PM Edition: Top 10 Business Articles on LiveNews.co.nz for June 17, 2026 – Full Text

Source: Robert Half

·         95% of employers have extended a counteroffer to employees who received external job offers in the last 12 months
·         When the counteroffer was extended, 50% say the employee is still with them, while 37% say the employee left within 12 months and another 8% declined the counteroffer and left
·         43% say counteroffers are a valuable tool to retain talent whilst 30% say they are a short-term fix that rarely solves deeper issues
·         In response to turnover, 48% say they prioritise proactive retention strategies while 28% rely on reactive counteroffers

Auckland, 16 June 2026 – Counteroffers have become a widespread retention tactic in today’s competitive hiring market but their effectiveness is under scrutiny.

The 2026 Robert Half Salary Guide reveals 95% of New Zealand employers extended a counteroffer to employees with external job offers in the past year. Yet despite these efforts, more than one in three (37%) of those employees still left within 12 months and 8% declined the counteroffer, raising doubts about whether counteroffers are a long-term solution or just a temporary fix. (ref. https://www.roberthalf.com/nz/en/insights/salary-guide )

Only 1% of employers say they don’t offer counteroffers and 4% haven’t encountered the need to extend one in the last 12 months.

A quick save or a lasting fix?

Counteroffers continue to play a prominent role in retention strategies. When asked how their organisation views counteroffers in today’s competitive job market, employers expressed mixed opinions, highlighting a divide between short-term necessity and long-term effectiveness.

·         43% say they are a valuable tool to retain top talent in a tight market
·         30% say they are a short-term fix that rarely solves deeper issues
·         24% say they are a necessary tactic due to wage competition
·         2% say they avoid counteroffers
·         1% are unsure or have no formal stance

How employers are approaching turnover

When asked which approach their organisation prioritises, 48% say they focus on proactive retention strategies such as career development opportunities, salary reviews, and engagement initiatives to reduce the likelihood of resignations before they happen.

Meanwhile, 28% admit to taking a more reactive approach, relying on counteroffers when valued employees hand in their notice. Another 20% say they use a mix of both, depending on the circumstances, highlighting the fluid nature of retention strategies in today’s talent market.

Just 2% of employers say turnover isn’t a major concern for their business, and 2% remain unsure.

“Counteroffers can be effective in the short term, but they are rarely a complete solution,” says Megan Alexander, Managing Director at Robert Half. “Compensation may influence an employee’s decision to stay initially, but long-term retention is usually driven by broader factors, such as career development, workplace culture and overall engagement. Employers should see counteroffers as a short-term measure, not a replacement for a strong, forward-looking retention strategy.

“With competition for skilled talent remaining high, employers are under pressure to improve retention, but quick fixes like counteroffers rarely solve the root cause of employee turnover. Leading organisations are taking a longer-term approach by investing in career pathways, reviewing pay regularly, and maintaining clear communication to strengthen loyalty before employees are tempted to leave.”

About the research

The study is developed by Robert Half and was conducted online in October 2025 by an independent research company of 250 finance, accounting, and IT and technology hiring managers. Respondents are drawn from a sample of SMEs as well as large private, publicly-listed, and public sector organisations across New Zealand. This survey is part of the international workplace survey, a questionnaire about job trends, talent management, and trends in the workplace.

About Robert Half

Robert Half is the global, specialised talent solutions provider that helps employers find their next great hire and jobseekers uncover their next opportunity. Robert Half offers both contract and permanent placement services, and is the parent company of Protiviti, a global consulting firm.  Robert Half New Zealand has an office in Auckland and the South Island. More information on roberthalf.com/nz.

SINGAPORE – Media OutReach Newswire – 16 June 2026 – The 11^th edition of the Singapore International Water Week (SIWW2026) opens today at the Sands Expo and Convention Centre and runs until 18 June 2026, convening global water leaders, experts, and practitioners to forge partnerships, drive innovation and take meaningful action to solve the world’s most pressing water and climate-related challenges.

Centred on three key themes — Municipal Water Solutions, Industrial Water Solutions, and Coastal and Flood Resilience, SIWW2026 brings together 2,000 delegates, including 700 global leaders and 500 exhibiting companies, alongside 25,000 trade visitors expected over the course of the week. With more than 80 sessions, including roundtables and summits to discuss policies and strategies, workshops and forums to advance innovation, and the Water Expo to drive business partnerships, the plethora of activities reflect SIWW’s growing importance as a global convening platform where ideas are translated into action.

