Our Everyday Heroes Sustainability Report 2020
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Our Everyday Heroes Sustainability Report 2020
CONTENTS
Introduction from Natalie Davis...............................................................Page 2
Commentary from Kiri Hannifin...............................................................Page 3
Countdown’s 2020 Commitments.............................................................Page 4
2020 Sustainability Report snapshot
People........................................................................................................Page 12
– Working towards gender equity
– Creating an inclusive culture
– Growing careers and supporting team
– Putting safety first
Planet........................................................................................................ Page 30
– Sending less to landfill
– Giving food an important second life
– Action on plastic and packaging
– Sourcing sustainably
– Responding to climate change
Prosperity................................................................................................. Page44
– Supporting our suppliers
– Responsible Sourcing
– Supporting our communities
– Making Kiwis’ lives a little bit better everyday
ABOUT THIS REPORT: Corporate Responsibility Strategy 2020. Group Sustainability Report has been
The purpose of this report is to set subject to limited assurance from an
This is Countdown’s sixth Sustainability out our achievements and challenges independent third party; other data
Report. Data is for the year ended for our New Zealand customers and and statements have been internally
30 June 2020, unless otherwise stakeholders. Assurance has not been reviewed. For the full 2020 Woolworths
specified. Countdown has had a strong obtained for this report, however Sustainability Report please visit:
sustainability plan in place since 2007, data included in the Woolworths www.woolworthsgroup.com.au
and in 2017 we launched our new
2 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 3
Kia ora koutou. Our When we set our commitments in 2017,
our intention was clear. We wanted to use
As we head into FY21, our work won’t stop,
but our focuses are shifting. Our world has
Tēnā koutou, tēnā However, we’re under no illusions about
who helps us make all of this possible.
In recent months, the needs of our
communities have changed and we
purpose is to make them as a way to drive ourselves to improve changed significantly as a result of events in koutou, tēnā koutou Our team of 20,000 Kiwis. are already seeing higher levels of
Kiwis’ lives a little better and to deliver better outcomes for our the second half of FY20. The impacts of the katoa. If the last few Earlier this year, we called them our
unemployment and food poverty.
team, our suppliers and customers, and the COVID-19 pandemic on our economy and Of course, our efforts to protect our
every day, and as part planet. These commitments have played an our communities will be felt for months and months of FY20 have heroes. And heroes they are. They are
environment won’t change, but our
deeply passionate, unfailingly hard-
of this, we want to be invaluable role in driving our successes: our possibly years ahead - we need to respond taught us anything, working, and relentlessly positive in times
focus in the immediate future needs to
emissions have reduced by 34per cent from to that. be on building sustainable communities.
New Zealand’s most our FY17 figures; we’ve reduced our food it is that our planet is when it would seem almost impossible.
Communities where all New Zealanders
Soon, we will launch our new 2025 It is our responsibility to protect them
sustainable supermarket. waste, and we’ve continued to support our
Sustainability Commitments. They are unpredictable and and keep them safe, and it has been a
have the chance to thrive.
With 183 stores throughout New Zealand
communities and Kiwi families through a
wide range of programmes and partnerships.
aspirational and powerful, and it will take ever-changing. personal mission of mine to make sure We will continue to engage with our
the work of our entire team of 20,000 that has happened. Government to drive for better outcomes
and more than 20,000 team members, we Our commitments have also forced us to Kiwis to meet them, working closely with for our communities, we will continue to
Sustainability is more than just looking after
know that these things go hand in hand. We Responding to COVID-19 has been a
acknowledge that there are areas where our suppliers, community partners and of our environment. It’s about our people too work with our food rescue partners to feed
can’t sit on the sidelines and wait for changes challenge for our business, but I am
change is harder to achieve. While the course our customers. However, as our work - how we live, how we look after each other, those in need and we will continue to invest
to happen - we have to make them ourselves. immensely proud of everything we have
number of women on our executive team over the last few years has shown us, with and how we work together to help our in, and protect, our team.
done and will continue to do to keep our
This report details the progress we have sits at 50 per cent, the number of women in a clear plan and unrelenting focus on doing communities thrive for the benefit of future
team and our customers safe. Whether that Mauri ora
made over the last year and since announcing leadership positions outside of that remains better by our people, the planet and our generations. This report demonstrates our
was the safety measures we put in place
our 2020 Corporate Social Responsibility below 40 per cent. We still have many communities, we can rise to the challenge. clear and ongoing commitment to both.
in our stores, or making it easier for our
Commitments back in 2017. It also details packaging challenges to overcome, and we
When we first launched our 2020 vulnerable team to stay home when they
the challenges we continue to face in an want to do even more to reduce the amount
Commitments in 2017, we announced our needed to - we rose to the challenge. Kiri Hannifin
increasingly environmentally-conscious and of food going to waste.
plans to phase out single-use plastic bags General Manager Corporate Affairs, Safety
COVID-19 impacted world.
Natalie Davis - the start of a continuing conversation and Sustainability
Managing Director around plastic and an issue that we remain
deeply committed to tackling. We also laid
out our emissions targets to be 10 per cent
below our 2015 levels by the end of FY20
and we’ve not only met this target, we have
far exceeded it.
4 COUNTDOWN SUSTAINABILITY REPORT 2020
PEOPLE: Encouraging PLANET: For a healthy PROSPERITY: Founded
diversity Aotearoa New Zealand on trusted relationships
Countdown’s
2020
Ensuring gender equity Moving to a Working with our
1
circular economy business partners
9 15
At least 40 per cent of executive and
senior manager positions to be held
by women. Towards zero food waste We will engage fairly and equitably with our
going to landfill. suppliers, making fact-based decisions and
2
seeking regular feedback directly and through
No salary wage gap between male and female
10
independent supplier surveys.
16
employees of equivalent positions on a per-
Improve the recyclability of our own
Commitments
hour rate at all levels of the company, with a
step-change improvement in closing any gaps brand packaging and contribute to the We will focus on a best practice
by the end of FY17. circular economy. compliance system according to the
Global Compliance Programme. We will
collaborate with peak organisations to
improve workers’ lives.
