
Fair Work slaps down Australian dad's work-from-home request to help care for school-aged kids
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The working dad wanted to keep his arrangement of working-from-home twice a week to help look after his children. Photo / Getty Images
An Australian dad who tried to get his employer to let him work from home twice a week, to help care for his school-age children, has had his request denied.
The dad took his legal bid to the Fair Work Commission (FWC) after attempts to reach a compromise with his employer failed.
Paul Collins, a technical specialist at global software company Intersystems Australia, sought the ability to work from home two days a week in order to help care for his school-aged children, aged 8 and 10. His application, filed in January, also said mentioned he needed better 'work-life balance'. His bid has not been successful.
His employer, Intersystems, operates an online record system in Australia known as TrakCare, used by healthcare providers to allow the sharing of health information between facilities and organisations.
The employee had previous been working remotely two days a week in late 2024, under a hybrid working model the company had adopted during the Covid-19 pandemic.

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Newsroom
2 hours ago
- Newsroom
Sky taking the reins at Three makes sense for everyone
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After buying the TV operation in 2020 (minus its only real asset – a large building and adjacent properties on Auckland's city fringe) for $20 million Warners lost hundreds of millions trying to keep a channel that produced some local shows, including news and (light) current affairs, afloat. In the end, it left a shell of a station (programmes are put to air from a control room in Sterling, Virginia) playing mainly reality shows. Sky has always been the logical owner of Three, but it has been smart enough not be sucked into paying over the odds for a free-to-air broadcaster in a small and declining market dominated by a state-owned network. There have been plenty of discussions between Sky and TV3's owners over the years, and at least one formal offer, which was turned down by the private equity funds that controlled MediaWorks (TV3's parent company at the time). Then CEO of Sky, John Fellet, dryly and correctly remarked at the time 'I think I've dodged a bullet.' 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That problem is now solved. Hosking put it to Maloney that TVNZ was now 'dead in the water' in terms of sport but the Sky CEO diplomatically suggested that certain segments of TVNZ's audience might be attractive enough to keep it in the hunt. NZ on Air will also find Sky a more attractive owner of Three than Warner Bros. While the reach of a platform rather than its owner should be the major factor in funding local shows for a network, there had to be some unease about giving millions in public money to an American corporate giant that has been rapidly reducing its staff and financial commitment to local programming. Will Sky look to up the level of quality programming (local and international) on Three? It's hard to know. Any significant cash investment in shows, unless they are a spectacular ratings success, is hard to recoup in this market. Warners and previous owners of Three have found out the hard way. Sky might be interested in a modest investment given its zero-capital outlay. 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NZ Herald
2 hours ago
- NZ Herald
Agribusiness and Trade: NZ agriculture enjoying blockbuster comeback
Beef: Steering Strong Demand New Zealand's beef sector has enjoyed a standout year, underpinned by resurgent global demand and premium positioning in key export markets. Farmgate prices have surged to levels 35–45% above the five-year average, reflecting strong international appetite for sustainably produced, grass-fed meat. Tariff noise aside, the United States, in particular, has ramped up imports, with New Zealand significantly increasing its share of US beef supply. China and Japan have also shown renewed interest in lean beef cuts, creating diversified market opportunities. On-farm, producers have responded by focusing on efficiency and quality — optimising genetics, refining finishing systems, and improving pasture resilience. With export volumes rebounding to pre-Covid levels and market fundamentals remaining favourable, the beef sector is well-positioned to maintain momentum into 2026. Kiwifruit: Back to Gold Standard After two challenging seasons marked by labour constraints and weather volatility, New Zealand's kiwifruit sector has bounced back with renewed strength and clarity of purpose. Export volumes have recovered, particularly for SunGold varieties, with Zespri forecasting a record crop and export returns surging toward $4 billion — a major driver behind horticulture's overall 19% growth in primary sector exports this year. Improved orchard management, better fruit quality, and more reliable post-harvest performance have been central to this turnaround. Growers are reinvesting confidently, expanding canopy, adopting precision horticulture tools, and upgrading packhouse automation to lift productivity. We have seen and supported increased lending for orchard development finance, seasonal working capital, and long-term investment solutions aligned to land-use ambitions and succession planning. With strong offshore demand from Asia and Europe, and a renewed focus on quality over volume, the kiwifruit sector is once again leading New Zealand horticulture into a prosperous future. Currency & Costs: A