THE WAREHOUSE 2008 SOciETy And EnviROnmEnT REpORT

THE WAREHOUSE 2008 Society and Environment Report
The Warehouse will make a difference to people’s lives by making the desirable affordable and
supporting New Zealand’s communities and the environment.
By putting the customer first, we will succeed. Everything we do flows from this principle.
We enjoy success through working together as one team.
People choose to work for us because we care about and recognise individuals.
CONTENTS
01 Our Core Purpose
02 Scope and Boundaries
03CEO and Managing
Director’s Report
05 Company Profile
06 The Warehouse Dollar
07 Sourcing Profile
08 People
10 Employment Statistics
11 Our Customers
15 Community Fundraising
16 Community Support
172008 Supplier Awards
18 Ethical Sourcing
20 Green Households
21New Environmental
Legislation
23Environmental Performance
26 More Information
Scope and Boundaries
This Society and Environment Report relates only to the operations
of The Warehouse Limited and unless otherwise stated covers
activities for the financial year 30th July 2007 to 27th July 2008.
The Warehouse Limited is the largest subsidiary of The Warehouse
Group Limited. The Warehouse Limited’s sales comprise 88 per cent
of the Groups sales. For convenience and clarity the convention
used throughout this report is to describe The Warehouse Ltd
as ‘The Warehouse’.
Society and Environment reporting is not provided for other
subsidiary companies of The Warehouse Group: Warehouse
Stationery Limited, Eldamos Investments Limited, The Warehouse
Cellars Limited (90.0 per cent shareholding), or our partly owned
associates, Waikato Valley Chocolates Limited (50.0 per cent),
The Warehouse Financial Services Limited (49.0 per cent),
or Pharmacy at The Warehouse (49.0 per cent).
This year’s report has been informed in the main by the
G3 Global Reporting Initiative Guidelines. These guidelines
serve as a robust framework for reporting on our economic,
environmental, and social performance. The framework itself
is designed for use by organisations of any size, sector, or location,
and factors in the practical considerations faced by entities ranging
from small enterprises to those with extensive and geographically
dispersed operations.
In preparing this report, we have also taken account of those areas
of social and environmental impact that we believe to be of most
interest to our stakeholders.
The information itself is derived from a variety of sources, including
The Warehouse’s data warehouse, sales and inventory systems,
financial reporting system, payroll system, and energy management
system. Specialist third parties, such as our waste and recycling
providers and our social auditors, also provided information used in
this report.
Where relevant, we have explained how some calculations have
been derived.
Assurance
The financial information contained in this report has been extracted
from The Warehouse Group Limited 2008 Annual Report.
This Society and Environment Report 2008 carries no external
assurance statement apart from that pertaining to our financial
performance. An auditors’ report pertaining to this information only
is published on page 84 of The Warehouse Group Limited’s 2008
Annual Report.
Previous Society and Environment or Triple Bottom Line reports
can be found in the Investor Section of www.thewarehouse.co.nz
Contacts
For more information about this Society and Environment Report contact:
Sustainability Manager
The Warehouse Limited
P.O. Box 33470, Takapuna
Auckland 0740, New Zealand
Email: [email protected]
Cover: Orepa Ligaliga of the
Blenheim Store.
2008 Society and Environment Report // 2
CEO and Managing Director’s Report
millions of plastic bags our customers still request. We will launch
new initiatives in this area to further improve these statistics.
As New Zealand’s
largest general
merchandise retailer
we believe it is our
responsibility to
demonstrate leadership
where we can.
In this, our eighth annual Society and Environment Report, we detail
how we are making a difference.
Improving our environmental performance is important for its own
sake. But it makes good business sense to do so; it saves the business
money and appeals to our customers and our team who, increasingly,
want to shop with and work for a company that ‘does the right thing’.
Committed to Leadership
For many years we have monitored and improved practices around
the environment, the way in which we source products, and the
way we leverage our size and marketing strength to fundraise and
support our communities. Recently we have begun extending this
responsibility into promoting better labour and environmental
standards in our supply chain, Encouraging our customers to adopt
more eco friendly practices like composting, household recycling and
home vege patches, and offering more sustainable choices such as
our forest friendly outdoor furniture.
Although the interest of New Zealanders’ in these matters is
undoubtedly growing, practical steps taken are still quite modest.
For example, despite heavy promotion and low cost customers only
purchased 80,000 reusable bags this year. Contrast this with the
This year, as a part of our strategic planning and review process we
confirmed that leadership in the community and environment area
remains a key platform of our ongoing business success. We agreed
a number of new community and environment targets and prioritised
initiatives that will enable us to meet these objectives. Responsibility
for these achievements is captured in managers’ performance
incentive plans.
Responsible Retailing
The Warehouse is already well known in New Zealand for the work
it does to support communities and the environment. But it was
especially pleasing this year to receive international recognition and
be named as a finalist in two categories of the 2008 World Retail
Awards – ‘Responsible Retailer of the Year’ and ‘Employer of the Year’.
As a finalist, we were recognised for the work we do to responsibly
manage our impacts in many areas: waste and recycling, measuring
our carbon footprint, ethical sourcing, and our comprehensive human
resources policies and initiatives, along with our year-round fundraising
efforts in support of local and national charities.
2008 Society and Environment Report // 3
CEO and Managing Director’s Report
(continued)
In addition, Greenpeace recognised our sustainable timber sourcing
policies by placing The Warehouse at the head of their ‘Forest Friendly
– Good Wood Guide’. We are also proud to retain our FTSE4Good
listing in 2008 despite a further tightening of the FTSE4Good supply
chain criteria.
The Environment
We are pleased to be making progress on our environmental initiatives.
Since we began our drive to reduce plastic bags in 2004 we have
achieved a 19.0 per cent decrease in bag numbers relative to sales.
In addition, we have been piloting dedicated bag-recycling stations at
some of our stores. We will locate these at more stores in the coming
year. We plan further measures to reduce plastic bag volumes this year.
In the policy area, The Warehouse has been working with other
industry stakeholders designing a product stewardship scheme for
electronic waste in preparation for new waste legislation which has
just been passed by the New Zealand Parliament. In addition, we
have strengthened our own internal policies and practices in regard
to ‘e-waste’.
Another highlight for the year was the Highly Commended Award
received jointly by The Warehouse and Enviroreel, our plastic recycler,
at the Packaging Council of New Zealand’s Bi-annual Environmental
Packaging Awards. Our award was in the ‘Recovered Packaging
Materials Utilised in the Manufacture of a Secondary Product’ category.