Embracing our diversity Source environmentally
3
In 2017 we launched our Corporate
100 per cent of those responsible for hiring sustainable commodities
Responsibility Strategy 2020, which Giving back to the
11
new team members to have completed
brings focus, resources and energy to unconscious bias training. Source key raw materials and commodities communities in which
to an independent standard by 2020.
4
we operate
Countdown’s sustainability agenda. We will raise awareness of sustainably
17
Continue the focus on driving cultural
sourced products.
12
diversity, with a commitment that by 2020
We have assigned targets under the the Countdown team will truly reflect the
We will invest the equivalent of one per
cent of a three year rolling average of total
pillars of People, Planet and Prosperity. communities we serve. Achieve net zero supply chain deforestation
for ‘high impact’ commodities in our own
Countdown Earnings Before Interest and
Tax (EBIT) into community partnerships
These provide a framework for brand products, such as palm oil, timber,
and programmes.
pulp and paper, and packaging.
18
our engagement with customers, A focus on growing our team
5
We will publicly report social impact
communities, suppliers and our team. We will develop the careers of the Countdown to quantify the positive change we are
They also set out our commitment to team with a focus on youth. Action on emissions creating with a focus on health, economic
13
development and emergency relief.
minimise the environmental impact of
6
Reduce Countdown’s carbon emissions to
10 per cent below 2015 levels.
our operations. We will continue to develop
employment policies appropriate to our
Creating shared value
14
New Zealand team to provide a supportive
work environment. Innovate with natural refrigerants and with our customers
19
reduce refrigerant leakage in our stores
by 15 per cent of CO2 equivalent below
We will achieve leading customer
Creating opportunities for all
7
2015 levels.
satisfaction scores.
STATUS
20
We are committed to maintaining a workplace
that safeguards the health and wellbeing of
our people, customers and visitors. We will support and inform our
Achieved...............................................
8
customers to help them to make
healthier choices.
Achieve Rainbow Tick certification in New
Materially progressed ....................... Zealand, demonstrating our commitment to
LGBTI inclusion.
Progressed...........................................
6 COUNTDOWN SUSTAINABILITY REPORT 2020
The United Nations sustainable
development goals...
End poverty in all its End hunger, achieve Ensure healthy lives Ensure inclusive and Ensure access to Promote inclusive Reduce inequality Ensure sustainable Take urgent action to Sustainably Revitalize the
forms everywhere food security and and promote well-being quality education affordable, reliable, and sustainable within and among consumption and combat climate change manage forests, global partnership
improved nutrition and for all at all ages for all and promote sustainable and economic growth, countries production patterns and its impacts combat desertification, for sustainable
promote sustainable lifelong learning modern energy for all employment and halt and reverse land development
agriculture decent work for all degradation, halt
biodiversity loss
16
We will focus on a best
9
Towards zero food waste
20
We will support and
1
At least 40 per cent of
13
Reduce Countdown’s
3
100 per cent of those
4
Continue the focus on
5
We will develop the
9
Towards zero food waste
13
Reduce Countdown’s
12
Achieve net zero supply
17
We will invest the equivalent
practice compliance system going to landfill. inform our customers executive and senior carbon emissions to responsible for hiring new driving cultural diversity, careers of the going to landfill. carbon emissions to chain deforestation for of one per cent of a three
according to the Global to help them to make manager positions to be 10 per cent below team members to have with a commitment that Countdown team with 10 per cent below ‘high impact’ commodities year rolling average of total
Compliance Programme. healthier choices. held by women. 2015 levels. completed unconscious by 2020 the Countdown a focus on youth. 2015 levels. in our own brand Countdown Earnings Before
We will collaborate with bias training. team will truly reflect the products, such as palm oil, Interest and Tax (EBIT) into
peak organisations to communities we serve. timber, pulp and paper, community partnerships
improve workers lives. and packaging. and programmes.
2
No salary wage gap between
14
Innovate with natural
7
We are committed to
8
Achieve Rainbow Tick
6
We will continue to
10
Improve the recyclability
14
Innovate with natural
18
We will publicly report
male and female employees refrigerants and reduce maintaining a workplace certification in New develop employment of our own brand refrigerants and reduce social impact to quantify
of equivalent positions on a refrigerant leakage in that safeguards the Zealand, demonstrating policies appropriate to our packaging and contribute refrigerant leakage in our the positive change we
per-hour rate at all levels of the our stores by 15 per cent health and wellbeing of our commitment to New Zealand team to the circular economy. stores by 15 per cent of are creating with a focus
...and our 2020
company, with a step-change of CO2 equivalent below our people, customers LGBTI inclusion. to provide a supportive CO2 equivalent below on health, economic
improvement in closing any 2015 levels. and visitors. work environment. 2015 levels. development and
gaps by the end of FY17. emergency relief.
commitments to 15 16 11
people, planet
We will achieve a top We will focus on a best Source key raw materials
quartile favourability practice compliance system and commodities
ranking with our according to the Global sustainably to an
suppliers as measured Compliance Programme. independent standard
and prosperity.
by independent We will collaborate with by 2020. We will raise
supplier surveys. peak organisations to awareness of sustainably
improve workers lives. sourced products.
Countdown’s corporate responsibility
strategy is aligned to the United Nations 2030
19
We will achieve
leading customer
sustainable development goals. These goals call satisfaction scores.
for global action among governments, business
and communities to end poverty and create a
life of dignity and opportunity for all.
8 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 9
Responding to a
global pandemic
- a snapshot
The latter half of FY20 was dominated by our response to
the COVID-19 pandemic as we worked together to keep
New Zealanders safe and fed. Our stores and distribution
centres experienced more demand and pressure than ever
before and we faced our biggest health and safety challenge
yet - keeping 20,000 team and 3 million customers safe and
well each week as Aotearoa responded to this health crisis.
13.49M
Customers served safely during
110,000
Priority assistance customers
NZ’s four week lockdown
2,419 72,000
Calls to Customer Care
New team members
300 639,000
COVID-19 hub page views “My team, they just
New online team members
67,000 118,000
COVID-19 FAQ views
kept showing up
every day, without
Customer emails answers
7M
Service emails sent to
$1M
Donated to food welfare
and food rescue charities
fail... They are
my heroes.”