Delicate Balance While global uncertainty continues to influence input costs, New Zealand's exporters are benefiting from a favourable exchange rate environment. A weaker New Zealand dollar — trading persistently below US$0.61—has bolstered export competitiveness, lifting farmgate returns across dairy, beef, and horticulture. For many producers, this currency tailwind has helped offset rising costs for key inputs like fuel, fertiliser, and imported machinery. Fertiliser costs have edged higher, with urea prices up 18% and phosphate up 12% year-on-year, driven by international supply constraints and energy prices. However, improved commodity pricing and production scale have largely preserved on-farm margins. At the same time, interest rates are showing signs of continued easing. With the Reserve Bank's gradual loosening of the Official Cash Rate expected into 2026, debt servicing pressure is beginning to ease, improving cashflow certainty for agribusinesses. For many farming operations, the current balance of strong commodity pricing and improving financial conditions represents a window of opportunity to reinvest, restructure, or build resilience ahead of future volatility. Market Sentiment: Confidence Returns to the Paddock After several years of volatility, confidence is returning across New Zealand's rural sector. Farmers and growers are feeling the uplift from stronger returns, a more stable policy environment, and improved seasonal conditions. According to the latest Tracta AgriPulse survey, overall sentiment has turned positive for the first time in two years, with producers citing better payout forecasts, manageable input costs, and stronger support from their banks and industry bodies. This renewed optimism is translating into action: farm development plans including genuine expansion are being reactivated, equipment upgrades are back on the table, and more businesses are engaging in succession conversations. There is also a growing appetite for innovation, with increased investment in digital tools and on-farm data systems. We are seeing this momentum firsthand. Demand for tailored agribusiness lending is rising, and our regional teams are busier than ever helping clients build forward-looking financial strategies. With confidence returning and commodity markets holding firm, New Zealand's rural communities are shifting from cautious survival to confident growth. At BNZ we particularly understand the importance of supporting first farm and herd buyers make the leap from employees to owners. It's an exciting time, as anyone who's gone through it themselves will know, and we see a role here for BNZ to connect new owners with seasoned farmers to help set them up for success. Risks Ahead: Navigating Headwinds in 2025–26 While the outlook for New Zealand agriculture is positive, a few key risks warrant close attention over the coming year. Climate variability remains front of mind, with recent weather patterns highlighting the growing unpredictability of rainfall and temperature across regions. Although La Nina has eased, a shift to more neutral or El Nino-like conditions could bring moisture stress to eastern areas and impact pasture and crop performance. Input cost volatility is also a watchpoint. While commodity returns are strong, global fertiliser and fuel markets remain exposed to geopolitical disruptions, and any sharp movements could squeeze margins — particularly for intensive operations. There are also geopolitical and trade uncertainties to monitor. Changes in global demand, regulatory settings in key markets like China and the US or shifts in trade access could impact export flows. Domestically, evolving expectations around climate and freshwater regulation, as well as emissions pricing, could create compliance and investment pressure, particularly for those not already aligned with industry assurance schemes. But while these risks are real, they are also manageable. Farmers are resilient and have a long and proven history of adapting to change. They are also well capitalised and increasingly supported by sophisticated tools, data, and finance. We understand that a key part of managing risks is partnering with a bank that understands farmers' goals and the strategies they have in place to achieve them. One of the things that sets BNZ's agribusiness offering apart is that our agribankers are the decision-makers. The banker sitting at your kitchen table is often the person who's able to approve your loan. This means that you get a decision on the spot - and the certainty that comes with it. Looking Ahead: A Confident Path Forward New Zealand's agricultural sector enters the next 12 months with real momentum — and a growing sense of purpose. Global demand for safe, high-quality, sustainably produced food is intensifying, and New Zealand remains well placed to deliver it. Our pasture-based systems, strong biosecurity, and trusted provenance continue to command premium positioning across key export markets. BNZ sees this shift every day. We are working with customers who are building future-focused businesses — diversifying revenue streams, embracing on-farm assurance programmes, and planning succession with confidence. With strong commodity prices, improving financial conditions, and a renewed focus on long-term sustainability, the sector has the opportunity to grow both value and resilience. The road ahead won't be without bumps — but with clear direction, deep capability, and a trusted banking partner, New Zealand agriculture is set to thrive in a world that increasingly values exactly what we do best. BNZ is an advertising sponsor of the Herald's Agribusiness and Trade report.