Our Team
Our people are our most important asset. Last year we reported
on significant changes to the way we recruit new team members.
The launch of our careers website has subsequently proven incredibly
successful for us with over 30,000 on line applications, reduced
waiting time for candidates and a reduction in costs to the business.
In addition, we have delivered new leadership and capability
programmes. We provide more detail on progress later in this report.
Our latest engagement survey, to which 85.0 per cent (6,326) of
our permanent employees responded, gives us real clarity about what
matters to the people who work for our organisation.
Charities and Fundraising
We are very pleased to report that again this year we were able to raise
and distribute over $2.0 million to our key charity partners and smaller
community groups. Thanks to our customers and suppliers for helping
us to make a real difference to the causes we support.
I would also like to thank all of our team for their ongoing support and
commitment; without their efforts we could not achieve the results we
are so proud of.
We invite you to read on and welcome your feedback on our progress
to date.
Ian Morrice
Group Chief Executive Officer and Managing Director
2008 Society and Environment Report // 4
Company Profile
The Warehouse is New Zealand’s largest general merchandise
retailer with approximately 4.4 per cent of the total New Zealand
retail market (excluding vehicles, meals and accommodation).
We are part of The Warehouse Group Limited, a publicly listed
limited liability company.
Nonetheless there are some very positive aspects to this year’s
performance. Customers are responding to product innovation and
improved quality especially in apparel (+5.8 per cent growth). Sales in
grocery, pharmacy and health and beauty also grew (+9.1 per cent)
but were offset by weaker general merchandise sales (–4.7 per cent).
Our Presence and Reach
We have continued our format and channel development with 10 store
upgrades completed including one store extension and one relocation.
The Warehouse has 85 stores nationwide with general merchandise,
apparel, and grocery products. Approximately 95.0 per cent of the
country’s population lives within a 30 minute drive of a Warehouse
store. The chain serves 58 towns and cities, giving it unrivalled
coverage in New Zealand retailing.
Business and Financial Performance
Sales for the year were $1.53 billion: a slight decline on last year,
operating profit also fell to $112.7 million.
The results, whilst below those of last year, need to be viewed in the
light of the slow-down in economic activity in New Zealand. Trading
conditions in the last two quarters have been especially challenging
with the New Zealand economy in recession and households struggling
with dramatic increases in the prices of food and petrol and falling
property values.
It is anticipated that a high degree of uncertainty will continue to be a
feature of the New Zealand economy over the coming year, influencing
consumer attitudes toward spending. However as a value or bargain
retailer The Warehouse is well positioned to meet consumers’ needs
in this environment.
More detailed information and commentary on The Warehouse’s
financial performance can be found in the 2008 Annual Report.
2008
2007
CHANGE
Sales ($m)
1,534
1,547
–1.0%
Operating Profit ($m)
112.7
147.2
–23.0%
85
83
2.0%
465,530
455,361
2.0%
368.1
347.1
6.0%
30.60%
42.40%
–28.0%
Stores
Retail Space (m2)
Operating assets ($m)
Return on assets (%)
2008 Society and Environment Report // 5
The Warehouse Dollar
The ‘Warehouse Dollar’
is a reporting tool we
have developed to
approximately illustrate
our economic impact
and the way in which our
revenue is distributed
across some readily
understood segments.
This year 36.7 cents in every Warehouse sales ‘Dollar’ was spent on
New Zealand goods and services. Wages and salaries accounted for
a further 10.0 cents, enabling us to employ 8,0001 staff. 8.9 cents
was passed to Government as taxes and duties. 37.9 cents went to
overseas manufacturers and suppliers. 3.8 cents was paid to
shareholders by way of ordinary dividends – a significant local impact as
most shareholders reside in New Zealand. In addition to the ordinary
dividend payout of $65.3 million a special dividend of $108.8 million
was also paid to shareholders. The special dividend is not included as
part of the Warehouse ‘Dollar’ set out below.
Basis of Calculation:
New Zealand Goods and Services – The direct costs of local products
sourced in New Zealand and resold through The Warehouse; the purchase
of non-trade NZ goods & services; depreciation expense and the estimated
value of locally retained margins in instances where we purchased an
imported product through a New Zealand wholesaler. All costs include GST.
Overseas Product – Includes the cost of products manufactured outside
of New Zealand including freight, commissions and royalties paid overseas.
Includes an estimate of the money going offshore in instances where
The Warehouse has purchased an imported product through a NZ
wholesaler. All costs include GST. Excludes NZ customs & duty.
Salaries and Wages – The direct cost of wages and salaries paid to team
members of the Warehouse Limited, (excluding related employer and
employee taxes).
The Warehouse Dollar 2008
Dividends – represents the amount of ordinary dividends paid to
shareholders, excluding any special dividends.
3.8c
8.9c
Group Contribution – the amount of residual profit retained and used to
fund other group activities.
2.7c
10.0c
36.7c
Duties and Taxes – Includes corporate taxation, GST, custom duties
payable on direct overseas sourced product, PAYE and ACC levies paid
by The Warehouse.
1
5,259 Full time equivalents
37.9c
2008 Society and Environment Report // 6
sourcing profile
UK
USA
China
Pakistan
H
Hong Kong
Thailand
Malaysia
Australia
N
New Zealand
2008
2007
New Zealand Made Sales
$ MILLION
China
56.5%
56.1%
2008
220.0
New Zealand Made
14.3%
14.2%
2007
219.9
Australia
7.7%
7.9%
2006
214.9
United States Of America
6.8%
6.1%
2005
222.1
United Kingdom
1.7%
2.0%
2004
230.4
New Zealand Assembled
1.6%
1.8%
Thailand
1.4%
1.3%
Pakistan
1.2%
1.1%
Hong Kong
1.1%
1.3%
Malaysia
0.8%
1.1%
Country of Manufacture Share of Sales (TOP 10)
2008 Society and Environment Report // 7
People
would attract people from within a range of key employment groups,
such as parents returning to the workforce and students seeking
part-time work or joining the workforce for the first time. We wanted
to ensure The Warehouse could best meet their employment needs and
at the same time promote retail in general as a great career opportunity.
The Warehouse
continues to employ
a significant number
of New Zealanders.
This year we employed
7080 permanent
and 921 temporary
team members.