Alice Davidson, Store Manager
our customer base
As news of New Zealand’s imminent The small Waikato town of Matamata minds at ease, and to make sure we queued outside and explaining to them “We got used to chats through glass. That “There were days where it was tough to
COVID-19 lockdown spread, for Alice was at the centre of a COVID-19 outbreak were doing everything possible to stay why and how we were operating to keep was one of the hardest parts of it all. Not stay positive and face it – the situation was
Davidson, who was at the time relieving cluster. Local customers were scared and protected,” Alice says. everyone safe, and how they needed to play being able to hug them was so tough – overwhelming and all consuming. But my
the Te Rapa Store Manager role in nearby the store team were worried too. their part. And it worked.” especially at a time when a hug would have team. They just kept showing up every day,
Hamilton, it meant two things. First that “Immediately, we set about laying out the meant so much.” without fail. Their trust in each other and
she needed to return to Countdown “When I returned to the Matamata store, store so that people could make their way Alice also made the call early on that she’d me meant that I felt I had to continue to do
Matamata to support her team and our customers were anxious and afraid. around while staying safe and far enough keep her two kids safe by not being in their The leadership, courage and sacrifice Alice my best for them. They are my heroes.”
second, that she wouldn’t be able to The brave Matamata team showed up to away from other shoppers and the team – bubble and keeping in-person contact to demonstrated throughout the lockdown
hug her kids for at least as long as the work with proactive attitudes and trusted not an easy task in a very small store! Then a minimum with them and maintaining her has earned her the respect of thousands of Alice is just one of the many great examples
lockdown lasted. me to lead them through something that we worked to allay fears and diffuse any distance when she could see them. our team across the Countdown business, of the everyday heroes working right across
we never saw coming. I knew I needed anger before people even got in the door, but she is quick to say she didn’t do it alone. our business each and everyday.
to do everything I could to put people’s dancing and playing music while people
10 COUNTDOWN SUSTAINABILITY REPORT 2019 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 11
Our Journey
PEOPLE: Encouraging PLANET: For a healthy PROSPERITY: Founded
diversity Aotearoa New Zealand on trusted relationships
FY17 Introduced Family Violence Policy Products with
microbeads removed
Began own brand product
reformulation removing salts,
Introduced Transgender
sugars and other fats
Transitioning Policy Joined Soft Plastics
Recycling Scheme Achieved: 1per cent of EBIT
Launched the SEEDs programme
donated to community causes
FY18 Achieved White Ribbon
Accreditation
Signed NZ
Packaging Declaration
Introduced the Responsible
Sourcing Policy
Launched our Unconscious Bias Removed single-use cups Celebrated two years of
Training for team from Cafeteria Free Fruit For Kids
FY19 Achieved: Rainbow Tick
accreditation
Phased out single-use plastic
carrier bags and plastic straws
Permanently reduced price
of period products to address
period poverty
Launched New Zealand’s first Achieved: reduced emissions to
Be Accessible supermarket 10per cent below 2015 levels Launched Growing for
Good Grants
FY20 Launched the Proud and
Diversity and Inclusion groups
Carried out Unwrapped test
removing all plastic in produce
Established the Food For Good
Foundation, donated $1m to
food rescue partners
Rolled out Quiet Hour nationally Began developing Emissions
Reduction Plan Stopped selling fireworks
Rolled out BYO container
initiative nationwide
12 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 13
People -
Encouraging
diversity and
achieving
gender equity
Employing more than 20,000
Kiwis, our team is a reflection of
Aotearoa. We believe that our
diversity - whether that’s age,
gender, religion, race or sexual
orientation - should be nurtured,
grown and celebrated. As one of
the country’s biggest employers,
we can play an important role in
addressing gender inequity.
Team Re-accredited with
members the Rainbow Tick
for a second time
20,000
Reduction in Total Launched Proud and
Recordable Injuries Diversity & Inclusion
Groups
13.7%
14 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 15
Working towards
gender equity
“I want to earn the right to
be a leader worth following.
I want to show our team
COMMITMENT1 that if you’re too afraid to
Achieving gender equity across our team is not only At least 40 per cent of executive fail, you won’t truly have
the right thing to do, it’s also hugely beneficial to our and senior manager positions to
given anything a good go.”
be held by women.
business and the decisions we make each day.
STATUS: Anita Smith, Head of Supply Chain Operations
MATERIALLYPROGRESSED
Throughout New Zealand, the inequities Over the last year, the number of executive
between men and women when it comes and senior positions held by women has
to pay, and opportunities for career increased slightly from 34 per cent to COMMITMENT2
No salary wage gap between
progression are well-established, with the 37 per cent. While we are disappointed male and female employees
impacts being most keenly felt by Māori to have not met this commitment, this of equivalent positions on a
and Pacific women. number has increased by 6 per cent overall per-hour rate at all levels of the
company, with a step-change
since FY17. improvement in closing any
At the executive level of our business,
gaps by the end of FY17.
we are proud to have 50 per cent female Our work to ensure we are supporting
representation, but we know that to make a all women to progress their careers at STATUS:
truly transformational change, we need to Countdown is continuing. Closing our ACHIEVED
have gender equity at all levels right across gender pay gap at all levels and
our business. encouraging greater ethnic diversity at
senior levels will continue in our 2025
Sustainability Commitments.
Supporting female Closing the gap Achieving pay parity not only helps to Driving Distribution Since then, the ANDC has seen a reduction When asked about her achievements to
ensure our team is paid fairly, it also helps in absenteeism, improvements in Voice date and what inspires her to be a great
leaders to motivate, retain and attract great Centre success of Team survey results, and an uplift leader, her responses are firmly centred
We’re committed to ensuring our team
members are paid fairly for their work people. We remain committed to ensuring in engagement with health, safety and around people.
Women make up more than half of the After working for the NZ Post Group from
and believe that team members who have we maintain our momentum in this space wellbeing initiatives.
