microcredentials. Micro learning builds slivers of knowledge about process and systems as opposed to ensuring credential accreditation. This knowledge helps learners feel supported and comfortable with “having a go”. On the wider learning spectrum, micro learning delivers short, sharp and useful information and knowledge about one specific aspect of a much larger and complex process. Going forward this is going to play a huge part in the way we offer training and the way learners choose to learn.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough. Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Charles Eason, Chief Executive of Nelson's Cawthron Institute, about what COVID-19 has meant for them as an organisation, how they have managed the transition between alert levels, and what challenges and opportunities lie ahead.
Our initial response before and during lockdown was on Health and Safety to ensure that, as far as possible, our staff were not exposed to the virus and we had work for those that could continue to work.
Throughout Level 4, part of Cawthron’s operations, its laboratory services, continued to operate. They are recognised as an essential service to support food safety and public water supply testing to keep New Zealanders safe and healthy from pathogens such as Listeria, and certify food products for export. We increased our lab services capacity in Level 3, as more of our clients and partners involved in the food and nutraceutical sector worked extremely hard to keep going, and we responded wherever possible.
Our other research and support colleagues (around 240 people) have been progressing some of their scientific research and support from home. But, many have been severely impacted by lack of access to our labs and our aquaculture park at the Glen. All field research was also halted.
Hence, Cawthron has been significantly impacted by COVID-19. In part, because we have had less work from our primary sector clients and partners and because most laboratory and field research ceased during the lockdown. We anticipate facing a tough economic environment well into 2021. With this in mind, science leaders and management are focused on trying to ensure we maintain our scientific and technical workforce and do not lose unique, nationally significant expertise and capability in aquaculture, food safety, marine biology and chemistry.
All of these skills are essential for a prosperous future NZ.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough. Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Doug Paulin, CEO of Sealord. Following this recent article on Stuff.co.nz about Sealord's back to work solutions, Doug discusses the impact COVID-19 has had on the business and shares valuable insights on keeping teams engaged in this challenging environment.
Operationally, whilst we have been able to operate, changes to keep people safe have meant productivity downsides although staff innovations and suggestions have lifted performance close to normal operational levels.
The biggest impacts are from a market perspective in terms of some markets slowing, or in some instances closing e.g. Foodservice in many countries is down 50% - 80%. The follow on from this is that it is almost impossible to forecast the future impact to the business, other than as multiple scenarios all of which could be miles off. Not very helpful from a Board perspective (apparently).
Dealing with our peoples' fears and then making decisions that recognised the individual’s concerns, whilst ensuring everyone was being treated equitably including the company.
Also - an inability to forecast the future.
Other sales channels have opened up, and of course, digital advancement has been significant and this will remain into the future.
Digital transformation, in particular:
Moving forward we will need to think differently about sales channels, and there is also a potential position for NZ as a COVID free supplier of food (and by definition Sealord).
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.
As leaders, the COVID-19 crisis has presented us all with unexpected challenges. Facing these unprecedented circumstances head-on has led to many stories of great leadership across all industries and sectors in Nelson, Tasman, and Marlborough. Our 'Leading Through COVID-19' interview series is designed to inspire and support a sense of togetherness as our region moves through and beyond this challenge.
In this interview, we talk to Craig Orr, CEO of NZ Hops. Craig shares his experience with us leading his team through this challenge, operating as an essential service supplying hops to the brewing industry.
As an essential service supplying hops to the brewing industry, we’ve seen a significant decline in demand, clearly a direct result of the lockdown within the hospitality trade. These same measures are in place in our key export markets like the USA and UK also. There’s been a ‘lag’ effect as those breweries able to pivot toward packaged and retail channels have kept some demand.
Despite my personal dedication to ensuring demand for packaged craft beer remains high, I’m not performing well enough to offset…
We’ve committed to keeping digital connectivity for all, not just the WFH’ers but also on-site. We’re all connected twice weekly via Zoom briefings, along with WhatsApp group messaging. Some work-related, other just for light humour and sharing.
Probably the biggest is getting out of the house and switching off. The ‘office’ is only 10 steps from the ‘cafeteria’ or 10 steps the other way to ‘commute’ home to sleep. Great for productivity but no so great for work/life balance and general downtime.
Keep (over) connected with your team, including informally, just as if you were making a cuppa in the staffroom. The whole 'Level’s' deal has been a learning curve for all, so having an open forum to discuss safety steps and agree protocols has meant widespread engagement.
Like many businesses we’re geared up now to pivot toward an improved e-commerce model – rotating the business and opening up the invitation to enquire, engage more readily. The new normal…this is here for some time yet.
Developing a more agile and responsive business model. Which, being in the horticultural sector means adapting to some shorter horizons than has been the norm.
Enjoyed this interview? Read more from our Leading Through COVID-19 interview series here.