A key resource in our recruitment strategy is our careers website
www.thewarehousecareers.co.nz which was launched in August 2007.
The site has subsequently received over 30,000 applications. The site
has also enabled us to develop a database of potential future team
members to speed up our recruitment processes and minimise cost.
In addition, the site gives us the ability to demonstrate varied and
real-life examples of career paths inside The Warehouse and reinforces
the career opportunities within our business.
Developing Leaders
Christine Thompson of the Blenheim store.
The tight employment market of recent years has meant it is vital we
continue to focus energy and resources on attracting, developing and
retaining the best people for The Warehouse. This year we focused
on building capability, refining and further developing our talent and
leadership development programmes, formulating plans to further
increase engagement within our team, and working hard throughout
the business to improve retention levels.
Last year we launched our employment brand, ‘Start Here, Go Anywhere’,
as part of our overall strategy of attracting great people to join
The Warehouse team. As part of this we analysed the key factors that
The company recognised a need to build capability to meet both our
customer-focused strategy and the changing needs of the business.
Key talent from within senior leadership roles were identified and we
are now half-way through an intensive programme which will greatly
increase our internal succession capability at the most senior level.
Key-note sessions have included senior business leaders and members
of our own board of directors.
Leadership capability in-store has been significantly improved by the
introduction of our ‘Store Manager Development’ and ‘Fast Track
Manager’ programmes, while for our merchandising teams we developed
a programme specifically to improve category management skills.
2008 Society and Environment Report // 8
PEOPLE
Steve Robertson of the
Sylvia Park store.
(continued)
Workplace Wellbeing
Engagement Survey 2008
We delivered over 23,000 training hours this past year to team
members across our stores, distribution centres and support office.
Just over 200 team members used our Employee Assistance
Programme (EAP) to receive free professional counselling for
personal issues.
We believe that team engagement is critical to the current and
future success of our business. Our managers play a critical
role in engagement and they have this as a measure of their own
personal performance.
Our ACC partnership programme continues to retain tertiary
accreditation status, the highest level available. This status clearly
recognises our commitment to workplace safety.
This year saw a major drive to rebrand and launch safety and wellness
initiatives across the business. A number of initiatives were rolled out
including ‘Teamsafe Movesafe’ which is The Warehouse’s Manual
Handling Programme designed to minimise the incidents of sprain and
strain injuries.
We survey our team members regularly to help us understand how we
can make The Warehouse an even better place for them to work. This
year we used a number of channels to do this, the most significant
being an engagement survey. The JRA/Unlimited ‘Best Workplaces
Survey’ uses 65 questions to capture employee attitudes to important
organisational features such as its culture and values, communication,
learning and development, performance and recognition. These
features, or drivers, are known to impact employee engagement, the
level of ‘connectedness’ employees feel towards their organisation and
their willingness to strive to ensure the organisation reaches its goals.
The ‘Best Workplaces Survey’ involved 23,000 employees across 207
organisations, 16 of which are in the retail sector. 85 per cent of our
employees responded giving us quality data in order to better
understand which drivers we should focus on to improve levels of
engagement among our team members. Our employee engagement
level of 72.7 per cent placed us above the retail sector benchmark.
2008 Society and Environment Report // 9
Employment Statistics
FULL-TIME EQUIVALENTS
2008
2007
5,259
5,385
HEADCOUNT
2008
2007
Headcount
8,001
8,126
WORKFORCE DIVERSITY
2008
2008
MALE FEMALE
2007
2007
MALE FEMALE
2006
5,444
2006
8,103
2006
2006
MALE FEMALE
Stores
Store Managers
73%
27%
77%
23%
81%
19%
Asst Store Managers
64%
36%
63%
37%
67%
33%
Administration Centre
Senior Managers
73%
27%
68%
32%
69%
31%
Middle Managers
49%
51%
59%
42%
73%
27%
Retention Rates
2008
2007
2006
67.10%
67.80%
69.30%
Union Membership (% of Permanent Workforce) 42.30%
34.60%
32.70%
Lost-Time Injury Frequency Rate
21.08
19.3
18.4
Total Injury Rate
44.41
44.9
46.3
24,790
26,782
26,103
OSH Prosecutions
Working Days Lost Due to Illness
nil
nil
nil
Workplace Fatalities
nil
nil
nil
ACC Accreditation
Tertiary
Tertiary
Tertiary
Team Members Training Hours
23,020
n/a
n/a
203
195
194
EAP – Team Members Using
Tracey Rondel from our Blenheim store helping a customer.
2008 Society and Environment Report // 10
Our Customers
Our many forms of customer engagement and research are coordinated
and managed by our customer Insight Manager who reports to our
General Manager Marketing. Our Customer Insight programme has
six primary objectives:
• To assist us make branding decisions
• To help improve in-store experience for customers
• To assist marketing event analysis
• To provide feedback on our advertising and other communications
• To research a new or existing category
• T o respond appropriately to customer queries, complaints, product
recalls and suggestions.
Understanding our Customers
We use tools such as customer focus groups, internet surveys, a
continuous tracking survey where we interview 1,000 people online
each month, a mystery shopper programme, and our customer call
centre to help us build better relationships with our customers.
This year we conducted a customer segmentation project including an
online survey and a number of focus groups, to help us understand the
different types of customers we have. The insights that emerged from
the research now help guide decisions across the whole business. A
number of segments were identified in the research; however, our focus
is on three core groups, each with differing needs and shopping habits.
Mystery Shopper Programme
This programme receives feedback from an anonymous shopper in
order for us to evaluate some key measures of our in-store experience
from a customer’s point of view.
The six performance areas assessed monthly are: Telephone, Store
Impressions, Entertainment, Jewellery, Checkouts, and Product
Returns. The standards in each section measure the quality of the
customer experience by reviewing standards such as presentation,
pricing, team friendliness/helpfulness and speed of service.
The introduction of new customer service and checkout training
modules this year has contributed to positive improvement overall
against the previous year, with the Mystery Shopper results being a key
performance measure for stores. For example, two important areas that
improved in the past year were Store Impressions and Checkouts
scoring 89.2 per cent and 88.8 per cent respectively. Store Managers
review performance and agree a plan for ongoing improvement with
their teams each month as their results become available.
2008 Society and Environment Report // 11
our customers
(continued)
The Customer Care Team
The Warehouse operates a dedicated customer call centre called
Customer Care. The role of the centre is to respond to customer
queries and to work with them and our team to resolve any complaints
or service failures and to provide information on products and services
of The Warehouse.