Countdown team and work in a wide variety the age of 16, Anita Smith was looking for a “These awesome roles are customer and
the same skills and role shouldn’t be paid and continue to review our wages on a
of roles across the business. To attract new challenge when she took on the role of “When I took on the role, I knew the DC team centric, and require leading people
differently because of their gender. regular basis to ensure our team are being
and retain great female talent at all levels, National Third Party Logistics Manager for needed a bit of TTLC - Tender, Tough Love with purpose, fairness and passion. I
paid fairly.
we need clear pathways that will support Our Pay Parity Review methodology and Countdown, looking after six outsourced and Care. The work the leadership team has particularly enjoy coaching future leaders
women into leadership roles and help to ongoing review processes compare salaries temperature controlled distribution put in to hold the mirror up to issues, build helping them to understand accountability,
deliver long and fulfilling careers of like-for-like roles of our team members centres. But her willingness to rise to a a plan and then execute has seen ANDC go authenticity and driving for success with the
with Countdown. across our business, at all levels. This challenge really came six months later from strength to strength and it’s through different facets of a leadership role and the
continuing analytical work helps identify when she became Countdown’s Auckland action we lead,” says Anita. responsibilities that come with it.
In mid FY20 the wider Woolworths Group
gender pay gaps between our team by National Distribution Centre (ANDC) “We have worked extremely well as a team “I want to help grow our individual
established a Gender Equity Group which
grouping our positions and career streams, Supply Chain Manager, leading a team of to ensure ANDC is made even safer for team through personal and professional
will be a driving force in ensuring our
while accounting for team member over 250 and overseeing the distribution of our people. We’ve focused on promoting development and open doors for
business is carrying out key initiatives that
movements that may result in fluctuations. non-perishable food and groceries to 183 prevention-first behaviours - showing those who are willing to pursue greater
will have the most effective outcomes for
Our target is to remain below a statistically Countdown Stores and 70 FreshChoice and care and identifying hazards before they opportunities. I’m very proud of the ANDC
gender equity. Countdown’s Managing
insignificant 1 per cent gap. SuperValue supermarkets around happen to prevent injuries or damage. team but we’re just getting started!”
Director Natalie Davis is the executive
the country. Through good engagement and active
sponsor of this group. Anita has recently been promoted to Head
communication, our team have not only
of Supply Chain Operations, providing
been taking responsibility for their own
strategic leadership across our four
safety, but also the safety of others.”
Ambient Distribution Centres.
16 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 17
Creating an affecting around one in 100 New Zealanders,
according to the Ministry of Health, our
inclusive culture
stores have been really happy to make a
few small changes for an hour each week
knowing that it can make a big difference for
people in their local communities.
With more than 20,000 Kiwis working in our COMMITMENT3
“The simple act of turning
business, our team reflects the vast range of 100 per cent of those responsible
for hiring new team members to
off music and lights for
ethnicities, abilities, cultures and backgrounds that have completed unconscious bias
training. an hour a week made
make up New Zealand’s population.
STATUS: those Kiwis’ lives a little
The diversity of both Aotearoa and support customers and their families who
MATERIALLYPROGRESSED better every day because
our business can be a huge asset, if it’s may be affected by sensory issues; hold it demonstrates to those
supported with a culture of inclusivity te reo classes; and celebrate and engage COMMITMENT4 families that the Countdown
where the thoughts, opinions and ideas more actively with the cultures, languages
of every person are respected and and beliefs of the people that make up
Continue the focus on driving
cultural diversity, with a
in their community cares.
valued. Creating an inclusive culture at our team. commitment that by 2020 the As a parent to a young
Countdown team will truly reflect
Countdown means people can bring their
While we did not meet our target of
the communities we serve. man that faces significant
whole selves to work and ensures we’re
100per cent of those responsible for STATUS: challenges in his day to day
creating better experiences for our team,
our customers and our communities
hiring team members having completed MATERIALLYPROGRESSED living, to have a moment and
every day.
unconscious bias training, we were very time to be just like everybody
pleased to reach 87per cent.
Our diversity and inclusion commitments COMMITMENT8 else, is without price.”
We know there is still plenty of work to be
have seen us achieve and maintain our Achieve Rainbow Tick certification Theo Fisher, Online Supervisor,
done, and our business is determined to in New Zealand, demonstrating our
Rainbow Tick Accreditation and further commitment to LGBTI inclusion. Countdown Whanganui.
maintain the momentum we have gained
support our rainbow communities; roll
out Quiet Hours across our stores to
with the support of our Proud and our STATUS:
Diversity and Inclusion groups.
ACHIEVED Celebrating te reo
Our team is very proud to celebrate the use
of te reo Māori across our business. Our
use of bilingual signs in stores is one of the
Creating an inclusive also about understanding each other - National Quiet Hour ways we bring te reo to life every day. We
who we are, how we identify ourselves, also incorporate te reo into our internal and
environment what makes each of us unique, and what
roll out external communications wherever we can.
we can all do to ensure everyone feels
If we are to truly embrace our diversity, When our Marton store launched To mark Te Wiki o Te Reo Māori in early
safe and welcome at work.
we need to be an inclusive workplace. Countdown’s very first Quiet Hour in FY20, we wanted to engage our team and
This will help us to make better business In mid-FY20, our Diversity and Inclusion April 2018, a number of other stores customers with the language by encouraging
decisions through fresh thinking, ideas Group was established to help guide began to follow their lead, launching their our team to introduce themselves in te reo
and opportunities. It will also make our and support Countdown’s work. The own low sensory hours to help create a and giving our customers some key phrases
stores a great place for all our customers group is chaired by four representatives more welcoming shopping experience they could use in our stores. We also made
to shop. from across the business and includes for customers with Autism Spectrum changes to our online shopping site and
members from our stores, support Disorder (ASD) and other sensory needs. customer emails, introducing more Māori “If we’re committed to being part of our communities
We’ve continued to celebrate a variety
offices and distribution centres. One of
In early FY20, with the support and
words and greetings, and launched our very and part of New Zealand’s culture and heritage; then
of cultural days of importance in our first television commercials in te reo which
the Group’s key priorities is to ensure we should also be committed to being serious about
stores including Te Reo o Te Wiki Māori, guidance of Autism New Zealand, we were played throughout Te Wiki o Te Reo Māori.
all our policies are inclusive and support
Matariki, Samoan Language Week, the
our diversity, and to carry out a diversity
able to roll out Quiet Hour nationwide.