NZ Herald
2 hours ago
- NZ Herald
Agribusiness and Trade: NZ visit wowed China with culture and products
The arrangements, as tallied by New Zealand Trade and Enterprise, represented $871 million worth of exports, said Walsh. 'And if you include the government-to-government deals, then the value was more than $1b.' Two-way trade with China was worth nearly $40b, representing more than 20% of all New Zealand's exports in the year ending March. Walsh said most of the business leaders were already doing business in China and they wanted to deepen their relationships and create new initiatives. But there was one new entrant. Auckland-based The Beauty Lab Collective signed an agreement to resume cosmetic exports to China by way of general trade, paving the way for $200m worth of exports in that sector. Walsh said the delegation achieved its objectives and outcomes of: ● Securing and growing trade and economic opportunities; ● Showcasing our products, services and people; ● Increasing the understanding of changing market dynamics, particularly post-Covid; ● Ensuring we stay relevant in key consumer markets. She said the demographics and customer sentiment were changing — it was no longer the same China. 'The seniors want fun and to be healthy, and the kids want education. The number of seniors will increase from 200m to 400m within 20 years. 'The economic growth is shifting from the Tier 1 cities [Beijing, Shanghai, Shenzhen, Guangzhou] to the Tier 2 and 3 cities. I was told there are 79 Tier 2 and 3 cities bigger than New Zealand's population. 'Consumers are buying smarter, not more, and brand allegiance is lower and can change quickly. Digital and influencers are non-negotiable. There are 67,000 new products hitting the stores each week. 'But clean and green is still our tag,' said Walsh. 'The Chinese consumer wants more stories on provenance — the product's origin, nutrition and well-being, and science.' Walsh said the fast-food scene was changing in China. McDonald's will be increasing the number of its stores from 7000 to 10,000, KFC has more than 10,000 stores and Pizza Hut has gone the opposite. They are making their workforce available for [online] delivery and 'there's nothing strange now about having a can of Coke delivered to your home.' Walsh said on the street China is alive and bustling compared with New Zealand. 'I felt people were more refined and organised. Economic clouds come and go, and the key thing in China is the fall in customer sentiment. 'You have to work hard to win it [sentiment]. We need to bring more innovation into our products and to tell the story.' On the economic front, Walsh said China had deflationary pressure, weak consumer demand, trade friction (with United States) and a struggling property sector. There was a need to stimulate domestic consumption. New Zealand producers had opportunities given the geopolitical uncertainties, and there were new types of consumption in China — electric vehicles, culture, sport, medical and health. You have to work hard to win [sentiment].We need to bring more innovation into our products and to tell the story. Dame Therese Walsh One of the eye-opening visits by the delegation was to a NIO electric car factory. The company has invested US$3.6b, established 14 global locations and will be producing 760,000 cars this year, said Walsh. 'NIO has 10,000 patents, 11,000 research and development staff, 14.7m registered users, and has developed a two-minute charge on batteries. They have created an entire community around the brand, encouraging people to own the cars and attract other users. It's called user co-creation. 'When China decides that's what it wants to do, they are great at it,' said Walsh. 'Chinese manufacturers now dominate the world supply of electric vehicles.' Trying out an EV in the NIO showroom. Walsh's sector take-outs from the China visit were: ● Strong demand for dairy and horticulture, and growth can be harnessed by enhancing clean and green image through nutrition, science and sustainability ● Strong momentum in meat and seafood, and market access can be improved with consistent and strategic marketing ● Massive opportunity for education to focus on adding lifestyle, safety and practical training — offering the likes of food systems and technology. ● Need more incentives for tourism and a focus on high-value visitors — transit visas and Australia add-on is great but more is required per the Tourism roadmap. Walsh said it was important for New Zealand exporters to choose their markets [in China] carefully and they act fast. 'Get granular with your local market and go deep. There's massive opportunity in the Tier 2 and 3 cities, with populations up to 10m, and premium products with the clean and green tag is still our strength. 