Customer Care Centre manager
Christine Main responds to a
customer query.
CONTACTS LOGGED BY CUSTOMER CARE
8,000
7,000
6,000
5,000
Our Customer Care team members are specially trained to ensure that
the interests and rights of our customers are protected. The call centre
received around 24,000 calls last year and around 8,000 enquiries via
our website.
4,000
They work to ensure that calls are followed up and closed within a
reasonable time frame, so that our customers receive both information
and resolution as quickly as possible.
0
3,000
2,000
1,000
Complaintcompliment
feedbackgeneral
information
servicesrequest
feb 08 – sep 08
The Customer Care Team provide regular reports and problem records
to our buying, marketing and operations teams alerting them to any
actions they need to take.
The following graphs profile the reasons for Customer Care calls and
the different kinds of product complaints. Calls are made directly by
customers, or by team members on behalf of customers.
TYPE OF PRODUCT COMPLAINTS RECEIVED
70
CONTENT
60
DAMAGED
50
FAULTY
40
HAZARDOUS
30
ILLNESS
20
OTHER
PRICE
10
QUALITY
0
RANGE
jan
FEB
MAR
APR
MAY
jUn
JUL
AUG
JAN 08 – AUG 08
2008 Society and Environment Report // 12
our customers
(continued)
Product Recalls and Withdrawals
If a product is identified by customers, team members, or suppliers as
potentially faulty, or hazardous in any way, we take immediate action.
The product will be removed from sale until a decision is made either to
issue a public recall notice or permanently withdraw product from sale.
A recall is when a product has been released for sale but a problem
has subsequently been identified that may pose a public health or
safety risk, or the product is not fit for purpose. A recall involves
communication with consumers – for example, through a public recall
notice placed in newspapers and sometimes a company media release
warning consumers of the fault and asking them to return the product
to us for refund or replacement.
This year there were three recalls all of which involved products
distributed widely by retailers including The Warehouse.
Nightware advice label.
Mattel undertook a comprehensive recall in the wake of concerns about
lead levels in surface paints on toys that exceeded standards. Twentyseven Mattel lines that The Warehouse carried were removed from sale,
barcodes deactivated to prevent sales, and all returned and withdrawn
stock returned to Mattel. As a precaution, we carried out our own lead
testing on other toys not captured by the recall. All these results were
within safe limits.
Another toy recall was undertaken by Hasbro in relations to its
‘Moose Bindeez’ product which had been found to contain a potentially
toxic chemical.
Thirdly, a ‘Cancer Society’ Sunscreen which had failed to meet its own
purported sun protection factor levels was recalled.
In all cases of public recall we follow a standardised process, the most
senior management is informed and we co-operate fully with relevant
authorities such as the Department of Consumer Affairs.
Product withdrawals are internal recalls and do not involve public
communication or return of sold product. Priority withdrawals must
be acted upon immediately. These occur where we have any concern
about the potential hazard to the public or any significant breach of
our quality standards. This process includes mandatory reporting and
traceability of all actions taken. A Standard withdrawal does not
represent any risk to the public or reputation but occurs for other
commercial reasons.
Children’s Nightwear Standard Clarified
A clothing safety issue to hit the headlines was the flammability of
childrens’ nightwear. The Warehouse worked vigorously again with
Consumers Affairs and other industry stakeholders to develop a new
labelling standard for children’s nightwear. The previous standard,
with which we were already fully compliant, had led some parents to
underestimate the risks associated with the flammability of nightwear
when close to heaters or fires. Commencing in April 2009 the most
commonly available nightwear will carry the new label in a highly visible
orange colour stating ‘Caution Not Heat or Flame Resistant; Wear
Snug-Fitting to Reduce Risk’. This label must be used when nightwear
is made of a higher-fire-risk fabric but is styled to fit snugly to reduce
fire risk. Nightwear in this category includes cotton and flannelette
pyjamas. Regardless of the label, the best advice to parents is to
always ensure children remain a safe distance from fires and heat
sources – at least a metre.
2008 Society and Environment Report // 13
our customers
(continued)
Formaldehyde Scare Unfounded
Fines or Prosecutions
Another high-profile consumer concern to emerge this year was
in regard to supposedly unsafe levels of formaldehyde in clothing.
In this case a local television programme raised concerns about
formaldehyde levels. As a precaution, we withdrew all suspected
garments from sale, undertook our own testing and cooperated
fully with the Department of Consumer Affairs’ investigations.
Occasionally at The Warehouse we make mistakes interpreting the laws
and regulations that govern our industry. These are regrettable, but we
make every effort to learn from these errors and to minimise the
likelihood of their recurring.
It transpired that none of our garments exceeded generally accepted
thresholds for formaldehyde and the matter was concluded when the
Ministry announced that their test results showed there was no health
or safety issue with the levels of formaldehyde in clothes and that the
broadcaster had tested to the wrong standard. Later a successful
complaint was made to the Broadcasting Standards Authority who
found that the broadcaster had misled and unnecessarily alarmed
viewers in its presentation of its test results of formaldehyde in clothing.
This resulted in the broadcaster being fined only $4,000, which is
disappointingly low when contrasted with the unjustified damage to
consumer confidence, subsequent loss of sales, and the significant costs
retailers incurred in product testing and managing the overall issue.
As at the end of the past financial year we had some outstanding
matters pertaining to some Fair Trading prosecutions bought against
us by the Commerce Commission. Some actions were abandoned
and we expect those we accepted liability for to be resolved in
November 2008.
Five complaints about our advertising were made to the Advertising
Standards Authority in the last year. Two of these were not upheld.
Two were resolved through direct communication with the complainant.
One complaint about misleading advertising was upheld and, as a
consequence, we have implemented procedural changes to minimise
the likelihood of making this mistake again.
To clarify the situation the government then released a product safety
policy statement confirming acceptable levels of formaldehyde in
clothing. The Warehouse followed up on this by promoting this standard
to all applicable suppliers.
2008 Society and Environment Report // 14
Community Fundraising
Over $2.0 million were raised and distributed to New Zealand
community service groups and national charities during the year.
We are passionate about supporting as many people as we can
through our store network with our philosophy of giving a ‘hand up’
rather than a ‘hand out’. We contribute to this is by providing groups
across the country with the opportunity to use our community
barbecues to hold sausage sizzles outside our doors. Nearly every
weekend of the year customers can find community and sporting
groups working hard to raise funds for their activities.