We have also continued to hold te reo
the correct pronunciation and understanding of te reo.
end of Ramadan, Diwali and Chinese The Hour gives customers a time to shop
and inclusion survey of our 20,000 team in our stores that is easy on the eyes classes for our support office, with 49 of our The opportunity to learn at work has been a real
New Year, giving our teams and our
so we can better understand where and ears by reducing lighting, turning team taking part in the sessions in mid-FY20. privilege and one that has enabled me to use te reo not
customers an opportunity to share more
Countdown is doing a good job, but also off the in-store radio, lowering checkout Five members of our executive team are
about themselves, their traditions and
where improvement is needed when it taking part in the sessions this year,
only correctly but meaningfully in my role, which often
their culture. volumes, minimising trolley collection
comes to inclusion. The results of the and shelf-stocking, and pausing any PA showing the importance our business sees involves public speaking.”
However, creating an inclusive culture is survey will be used to develop a Diversity announcements except in emergencies. in helping to protect this precious taonga - Brett Ashley, General Manager Store Operations & Supply Chain
more than celebrating each other; it’s and Inclusion strategy and plan of action. the Māori language.
The response from our customers has
been incredibly positive. With ASD18 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 19
“We were so thrilled that
Countdown decided to
support RainbowYOUTH
this year - we can see
that there’s a real passion
and commitment to
our communities in the
Countdown team.
Countdown’s fundraising
has been an incredible help
for us; over the lockdown
period we’ve seen more
support requests from
LGBTI+ youth across
Aotearoa, and we wouldn’t
be able to provide our
support services without
the support of amazing
organisations like
Countdown. We’re so
grateful for your help!”
Frances Arms, Executive Director RainbowYOUTH
Supporting our the Rainbow Tick for the first time in and evaluations to ensure we’re meeting positive results for our business with a We also supported a range of Auckland
FY19, we were pleased to maintain our our obligations. more focused approach to how we deliver Pride and Wellington Pride events
Rainbow community accreditation in FY20. The accreditation events, update our policies and support including the Big Gay Out, Auckland Pride,
To help further support our Rainbow
recognises organisations that accept external organisations. the Wellington Pride Parade and the
Creating an environment where our team and guide our support of New
and value people in the workplace, and Ponsonby Pride Parade.
team and our customers feel safe and Zealand’s wider Rainbow community, we For Pride Month this year, Countdown
embrace their diversity of sexual and
comfortable to be who they are, is established our Proud Group in mid-FY20. stores helped to fundraise more than
gender identities. The Rainbow Tick team
important to our business. After achieving Setting up the group has already delivered $13,000 for RainbowYOUTH.
provides our team with ongoing support20 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 21
Growing careers
“I spoke to plenty of companies, but the
team from Countdown were extremely
passionate about the work they were doing
and supporting
and were happy to talk about the work
culture as well. It didn’t feel like a sales pitch.
Instead it felt like I would be joining a team.”
our team
says Goku.
COMMITMENT5
Since joining the business through
We will develop the careers of the
Countdown team with a focus on
the Graduate Programme in 2019, the
youth. opportunities he’s had have helped him not
For many young New Zealanders, Countdown only appreciate how essential Countdown
STATUS:
provides a great first job opportunity whether ACHIEVED
is for our customers’ daily lives, but also
helped him realise his own potential.
it’s working at the checkouts after school and
on weekends, working hours that fill university “I was never strong with statistics and
COMMITMENT6
numbers and thought that data analyst
holidays or joining our business through the We will continue to develop
jobs were only reserved for the super
employment policies appropriate
Graduate Programme. to our New Zealand team to smart. However I did a rotation with my
provide a supportive work current manager, Hayden Sanders, and he
environment.
introduced me to the world of data analytics
Our objective is to create a working wherever possible, but also to ensure STATUS: of customer behaviour. It was an eye-
environment, supported by strong our team and their families can continue
ACHIEVED opening experience and Hayden gave me the
policies, that encourages young people to thrive. confidence to not only be able to do data
and our wider team to continue on in our analysis but also taught me how to embrace
Our team is the heart and soul of
business with fulfilling, challenging and failure as a learning opportunity instead.”
our business and they are immensely
exciting careers.
passionate about their work and looking Now a Performance Analytics Analyst
As New Zealand feels the flow-on out for each other. We remain committed at CountdownX working on a variety of
economic impacts of COVID-19, we to delivering policies and programmes “I’ve never felt like a cog in projects, Goku says the most important
have a responsibility to not only provide that will continue to make Countdown a
meaningful, ongoing employment great place to work.
the wheel while working for part of his work is trying to understand what
online customers want and using his skills to
Countdown, but have instead help give them the best experience possible
always felt like I was a valued when they visit our website.
member of the team.” “I want to help ensure the projects we work
on aren’t purely business driven. I want to
Goku Ganeshan, Countdown X Analytics Analyst understand how our customers shop online
and use our website so our services are
focused on them.”
Young people Developing Skills), apprenticeships and gained their NZ Certificate in Meat Retail
graduate programmes. Butchery, 14 meat plant team members
at Countdown have completed and gained their NZ
SEEDs has continued to be a great success
Certificate in Trade Butchery Carcass and
Countdown provides a great start to the for Countdown, with 450 students gaining
Boning, and 11 store team members have Helping deliver great
work experience across 58 of our stores
careers of many young New Zealanders
and graduating from the programme
completed and gained their NZ Certificate customer experiences
and we’re proud to play an important in Baking.