Delivering the opening address, Guest-of-Honour Mr Gan Kim Yong, Singapore’s Deputy Prime Minister and Minister for Trade and Industry, underscored that water is fundamental to the economy, society, and life itself — and in a world facing climate change and growing uncertainty, a matter of resilience. He called on the international water community to make collective progress across three fronts: investment, innovation, and international cooperation. Highlighting Singapore’s recently completed Tengah Service Reservoir as a testament to long-term infrastructure planning, DPM Gan announced an initial S$12 million in Research, Innovation and Enterprise 2030 (RIE2030) funding to advance research and development of industrial water solutions for wafer fabrication and data centres — two of the most water-intensive sectors underpinning Singapore’s economy. This is in addition to the S$85 million committed under RIE2030 for municipal water solutions, to advance water treatment, desalination, emerging contaminants, and sustainable operations.

During the Lee Kuan Yew Water Prize 2026 Award Ceremony, American microbiologist Professor Joan Bray Rose was honoured as the 2026 Laureate for her pioneering work in Quantitative Microbial Risk Assessment (QMRA) — a science-based approach to safeguard the quality of drinking water and water for reuse. At the Ministerial Plenary that followed, H.E. Retno Marsudi, United Nations Secretary-General’s Special Envoy on Water, delivered her keynote remarks, before Singapore’s Minister for Sustainability and the Environment and Minister-in-charge of Trade Relations, Ms Grace Fu was joined by foreign dignitaries from Nigeria, the United Arab Emirates, and the People’s Republic of China to discuss how governments can strengthen water security and translate vision into action under the theme “Water Governance for a Circular Economy: From Vision to Action for Prosperity and Resilience”. The Ministerial Plenary was organised in collaboration with the World Bank Group.

Yesterday afternoon, ahead of the official opening of SIWW2026, 68 CEOs and senior executives of global water utilities and agencies participated in the Utilities CEO Roundtable for peer-to-peer learning and sharing of best practices. With the theme “How AI could reshape Water Utilities“, discussions centred on the transformative potential of AI in reshaping water utilities and enhancing operational resilience. In the same morning, senior officials from nearly 30 cities, including Copenhagen, Rotterdam, Hong Kong, New York City, Antwerp, Dubai, Jakarta, Melbourne, Quezon City, Tokyo and Yokohama, participated in the Coastal and Flood Resilience Leaders Roundtable to share how cities can adapt their design to strengthen their flood resilience, and forge flood resilient communities.

SIWW2026 also serves as a key global marketplace, with the Water Expo featuring exhibitors from 35 countries and regions, organised by Messe München in cooperation with IFAT, world’s leading trade fair for environmental technologies. Spanning six exhibition halls and 23,000 sqm of exhibition space, the Expo includes the largest Singapore Pavilion to date, with 88 exhibitors, and is expected to attract 25% more trade visitors than the previous edition. During the week, the Water Expo will see more than 50 product launches, 26 new project announcements, and 8 MOU and contract signings. Together with the event’s business and networking platforms, the Expo reinforces Singapore’s position as a global hub for water innovation and international business.

Enhancing Coastal and Flood Resilience

SIWW2026 places greater emphasis on coastal protection and flood management, building on the climate adaptation pillar introduced at SIWW2024. The event supports Go Green SG and Singapore’s Year of Climate Adaptation, contributing to collective efforts towards a more sustainable and climate-resilient Singapore.

On 17 June, Minister Grace Fu will deliver a keynote address at the Coastal and Flood Resilience Leaders Summit, convening government, city, and industry leaders to share strategies and policies for protecting cities from climate change and sea-level rise. Ms Fu will present Singapore’s latest efforts in this area, including the launch of the Coastal Protection Code of Practice to guide landowners and the industry in fulfilling their coastal protection obligations.

https://www.siww.com.sg
https://www.linkedin.com/company/siww/
https://www.facebook.com/siww.com.sg

Hashtag: #SingaporeInternationalWaterWeek #SIWW2026

The issuer is solely responsible for the content of this announcement.

Source: ASB

• Bay of Plenty reclaims first place, ending Canterbury’s run at the top
• Canterbury and Otago round out the podium in second and third
• North Island shows broader improvement, with most regions in top half
• Wellington lifts off the bottom rung, but ongoing pressures remain

The Bay of Plenty has taken out the top spot in ASB’s Regional Economic Scoreboard for the March quarter, as regional economic growth remains uneven but continues to broaden across New Zealand.

ASB’s Regional Economic Scoreboard ranks New Zealand’s 16 regions across key indicators, including employment, construction, house prices, retail trade and consumer confidence. In the March quarter, the Bay of Plenty led the country, supported by strong employment growth and solid gains across construction demand, retail spending and the housing market.

ASB Chief Economist Nick Tuffley says the Bay’s performance reflects the strength of its primary sector and export base.

“After a bumper 2025 kiwifruit season and a strong start to 2026, the Bay of Plenty has reclaimed the top spot. Strong export demand and solid employment growth are underpinning the region’s momentum,” says Nick.