Individual stores support a variety of organisations within their local
communities through point-of-sale coin collection boxes and other local
fundraising activities. This financial year just over $700,000 was raised
and distributed locally.
We continue to proudly support selected national charities which have
wide appeal and reach, and the potential to significantly benefit a large
number of people.
The Warehouse Fundraising 2008
CHARITY
Cancer Society of New Zealand
DATE
AMOUNT RAISED
Aug 07
$255,000
National Foundation for the Deaf
Oct 07
$100,000
Surf Life Saving New Zealand
Feb 08
$286,000
Starship Foundation
Apr 08
$338,000
Variety – The Children’s Charity
Jun 08
$102,000
Store Fund-raising – National Campaign Total
$1,080,100
Barbecues and Coin Collections (estimate)
$700,000
Starship Foundation – Bob Tindall Classic Golf
Aug 07
$70,000
Surf Life Saving – Supplier Dinner
Aug 07
$530,000
Starship Foundation – World T-shirt campaign
Feb 08
$110,000
Total
$2,491,000
2008 Society and Environment Report // 15
Community Support
Red Shirts in Schools
The Warehouse and SKIP
The Warehouse has been a supporter of Red Shirts in Schools since
2002. This is a retail training and workplace experience programme
for secondary school students, which can be linked to the Government
Gateway Programme. Students can also gain NCEA credits through the
programme. In the last year 269 students went through the programme.
Earlier this year, we began working with SKIP, a government programme
that promotes positive parenting. SKIP works with community groups
like Plunket to give parents the practical information and skills they
need to build strong relationships with their children.
Top: Red Shirts in Schools
participants. (left to right)
Princey Singh, Pio Patterson,
Sulesa Tautolo, Christina
Papeau, and Megan Dodds.
Bottom: “Take time to be a
Dad...it’s life changing” SKIP.
The programme enhances the school curriculum through work
experience and training, and provides a safe and managed introduction
into the workplace, positive learning experiences for both students and
team members, and offers the students the choice of a career in retail.
For The Warehouse, the programme provides access to a pool of
pre-qualified employees and forges positive connections between team
members and local secondary schools.
Research conducted by the Retail Industry Training Organisation of
242 retail and wholesale sector employees, who had completed a
National Certificate in Retail or Wholesale, found the course not only
provided them knowledge of retail but led to an increase in confidence
at work, and gave them the qualification to secure retail employment.
To find out more about this project go to:
www.diyfather.com/fathersday2008
WHO WOULD HAVE
THOUGHT A SAUSAGE
COULD SAVE A LIFE?
Add a few onions, some sauce, a large dollop of community spirit
provided free of charge by The Warehouse, like support for Napier
and you’ve got all the ingredients you need to make a big difference.
Blue Light and the Marlborough Community Hospice. And last year,
And while you might not think of the humble sausage sizzle as
The Warehouse was the single largest contributor to Surf Lifesaving
the cutting edge of fundraising, for the last 15 years it’s how your
New Zealand, providing over $500,000 of the funding that helped
local Warehouse store has been helping community projects get
save the lives of more than 350 Kiwis. If it benefits New Zealanders,
the funds they need to make things happen. Each year over half
we’ll help any way we can. Doing your part is as easy as handing
a million dollars is raised for local initiatives through barbeques
over a gold coin. And enjoying a really good sausage.
TWL1052
Participating students study four basic retail modules – Health and
Safety, Loss Prevention, Customer Service, and Merchandising. When
all four are completed, an Achievers’ Certificate is awarded. Training is
combined with workplace experience where pupils put their learning
into practice. The course takes six hours per week over 20 weeks, and
students have support from an on-the-job coach or mentor at all times.
Many graduating participants have gone on to paid part-time or fulltime employment within The Warehouse or have been encouraged by
their experiences to pursue further studies.
Over 50 dads from our North Island Distribution Centre (NIDC) have
been helping SKIP pull together stories, ideas, tips and photos about
what it means to be a great dad. This information forms the basis of a
campaign that was launched through the rest of our stores in July 2008.
SundayMagazine_Sausage.indd 1
3/9/08 2:26:32 PM
Advertisement from the series: ‘where ever yone makes a difference’.
2008 Society and Environment Report // 16
2008 Supplier Awards and
Charity Dinner
The Warehouse’s success is founded on our relationships with our
many merchandise and non-trade suppliers.
Our supplier base ranges from large multi-national corporations to small
domestic manufacturers. Our sourcing channels include New Zealand
manufacturers, local importers and buying agents, and suppliers
associated with our Shanghai Representative Office. Each year in
August, The Warehouse recognises outstanding suppliers at its annual
Supplier Awards and Charity Dinner. The Warehouse offers five award
categories – General Merchandise, Apparel, Grocery, and Non-Trade,
along with the Sustainability Leader of the Year Award.
The winners are those who our judges determined consistently
exceeded our expectations for service, quality, and price. In addition to
the recognition given at our Supplier Awards and Charity Dinner, each
winner receives a certificate and a $5,000 cheque to be used for the
benefit of their own workforce.
Top: Apparel supplier of the
year: Topline.
This event serves an additionally important role as it raises a significant
amount of money each year on behalf of our chosen national charity.
Over the last two years, a total of $938,000 has been raised at this
event and donated to Surf Life Saving New Zealand to help them
continue their great work in keeping us safe on our beaches.
We congratulate the 2008 Supplier of the Year Award Winners:
General Merchandise Supplier of the Year:
Zealandia Nurseries
Green Garden Supplier
Apparel Supplier of the Year:
Topline Clothing
Specialist Hosiery Supplier
Grocery Supplier of the Year Award:
Masterpet
Pet Supplies
Non-Trade Supplier of the Year:
Jade Software Corporation
Core Software and Data Management
Sustainability Leader of the Year:
Taos Network China
Supplier Workplace Standards Monitoring
and Training
Bottom: Guests and sur f
life savers at 2008 Supplier
Awards and Charity Dinner.
2008 Society and Environment Report // 17
ethical sourcing
Supplier Workplace Standards Inspections
This year we completed 111 supplier factory labour inspections; 25 of
these were follow-up inspections. We ceased trading with 15 factories
that were unable to meet our standards after a probationary period.
The average inspection score for 2008 was 74.0 per cent compared with
70.0 per cent in 2007 and 54.0 per cent in 2006. The most persistent
areas of difficulty remain in working hours and remuneration. Labour
standards vary from product category to category depending on market
pressures, and established industry norms for that category or region.