part in the development of our almost in 2019. SEEDs is invaluable for gaining
For Gokulan (Goku) Ganeshan, Countdown
7,000 team members who are 25 years first-hand experience working in various Our Graduate programme saw 12 young
wasn’t an immediately obvious place to
old and younger. areas of the store, and for our store people move into permanent roles and
start his career. Having only thought about
teams who can scope out potential future nine new university graduates joined
Although people spend plenty of time in Countdown as a place to shop for groceries,
employees. Over the next year, we’ll work Countdown in early 2020. Since 2017, 38
supermarkets, very few understand the he wasn’t sure where his Bachelor of
to encourage even more students into young people have graduated from the
careers and opportunities our business Commerce majoring in information systems
SEEDs and more stores to take part in this programme, which allows them to gain
provides, from getting products into would fit. A chance encounter with the
mutually beneficial programme. hands-on experience in their chosen field
our stores, helping our online service Countdown team at a university career fair
and across our business.
grow, and helping to develop our stores Countdown also provides the opportunity helped change that perception.
of the future. for our team to upskill through
apprenticeships. Currently 78 of our team
One of the ways we help develop our are undertaking either butchery or bakery
younger team is through SEEDs programme apprenticeships, and since 2017, 14 of our
(Students Entering Employment store team members have completed and22 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 23
Supporting and team provided New Zealanders during the a range of roles and responsibilities and
lockdown, but also the weeks preceding this helping ensure our customers had access
recognising our team when we experienced incredibly high levels to the food and essentials they needed.
of demand. Over half of the team we employed in this
Paying people a fair wage for their work is
period were hired in permanent roles, and
important to our business, and we regularly
review pay alongside the unions that represent
Providing jobs when they we’ve been working hard to convert many
of the remaining team on causal and fixed-
some of our team. were needed most term contracts into permanent roles.
In mid-FY20, we announced that from
The impacts of COVID-19 have already been The new team members have come from a
September 2020, all Countdown team members
far-reaching with many Kiwis facing job range of industries, including the tourism
with 12 months or more service will earn a
losses and increased financial insecurity. industry, which has been particularly
minimum of $21.15 an hour, reflecting our
Record unemployment numbers are affected by the closure of borders
genuine desire to provide more income for
predicted in the months ahead. throughout the world due to COVID-19.
our team and balancing the realities of keeping
With their support, Countdown was able
and creating jobs, and keeping food prices For Countdown, the initial impact of
to serve the millions of customers who
affordable for New Zealanders. COVID-19 saw our stores and our online
needed our services at such an uncertain
service busier than ever before.
All our waged supermarket and distribution time for the country.
team members were also paid a 10 per cent To help provide jobs for Kiwis and to
bonus for hours they worked for the initial support our business as it dealt with the
four week COVID-19 Alert Level 4 lockdown increased demand from customers, 2,418
which started on 27 March 2020. This bonus people joined our team just before and
recognised not only the essential service our during the lockdown period, taking on
“ Our frontline team members
are the face, heart and
centre of our business. As
we look forward and work
as a team together to help
build a better tomorrow
for our country, we want
to recognise our team’s
role in that, and give them
ownership of the huge part
they play in creating it.”
Natalie Davis, Managing Director
Team of 13,010 local The shares not only recognise the way our
Financial wellbeing
business pulled together during New Zealand’s
shareholders lockdown to provide food for millions of Kiwis programme
across the country, but also acknowledges the
In late FY20, we awarded $10 million in role Countdown’s team members will play as In mid FY20, we also launched our
Woolworths Group shares to all eligible full- we support the country’s recovery from the financial wellbeing programme, which
time team members, and on a pro rata basis impact of COVID-19. aims to support team who may have
for our part-time eligible team members, incurred unexpected expenses and costs
providing 13,010 Kiwis across our 183 stores and need financial assistance and advice.
and distribution centres with an ownership 36 people in our team have been referred
stake in the company. for debt coaching to help them get back
on track, and 22 loans have been issued
to date.24 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 25
Putting safety first “Operating through a global
pandemic with high levels of
uncertainty was extremely
Whether it’s our team working in stores, distribution centres, challenging. Our focus on
meat and seafood plants or support offices; our customers or
COMMITMENT7 the safety of our team, our
other visitors, we have a responsibility to keep them all safe.
We are committed to maintaining customers and the communities
a workplace that safeguards the
The health and safety challenges of a continue to provide Kiwis with food and health and wellbeing of our people, in which we operate never
customers and visitors.
business like ours are incredibly varied with essentials. Whether it was the protective waivered, our teams responded
many of our sites busy with large machinery screens installed at checkouts, the hand- STATUS:
and thousands of products that need to be santiser we provided, the extra cleaning MATERIALLYPROGRESSED with courage and commitment
lifted and shifted. in our stores, or physical distancing while to continue to provide access to
shopping, millions of customers shopped
However in early 2020, responding to the
safely with us during lockdown.
food and groceries for all Kiwis,
threat of COVID-19 became the biggest
health and safety challenge Countdown has The impacts of COVID-19 will have
often in difficult circumstances.”
ever faced. As one of the only businesses long-term effects on many New Zealand
Ben Sheidow, Head of Health, Safety and Wellbeing
in the country to remain open throughout businesses and the Kiwis who work for
lockdown, and in a very public facing way, them. Moving forward, we’ll continue
we had a huge responsibility to keep both to regularly check-in with our team and
our customers and our team safe. make sure that we’re doing everything
we can to keep our team physically and
Our team across the country worked
mentally happy, healthy and safe.
incredibly hard to make sure our stores
were safe to shop in and that we could
Responding to a global (MBIE) COVID-19 response. This review very public campaign around being kind to
ensured that despite the pandemic, our supermarket workers. This message was
health crisis supply chain and stores were fighting fit. led by the Prime Minister, along with other
senior government figures. We also had
The unprecedented pressure that During what was a hugely uncertain time
fantastic support from the New Zealand
COVID-19 put on our business was not just for many New Zealanders, we made sure
Police over alert level four in particular.
from a supply and demand perspective, but people felt safe in our stores. We also kept
They both proactively visited our stores,
a safety, health and wellbeing one too. the most important part of business - our
but also attended nearly all events involving
people - healthy and safe while they were
Caring for our team is our priority. In the poor customer behaviour. This support
at work.
lead up to and throughout the lockdown, was immensely reassuring for our store
our Safety, Health and Wellbeing team Any of our team who were considered teams.