'There's also the opportunity to be more joined up and show up stronger as the team from New Zealand.' The business delegation included Fonterra, Westland Milk Products, The a2 Milk Company, Alliance Group, Silver Fern Farms, Zespri, Goodman Fielder, Air New Zealand, Auckland and Christchurch International Airports, Indevin Group (wine), Sealord, Fiordland Lobster Company, Rockit Global (apples), Scales Corp, MitoQ and Beauty Lab Collective. There were also representatives from Meat Industry Association, Deer Industry NZ, New Zealand Māori Tourism. Ngai Tahu Holdings, Plant and Food Research, Te Pūkenga Institute of Skills and Technology, Victoria University and UP Education. Tackling headwinds on the Chinese journey At the China Business Summit, three of New Zealand's leading exporters provided insights into how they adapted their strategies to ensure continued growth and success in China — in the face of economic headwinds, geopolitical uncertainty and increased global competition. Richard Allen, Fonterra's president global ingredients: China has been a wonderful market for us over more than 40 years. When we started it was all about milk powders but over the last few decades consumption has shifted from 'drinking dairy' to eating 'dairy' with the likes of cheeses and proteins. Richard Allen, president, Global Ingredients for Fonterra Dairy nutrition has become very important. 'What's been awesome is the Healthy China 2030 plan which recommends an increase in the intake of dairy nutrition from 300 grams to 500 grams a day for adults. This has the potential of increasing dairy consumption by 700,000 tonnes by 2030. The focus on healthy ageing has led to the rise of proteins. We started with quality and more and more, there's been a shift to the attributes of how the product is farmed and produced. The recent launch of the New Zealand grass-fed standard provides an interesting opportunity for us — to add value and bring greater nutrition to Chinese consumers. We operate in 500 cities across Tier 1, 2 and 3 cities and see rapid expansion. The food service channel has been a phenomenal success, generating $4 billion revenue last year and doubling since 2017. An important focus is targeting dairy upgrades, from non-dairy creams and other alternatives, and talking about the nutritional, taste and functionality benefits of dairy. This has driven our growth. We have invested significantly in local innovation capability with six application centres and 50 chefs working closely with customers in the different regions, applying the best of New Zealand dairy to local tastes. The role of innovation has been critical in being able to move with the consumption trends. Jason Te Brake, Zespri chief executive: Zespri's purpose is to help people and communities thrive from the goodness of kiwifruit. We have the ambition of being the world's healthiest food brand. Every piece of kiwifruit is a healthy eating occasion. Jason Te Brake, Zespri chief executive. Last year we provided 1.5b healthy eating occasions in China. We will increase that by 200 million pieces of fruit this year, and look at doubling the business over 10 years. We have three building blocks to our strategy: 1. Maintaining strong chain supply partnerships and making sure our partners understand our fruit and our consumers. We also want to provide the best service to them. We have 100 staff in China but every day we have 1000 people working for Zespri supplying the natural nutrition to consumers. 2. Investing heavily in branding and making sure we differentiate our brand by focusing on nutrition. We want our customers to understand that proposition and to enjoy the goodness of kiwifruit every single day. 3. Help raise an awareness of malnutrition and be part of the Chinese social fabric. We have connected with 1000 schools and provided information about having fruit in a balanced diet. There may be talk about uncertainty and complexity, but we have a great deal of confidence about the opportunities ahead of us in China. Dan Boulton, Silver Fern Farms chief executive: Time on the ground in China is important and the Prime Minister's delegation was the third time I've been up there in a matter of months. People-to-people connections, knowing the consumer channels and where to show up, and understanding that China is 'markets within a market' — that's what Silver Fern is all about. Dan Boulton, chief executive, Silver Fern Farms. You have to go narrow and deep in China rather than wide. We have been in the market for 30 years and tipped over $1b in revenue a few years ago. That's 25-30% of Silver Fern's turnover. China is the best-paying market for many of the items that come from our animals. There's an opportunity for growth in quick-service restaurants and New Zealand product is at the heart of many of those menus. China is one of the largest protein consumers and red meat consumption is growing substantially. You have to be sophisticated and differentiate your product — the volume we put in for a year, South America does it in a week. Our grass-fed standard and telling our story is essential — red meat is a cluttered sector. We have developed strong partners — before we used to deal with traders — and we are getting greater transparency in pricing and margin. There's been a real shift in how we sell to the market. We have a market for 150m consumers who cure our meat and consider its physical sustainable attributes. We have increased foodservice and gone deeper in the Tier 2 and 3 cities. It is in the central, western and northern parts of China where for us the red meat is being consumed. We have displays of chilled beef three to four metres long, and we are getting the halo benefit by being involved with five high-end national retail chains.