Our highest-scoring factory for the year achieved a 98.0 per cent
result with no critical standard failures. This was a knitwear factory in
Guangdong province China. Our most successful remediation effort this
year, also in an apparel factory, resulted in a score improvement from
55.0 per cent to 93.0 per cent with no outstanding critical standard
failures. Most corrective action agreements yield smaller incremental
improvements over a 12 to 24-month period.
Variable Standards
Manufacturing and labour standards vary from sector to sector
according to factors such as local laws, prevailing industry norms,
labour availability, commodity and energy prices, and market demand.
China’s standards in capital-intensive sectors such as electronics or
highly mechanised forms of manufacturing would be equivalent to most
in western environments. Practices in the highly competitive light
manufacturing and apparel sectors are more localised. This is
where The Warehouse focuses most of its monitoring and supplier
development work.
The Chinese government has been progressively raising legal minimum
wages in many provinces in part to protect workers from cost-of-living
increases and to rebalance some internal migration pressures wherein
migrant workers flood to provinces with higher wages.
The Warehouse addresses this wide variation in the manufacturing
environment by ensuring our Workplace Standards Policy settings are
at levels which take local norms into account while still representing
a challenge for many factories. This makes it much easier for our
inspectors to gain accurate information because factory managers
are not confronted by an unrealistic western-derived standard that
they must attain in order to retain business.
Factories, which do not meet our standards at the time of the initial
inspection, have an opportunity through dialogue and corrective action
plans to improve their performance. Where we can see credible
improvements over time, we continue to trade with that factory.
In cases where critical issues go unaddressed or disclosures remain
inconclusive, we discontinue business with that factory.
Executive Awareness
In an effort to better understand these dynamics, The Warehouse’s
Chief Financial Officer accompanied by the Sustainability Manager
visited a number of factory owners, managers, and suppliers in China
in April 2008.
A key factor emerging from discussions during these visits was that
of the very strong inflationary pressure affecting the Chinese
manufacturing sector. Factory managers cited dramatic increases in
the price of steel, and synthetic fabrics, and labour and energy costs
and the falling value of the US dollar as generating real stress for their
businesses. These pressures along with slowing demand have
2008 Society and Environment Report // 18
Ethical Sourcing 2008
(continued)
working to improve standards in developing economies along with local
governments, other importers, and non-government organisations.
created a lot of factory closures. However, many managers and factory
owners we spoke to saw this as positive overall, for quality and labour
standards, as more business is being consolidated into successful and
mature manufacturing enterprises.
In our experience the Chinese manufacturing sector is a highly dynamic
and entrepreneurial environment, whose competencies far exceed
typical western stereotypes.
Conclusion
The workplace standards assurance we can offer stakeholders is limited
to those factories we have inspected as we cannot visit all factories.
However we are not acting alone; many other brands and retailers are
We will continue resourcing our Ethical Sourcing Programme at current
levels. We have now inspected over 260 of our most significant
factories. We plan to monitor the effectiveness of existing corrective
action plans and to inspect new factories that have more recently
entered our supply chain.
The objective of our Ethical Sourcing Programme is to play our part
in raising standards for the broad community of workers within our
supply chain. Reports such as this are intended to inform interested
stakeholders about the responsibilities and challenges that accompany
global sourcing.
FY07 – FYO8 factory standards
Top: The Warehouse auditor
Kevin Huang reviews payroll
documents with the factor y
personnel manager Ms Wang.
Bottom: Worker inter views
are used to cross check
management disclosures and
discover worker perspectives.
NUMBER OF FACTORIES
25
20
15
10
5
0
0-25
2007
2008
25-30
30-35
35-40
40-45
45-50
50-55
55-60
60-65
65-70
70-75
75-80
80-85
85-90
90-95
95-100
DISTRIBUTION OF SCORES – 0 - 100%
2008 Society and Environment Report // 19
Green Households
One of the earliest environmental policy decisions we took at
The Warehouse, was to source only legally harvested, sustainably
managed, hardwood timber for our outdoor furniture range. At the
time we were the only major New Zealand retailer with such a policy.
Whilst other retailers are now beginning to adopt similar policies,
The Warehouse is still recognised as a leader in this area. This year
we led the Greenpeace ‘Good Wood Guide’ which ranks New Zealand
retailers for their timber sourcing policies and practices.
The eradication of the world’s tropical rainforests is one of today’s
great environmental problems. This causes adverse impacts on climate
change, biodiversity, and indigenous cultures. The fact is that much of
the tropical hardwood furniture on sale in New Zealand is still derived
from illegally logged or unsustainably managed forests.
Top: Tropical Forest Trust
outdoor furniture settings
available from The Warehouse.
Bottom: Tropical Forest Trust
representative Boris Saraber
with local foresters at the
Borneo TFT forest.
One of the most common illegally logged tropical timbers imported
into New Zealand is Kwila. Recently, the New Zealand government
consulted with importers and retailers about the possibility of
providing information at point of sale regarding the legality of
Kwila timber and timber products. The Warehouse stocks no Kwila
products. Our TFT (Tropical Forest Trust) labelled furniture is Kapur
a hardwood species from a TFT forest in Sabah Borneo. Our FSC
(Forest Stewardship Council) branded outdoor furniture is Eucalyptus
which we source from Malaysia.
Independent verification from organisations like Tropical Forest Trust
and the Forest Stewardship Council provides assurance that these
products are making a positive contribution towards better
management of these precious forests.
Our timber sourcing policies also extend to the specification of low
formaldehyde grades of MDF (Medium Density Fibre Board) – based
indoor furniture, and even our outdoor umbrella poles and park
benches contain only renewable timber from plantation forests.
Vege Patch
The Warehouse ‘Vege Patch’ was launched throughout our store
network this year. Our intention is to encourage our customers to be
more eco friendly. A great place to start is in their own sections growing
vegetables. It not only saves money on grocery bills but is good for the
planet. Vege Patch delivers everything needed to create a vegetable
garden – tools, seedlings and citrus trees, along with compost,
fertilisers, and even greenhouses.
Customer response to this has been very pleasing resulting in a strong
lift in sales of these lines. We are seeing a groundswell in the number
of people returning to the backyard tradition of grow-your-own
vegetables and crops.
GREENS ARE
THE NEW BLACK.