worked to develop the plans and processes high risk or vulnerable (including our team
We are now putting in place a number of
needed to keep our team and customers over 70 years old) to COVID-19 by the
wellbeing initiatives to continue to support
safe. We were able to install and initiate Government were able to stay home and
our people. In addition to encouraging our
a wide range of safety measures and self-isolate. We also worked directly with
teams to talk with each other, providing
procedures at pace, including limiting the those in our team who were unable to work
onsite professionals to support team and to
number of people in a store at any time, during the lockdown period for any reason,
join our I am Here Ambassador programme,
putting in place strict physical distancing such as caring for dependents, to make sure
during the lockdown we launched a new
protocols, increasing store cleaning, closing they were supported with paid leave.
online yoga and mindfulness resource
every second checkout, providing PPE, We know however that the biggest impact for all team and their whanau, and more
installing perspex screens - to name a few on our team has been to their mental recently launched the UnMind app for team.
examples. health. Working in an incredibly busy and UnMind provides tips and tricks on how to
Our comprehensive COVID-19 and physical stressful environment, as well as dealing look after their mental health effectively.
distancing plan for stores and distribution with customers who were unsettled, often We have a firm and ongoing focus on
centres was reviewed by the New Zealand frustrated, and sometimes abusive, has helping our team stay well and healthy over
Defence Force’s Environmental Health been difficult for our team. the coming year.
team, which forms part of the Ministry for In response we worked with the Police
Business, Employment and Innovation’s and other government agencies to run a26 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 27
A focus on safety manual handling. Throughout the week jacks in our stores to move stock that can
teams across our stores and distribution weigh up to 800kg, automated external
Over the last two years, we’ve tackled centres work through a range of videos, defibrillators at all Countdown locations,
health and safety with renewed focus and briefings and tasks, which help ensure and park brake alarms in our online
a clear aim of making Countdown an even health and safety remains a top-of-mind vehicles and in secondary carrier vehicles “Quite simply, having an AED
safer place for our team to work and our issue for our team. to reduce the risk of rollaway incidents. machine was the difference
customers to shop. In FY20, we had almost 130,000 safety These programmes and investments, as between life and death for an
There are two main areas of safety that conversations (iLEADs) amongst our well as our increased engagement with
we’ve addressed. First, we have changed team. These are specific conversations team, have played an instrumental role elderly customer who had collapsed
our approach from one focussed on held with team or leaders on safety; in helping us reduce our total recordable and stopped breathing in the
compliance, to one based in, and driven by, they can be positive and recognise good injuries by almost 14 per cent.
care. And secondly we have changed the behaviour or they can be constructive and trolley bay. I’ve done plenty of
Over the next year, we will further
way we engage with our team. provide coaching in situations where things
integrate mental health and wellbeing first aid courses, but having to give
could be improved.
with our approach to physical safety and
We know that engagement is fundamental
We also launched improvement wellbeing, increasing our focus on the
CPR was a big fear of mine. But in
to improve our team’s understanding of
why their safety and wellbeing is such a programmes for electrical safety, traffic mental health of our team. To do this, we that moment, your training just
management, how we manage conflict will continue to provide them the tools,
priority. To help, we have held quarterly
in our stores, and road safety, and have resources and support to help them
switches into action and the AED
safety weeks. Each day of these weeks
focuses on a new topic, centered around continued to invest in making sure our through challenges they may face in their Machine tells you exactly what you
team has the right equipment for the personal and working lives.
critical and high frequency risks such as
right job. This has included electric pallet
need to do. It was a life-saver.”
traffic management, conflict, electrical and
Selwyn Sainty, Store Manager Countdown Birkenhead
Total Recordable Injuries (TRIs)
*reporting metrics changed in FY18 are not comparable
150
140
130
120
110
100
90
80
70
60 Defibrillators rolled the reality is that these types of
medical events can, and do, happen in
50 out nationally and near our stores. To make sure our
40 team can provide help when it’s needed
According to the New Zealand Red Cross
most, we installed AEDs throughout all
30 an estimated 1,600 New Zealanders have
of our stores, distribution centres and
cardiac arrests annually and for every
20 support offices.
minute without CPR (cardio-pulmonary
10 resuscitation) or treatment from an We have also partnered with
Automated External Defibrillators New Zealand Red Cross to make sure
0
(AED’s) to restart the heart, a person’s our team are trained and this has already
chances of surviving a cardiac arrest been put to good use with the AED
FY19 FY20 FY19 FY20 FY19 FY20 FY19 FY20 decreases by 10 per cent. machines being used in three seperate
Q1 Q1 Q2 Q2 Q3 Q3 Q4 Q4 With more than three million Kiwis
medical incidents since they were
installed in December 2019.
shopping with Countdown every week,28 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 29
Planet –
for a healthy
Aotearoa
Our precious environment is under threat,
with climate change affecting our weather,
oceans, wildlife and way of life. For the
sake of our future generations, we’re more
committed than ever before to reducing
our emissions, using more sustainable
products and materials, recycling more
and wasting less.
Emissions reductions Refrigerant leakage
30%
in FY20 reduction in FY20
8.7%
Tonnes of food diversion Certification for paper,
from landdfill pulp and timber
6,279T 100%30 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 31
Sending less
to landfill
As a company that moves food and other essentials
up and down the country, we have a focus on
COMMITMENT9
reducing waste throughout the supply chain.
Towards zero food waste
going to landfill.
Kiwis are passionate about protecting in keeping our fresh food safe, fresh, and STATUS:
Aotearoa’s precious environment. transportable. Without it, our plastic
MATERIALLYPROGRESSED
Colmar Brunton’s 2020 Better Futures waste problem would become a food
report placed the ‘build up of plastic in the waste problem. And, while we already
environment’ as the second top concern divert a lot of our food waste from landfill COMMITMENT10
for both old and young New Zealanders. through our food rescue programme, we Improve the recyclability
want to reduce how much we’re creating of our Own Brand packaging
and contribute to the
We’re actively working on tackling plastic in the first place. circular economy.
waste and in the past three years, we’re
taken some significant steps. We’ve Meeting our target towards zero food STATUS:
phased out single-use plastic bags and waste to landfill needs a holistic approach. MATERIALLYPROGRESSED
packs of plastic straws, we’re the only It’s about changing what we can, diverting
large supermarket to continue to support any safe and edible food away from landfill
the soft plastics recycling scheme, and and into the helping hands of our food
where we can, we’re moving to use more rescue partners, and continuing to work
recycled and recyclable materials. with independent experts, central and
local government to make sure our waste
But removing plastic is not a penicillin for systems are fit for purpose.