When it comes to saving the earth many would say the best place
And you’ll reap the rewards in the form of fresh produce home-
to start is your own backyard. Well, we couldn’t agree more. Which
grown by your own hand. Just imagine, fresh fruit and veges straight
is why we’re happy to introduce Vege Patch. The latest initiative
from the backyard to your table. Whether you were born with a
from The Warehouse to help Kiwis become that little bit more
green thumb or not, The Warehouse has everything you’ll need to
sustainable. Vege Patch encourages people to get back to basics and
create your own vegetable garden – from tools to seedlings and
create their own garden by sowing seeds and planting trees for fruit
citrus trees to compost and fertilisers, we’ve even got greenhouses.
and vegetables. Not only will it save you money on your grocery
The Warehouse Vege Patch. It’s good for you, good for your pocket
bill, but you’ll also be doing something good for the environment.
and good for the planet. And that makes it a pretty good idea.
TWL1049R
Forest Friendly Timber
SundayMagazine.indd 1
Tell us how you’re making a difference, visit www.thewarehouse.co.nz
31/7/08 4:16:48 PM
Advertisement from the series: ‘where ever yone makes a difference’.
2008 Society and Environment Report // 20
New Environmental Legislation
The Waste Minimisation Act
This important new piece of environmental legislation was passed in
September 2008. It was originally a Green Party private member’s bill.
However, after significant public consultation, including submissions
from The Warehouse, and modification via a Government
supplementary order paper it was passed into law as the Waste
Minimisation Act with widespread multiparty support.
Bulk recycling from stores
awaits processing.
The value of these materials does not always exceed the cost of
processing them. In the proposed product stewardship scheme,
supported by The Warehouse, a small disposal fee will be set aside
to fund the scheme.
The objective of the Act is to encourage waste minimisation via
economic incentives and a range of special regulatory powers which
encourage industry and local authorities to ‘Reduce – Reuse – Recycle.’
Two key features which will affect The Warehouse are the introduction
of new landfill levies, and new powers which enable the Minister for
Environment to declare ‘Priority Products’. These will carry special
obligations such as: the establishment of product stewardship schemes
to manage their end-of-life effects; the prohibition of certain materials;
special labelling; the provision of take-back facilities; or the charging of
refundable deposits.
Electronic Waste
A very likely class of ‘Priority Products’ will be electronic goods such
as televisions and computers. The Warehouse has been working
actively with other industry stakeholders to develop a proposed product
stewardship scheme for these kinds of products. Once finalised and
approved by the government this will become an accredited product
stewardship scheme under the new Waste Minimisation Act.
Practically speaking, this means that producers and sellers of these
kinds of electronic goods will have to provide a way for the valuable
resources, or toxic components, embedded in these products, to be
processed in an environmentally responsible way at the end of their
useful life.
Discarded computer monitors and televisions await recycling.
2008 Society and Environment Report // 21
New Environmental Legislation
(continued)
The Emissions Trading Scheme
After prolonged public and political debate the legislation establishing
New Zealand’s Emissions Trading Scheme was passed into law in
September 2008.
The purpose of the Emissions Trading Scheme is to assist the
New Zealand Government to meet its liabilities under the Kyoto
Protocol and to create a financial incentive for emission reductions
by assigning a ‘cost to carbon’ within the New Zealand economy.
Road transport accounted
for 8 per cent of
The Warehouse’s greenhouse
gas emissions.
Although The Warehouse’s emissions are not significant enough for the
company to be directly captured by the scheme, we, along with other
businesses and households, will notice the effect of the scheme in the
form of increased electricity and transport costs from 2010. We
calculate that this could result in cost increases of up to $1.0 million
each year once the scheme is fully implemented – depending on the
eventual price of carbon.
THE WAREHOUSE CO2 EMISSIONS PROFILE 2008
The Warehouse emitted 27,678 tonnes of CO 2
Warehouse Vehicles 4%
Electricity 52%
Rentals & Private KM claims 1%
Sea Freight 20%
NZ Road Freight 8%
NZ Rail Freight 8%
Employee air travel 7%
This makes our efforts to constrain our energy consumption
and maximise the efficiency of our distribution processes all the
more important.
Some businesses and even individuals will choose to offset some
or all of their carbon footprint by purchasing carbon credits. However,
under the present scheme design, the voluntary purchase of credits by
businesses not directly involved in the scheme does not allow them to
avoid the increased electricity and transport charges they will face as
a result of the scheme. At present, The Warehouse does not intend to
purchase any voluntary credits.
2008 Society and Environment Report // 22
Environmental Performance
Landfill
Plastic Bags
In our last report, we stated we would conduct research to understand
our escalating landfill volumes. To date, the only means we have of
viewing our landfill volumes is via a simple count of bin pick-ups
provided by our waste collector. We have been concerned for some
time that this system does not provide accurate data about the actual
mass of landfill being generated at each branch.
In 2004 The New Zealand Packaging Accord was signed, establishing
multi-sector objectives for packaging waste reduction. The Warehouse’s
commitments are represented in the Brand Owner and Retailer sector
action plan. As part of this plan, The Warehouse committed to a plastic
bag reduction target of 20.0 per cent by 2008, adjusted for growth in
sales. As at 31 July 2008 we have achieved a reduction of 19.0 per
cent in bag numbers relative to sales when compared to the same
measure for 2004. Other key measures in relation to plastic bags can
be found in the table below.
In an effort to clarify this situation, we asked our waste collector to
provide an analysis of the density of our bin pick-ups where this data
was available. The analysis indicated a wide variation of density from
a low of 60kg per cubic metre pick-up, to a high of 160kg.
This variation is too large to meaningfully indicate the actual mass of
what we are sending to landfill. Until we can provide a more robust landfill
measure, we will not be reporting these figures externally. However, we
continue to use the bin count provided by our collectors as an indicator of
store performance and we have recently reset our ‘on target’ benchmark
for landfill volumes for stores. We will continue to monitor this important
environmental measure and have set reduction targets for all stores to
meet or improve upon their current performance.
We will further improve performance by reducing the range of bags
we issue, continuing to promote reusable bags, and expanding our
take-back of unwanted bags for recycling. We are also assessing the
extent to which customers are willing to pay for bags when they
require them.
Plastic Bag Statistics
2008
2007
2006
2005
2004
# Bag’s Issued
42,732,500
51,207,000
56,671,500
51,237,000
50,179,000
Total kg of bags (HDPE) issued
281,903
302,063
343,421
317,392
312,266
Items per bag
4.69
4.07
3.69
3.90
3.90
Items per kg HDPE
710
689
609
629
627
Re-usable Bag Sales
80,000
n/a
n/a
n/a
n/a
Bag Re-use and Recycling Station
2008 Society and Environment Report // 23
Environmental Performance
(continued)
Recycling
In December 2007, a South Island recycling factory processing The
Warehouse’s waste plastic was destroyed by fire. As a result we have
diverted all our plastic recycling from the South Island to our Auckland
plastic recycler. This creates additional transport costs and emissions.
However, we mitigate these effects by reverse hauling our recycling
using apparel stillages (large collapsible plastic crates). These were
previously full of clothing on their outward journey to stores. This
helps offset some emissions and costs associated with recycling
transportation. We hope to return to South Island recycling again
once we have identified a suitable recycler.
Another change to our recycling was the decision to temporarily
revert to land filling unwanted polystyrene and polypropylene strapping.
In both these cases we had been unable to find reliable or economic
recycling solutions for these materials and we felt that the additional
costs and transport emissions associated with their recycling were
not warranted. We are currently working with suppliers to reduce
unnecessary use of these materials at source.
Top: The Warehouse’s
Trevor Johnston, Enviroreel’s
Valentine Picton and
Gabriela Casey, receive
their joint Award from
Energy Minister David Parker.
Bottom: Waste plastic from
our distribution centre arrives
at Enviroreel for recycling.
We improved our approach to paper recycling this year by partnering
with our cardboard recycler ‘Full Circle’ to install mixed paper recycling
bins in most stores.
There is continued interest from our customers about plastic bag
recycling. We have offered a number of options for this over the years
but have difficulties protecting the recycled bag waste stream from
contamination with rubbish. This year we introduced dedicated bag
recycling stations (see photo on previous page) at some of our stores
and we intend on installing more of these in the coming year.
We have a closed re-use and recycling loop for most types of apparel
hangers and are now assessing the feasibility of extending this to cover
those hangers not yet captured by this scheme.
A highlight for the year was the Highly Commended Award received by
The Warehouse and Enviroreel, our plastic recycler, at the Packaging
Council of New Zealand’s Environmental Packaging Awards. Our award
was in the ‘Recovered Packaging Materials Utilised in the Manufacture
of a Secondary Product’ category. Our process involves a patented way
of converting low-grade plastic film recovered from stores, into
industrial plastic products. In describing our approach, the Awards’
judges said:
“This project was exciting and stood out. It demonstrated
identification of an issue, a supply chain approach to addressing it
that went beyond all borders, demonstrating global responsibility.
The key component was the incorporation of social responsibility – a
full quadruple bottom line approach to the issue and in the solution.”
Recycling
Cardboard collected and recycled (tonnes)
2008
2007
2006
7,210
7,337
6,383
400
456
462
(All recycled in New Zealand)
Soft Plastic (tonnes)
Almost all our soft plastic waste is recycled and remanufactured in
New Zealand. Note: due to the fire at the South Island recycler’s factory
it was difficult to accurately estimate South Island volumes in FY08.
2008 Society and Environment Report // 24
Environmental Performance
Greenhouse gas
emissions for the
year declined by
5.0 per cent from
29,000 tonnes to
27,600 tonnes.
(continued)
Greenhouse Gas Emissions
Despite increased electricity consumption in the past year our
Greenhouse Gas emissions for the year declined by 5.0 per cent from
29,000 tonnes to 27,600 tonnes. In the main, this is because the
most current factor used to calculate electricity emissions is derived
from the previous calendar year. This year’s factor was linked to a year
with a relatively high share of hydro-generation and hence a lower
factor for emissions compared with that used for our 2007 report.
Emission factors vary from year to year dependent on variations to the
source generation profile of New Zealand’s electricity supply.
Emissions associated with sea freight declined this year as the
number of containers we shipped declined by 5.0 per cent. However,
our road and rail based volumes increased with a corresponding rise
in emissions.
How we Calculate our Emissions
The Warehouse uses E-Manage, a web based Greenhouse Gas
Calculation tool developed by Landcare Research. Raw data, provided
to us by our transport and energy providers, is entered into the
E-manage tool, which calculates the CO2 equivalencies according
to an internationally and nationally agreed set of protocols and factors.
In setting reporting boundaries on emissions from its operations,
The Warehouse has adopted the approach recommended in the GHG
Protocol – namely, we categorise emissions into various ‘scopes’ or
groupings. Scope 1 emissions are generated from sources owned by
The Warehouse Limited. Scope 2 emissions are those arising from
electricity consumption. Scope 3 emissions are generated from
sources that are not directly owned by The Warehouse but are relevant
to the operations of the business, such as the inward shipping of
The Warehouse’s direct imports from China.
Note: Warehouse Vehicle Emissions shown below for 2007 vary slightly
from that published in our 2007 Report because of updated data
provided by our supplier this year.
Scope
Source of emission
2008
One
Warehouse Vehicles
Two
Electricity
Three
Rentals & Private KM claims
2007
2006
1,185
1,258
967
14,316
16,833
15,276
219
298
273
Three
Sea Freight
5,614
5,894
5,977
Three
NZ Road Freight
2,164
2,070
2,346
Three
NZ Rail Freight
2,158
2,043
2,139
Three
Employee air travel
2,022
695
710
Total
Tonnes CO2
27,678
29,091
27,688
Electricity
Total Kw
Kw per $1m sales
Kw per 1m units sold
2008
2007
2006
79,534,298 73,188,644 66,418,344
51,742
48,453
44,073
397,219
351,362
317,327
2008 Society and Environment Report // 25
MEMBERSHIPS
EXTERNAL RECOGNITION
For more information on our social and
environmental policies and previous reports visit:
New Zealand Business Council
for Sustainable Development
Leadership in Good Wood Survey
World Business Council
for Sustainable Development
PACKAGING COUNCIL
OF NEW ZEALAND [INC]
[PACNZ]
more information
Carbon Disclosure Leadership Index 2006, 2007 and 2008
www.thewarehouse.co.nz
– Suppliers
– Society and Environment
– Investors
Or contact:
Sustainability Manager
The Warehouse Limited,
P. O. Box 33470, Takapuna,
Auckland 0740, New Zealand.
Email: [email protected]
Finalist World Retail Awards
Highly Commended 2007 New Zealand Packaging Awards
2008 Society and Environment Report // 26