New Zealand’s waste problem. In fact, Food diverted from landfill
plastic often performs an important role
Giving food an important Right across New Zealand we work with Government support at a local and national
level is urgently needed to establish or
more than 20 food rescue charity partners
second life to save food that is still safe to eat, but incentivise the facilities that can process
can’t be sold. That food is sorted by our food waste that isn’t safe for humans or
Kiwis throw away an estimated $1.17 billion stores, picked up by our partners and then animals to eat.
worth of food each year, according to Love distributed to people most in need. We also Countdown provided submissions on a
Food Hate Waste. work with a number of farmers to donate number of key consultations over the
This is a major issue not only because of the food that can’t be eaten by humans, but is last year, including the Waste Disposal
harmful methane gas food waste produces safe for animal consumption, to feed their Levy Consultation, outlining the need to
as it breaks down, but also because of the
thousands of New Zealanders going without
livestock. In the last financial year, we’ve
diverted 6,279 tonnes of food from landfill
better support New Zealand’s food rescue 5,800 5,885 6,970 6,279
tonnes tonnes tonnes tonnes
organisations who provide an invaluable
food each and every day. and since 2017, we’ve diverted 24,934 service, and also provide support to
tonnes of food. grow other diversion facilities such as
At Countdown we work hard to estimate
demand and try to stock only what we know We are working towards zero food waste anaerobic digesters and commercial
to landfill, but achieving this will require the composting facilities.
will sell - but the nature of our business
means that some food waste is inevitable. efforts of more than our business and those FY17 FY18 FY19 FY20
Our responsibility is to make sure that any of our food rescue partners.
waste that is generated, can be thoughtfully *Due to missing data, several of the FY19 data points were estimates based on previous
diverted from landfill. results. FY20 is slightly lower due to this and a drop in diversion during Lockdown Level 4.32 COUNTDOWN SUSTAINABILITY REPORT 2020 1 PERFORMANCE
HIGHLIGHTS 2 PEOPLE 3 PLANET 4 PROSPERITY 33
Action on plastic Since 2017,
Recyclability of packaging Key packaging types as a
percentage of non recyclable
and packaging we have:
Since establishing our 2020 Commitments back in 2017, + Phased out single-use 40%
the demand for more action on plastic has continued to plastic carrier bags,
grow and Countdown has taken some big steps towards removing 350 million 69%
addressing that demand. bags from the waste
stream annually
We’re proud of what we have already industry, the Government, ourselves and
achieved, but our work is ongoing. We are
determined to find more ways to reduce
our customers. We’ve been pleased to
see a renewed focus in the past two years
+ Phased out packs 58%
our plastic packaging either by not using on making sure our waste system is fit
of single-use plastic
it at all, finding better alternatives, or by for purpose and that there is an agreed straws, removing
6%
using packaging that is made from recycled plan of action regarding plastics. The 11.6m from the waste
materials. We also want to make sure that Prime Minister’s Chief Science Advisor’s stream annually
any alternatives we consider will truly deliver Rethinking Plastics report gives a clear
better outcomes for the environment and
don’t just shift the problem.
direction for the future and Countdown
will continue to be a willing and active + Removed more Soft plastic 69%
participant in this work. than 150 tonnes of Recyclable.................................................. 40%
Action on plastic and packaging will take plastic from our Non-Recyclable.......................................... 58%
Black plastic 6%
the combined efforts of many including our
produce section Unavailable at time of audit......................... 2%
PVC 3%
suppliers, the packaging industry, the waste
+ Introduced BYO
Other 22%
*Items had to be able to be recycled across 80per cent of New
containers for our Zealand to be considered recyclable.
deli, meat and seafood
counters
+ Introduced more Packaging at Countdown Supporting Soft The growth in the scheme has meant that
rPET packaging, around 60 per cent of New Zealanders now
reducing the need Early in 2019, we carried out a packaging
Plastics recycling have a soft plastics collection point within
for virgin plastic audit that looked at the recyclability of our 20 km of their home or work.
Countdown currently has 46 stores
own brand packaging. The total number Countdown is the only major New Zealand
+ Phased out
throughout the Northland, Auckland,
of products looked at was 1,378 and the supermarket that has continued to support
Waikato, Bay of Plenty and Wellington
number of packaging components within the Soft Plastics Scheme, recognising the
takeaway coffee those products totalled 2,036.
regions involved in the Soft Plastics
Recycling scheme, giving customers the soft plastic generated by the products
cups at our we make and sell, and the extremely
The audit has enabled us to develop a opportunity to recycle their soft plastics
support office clear plan of action when it comes to that would have otherwise gone to landfill. important role it plays in closing the loop
on soft plastic. Since it began in 2016,
+ Signed the
making changes to our packaging in
After the scheme was briefly closed down the scheme has seen 212 million plastic
the short, medium and long term. The
due to the overwhelming amount of packages recycled.
New Zealand report recommendations include regular
material that was collected, it returned
monitoring of our packaging, phasing out
Packaging Declaration PVC and black plastics, supporting the
in late FY19 and is working to rebuild its We will continue to work alongside
capacity, with a focus on processing based the scheme to ensure even more New
+ Tested ‘Unwrapped’ expansion of the soft plastics recycling
scheme, and developing sustainable
in New Zealand. Future Post in Waiuku,
Auckland, processes material collected
Zealanders have access to Soft Plastics
Recycling in FY21.
produce concept packaging guidelines alongside our
from the top of the North Island into
for 10 weeks at suppliers. These will help us as we work
fence posts, and Second Life Plastics in
towards meeting the Packaging Declaration
Orewa, Manukau and commitment to have 100% reusable,
Levin processes material collected from
Ponsonby stores. recyclable or compostable packaging
the Wellington region into garden edging,
cable covers and other products.
by 2025.You can also read