Canterbury, which held the top position for much of 2025, slipped back to second place but continues to perform strongly across most measures. The region remains well supported by strong dairy incomes, population growth, tourism and ongoing investment.

Otago retained a podium finish in third place, with strong retail spending and tourism activity supporting household demand, although employment growth has softened.

Five of the North Island’s eight regions placed in the top half of the Scoreboard in Q1, reflecting improving momentum across employment, construction demand and retail spending.

“The regional story this quarter is one of a more balanced recovery,” says Nick. “We’re seeing broader improvement across the North Island, with most regions now sitting in the top half of the rankings.”

Auckland remains mid-table, with growth in retail spending and housing activity supported by migration and tourism, though labour market conditions remain weak.

At the other end of the rankings, Wellington showed some improvement, moving off the bottom of the Scoreboard, although the region continues to face significant headwinds, particularly in housing and construction.

“While it’s encouraging to see Wellington lift from last place, the Capital still faces ongoing challenges. Weak housing market conditions and job uncertainty are continuing to weigh on confidence and activity,” says Nick.

Nationally, economic activity continued to gain momentum in the March quarter: ASB is forecasting March quarter GDP growth of 0.8%.

Employment, tourism and migration all lifted, supporting broader economic momentum, while retail spending remained resilient. However, ASB Economists note that global uncertainty is increasingly shaping the outlook.

“While there are encouraging signs of recovery, storm clouds are looming. Inflation remains elevated and global developments, particularly the Middle East conflict, are expected to weigh on growth, cost pressures and consumer confidence in the short term,” says Nick.

“With inflation expected to remain above the RBNZ’s target for much of 2026 and cost pressures building, the pace of the recovery is likely to remain uneven across regions.”

About the ASB Regional Economic Scoreboard

The ASB Regional Economic Scoreboard takes the latest quarterly regional statistics and ranks the economic performance of New Zealand’s 16 Regional Council areas. The fastest growing regions gain the highest ratings, and a good performance by the national economy raises the ratings of all regions. Ratings are updated every three months, and are based on 11 measures, including employment, construction, retail trade, and house prices.

The full ASB Regional Economic Scoreboard, along with other recent ASB reports covering a range of commentary, can be accessed at our ASB Economic Insights page: https://www.asb.co.nz/documents/economic-insights.html

Source: Impact PR

New Zealand’s largest industrial landowner is set to invest over $110 million in a rooftop solar and battery storage rollout it says will lower production costs for local and export firms while reducing pressure on the national electricity grid at peak times.

Over the next decade, the initiative will see up to 170,000 solar panels installed across the group’s industrial rooftops, creating up to 85MW of rooftop solar capacity, along with battery storage systems to store surplus generation.

Calder Stewart has more than 900 hectares of zoned industrial land across Auckland, Canterbury, Otago and Southland, giving it one of the country’s largest platforms for distributed energy generation.

Its energy arm, Calder Stewart Energy, has already installed solar systems across 17 industrial sites, covering over 152,000m2 of roof space and capable of generating up to 3.6MW at peak output.

The systems are expected to generate about 4.2GWh of electricity a year, equivalent to the annual power use of more than 500 homes.

Sam Stewart, Calder Stewart director, says sector-wide adoption of rooftop solar across the country’s industrial sites could save millions of dollars in avoided transmission and distribution-related costs, while reducing the need for additional grid investment.

He says network losses typically add around 5% to 10% to the amount of electricity users pay for, meaning industrial businesses are effectively paying for more power than they consume onsite.

“If your meter says you have used 100 kilowatt hours, you may actually pay for 105 because of the losses across the network.

“By generating power above where it is used, we can take pressure off the lines network and reduce the cost of moving electricity across the system,” he says.

Stewart says solar will now be integrated as standard into the company’s new industrial developments, while the bulk of existing buildings are expected to be retrofitted within the next 12 months.

He says reducing the delivered cost of power could help lower the cost of producing goods for local and export markets, particularly for manufacturers, logistics firms and other energy-intensive occupiers.

“Every percentage point matters when businesses are operating in competitive markets,” Stewart says.

“If we can help reduce one of the core operating costs for industrial occupiers, that ultimately supports lower-cost production, stronger margins and a more competitive export sector.”

Stewart says the company’s move into rooftop solar reflects a shift in the way industrial buildings are expected to operate as New Zealand businesses electrify transport, heating and production systems.

He says industrial roofs have historically been an underused asset, despite their scale and proximity to large power users.

“We build these buildings and the roof is sitting there unused. The opportunity is to turn that into a productive asset that supports the tenant, supports the grid and creates a long-term return,” he says.

“Our model also avoids some of the land-use tensions associated with large-scale ground-mounted solar by using industrial roof space that would otherwise sit idle.”

Ben Krieble, Calder Stewart Energy manager, says the company’s model allows tenants to access cheaper solar power without needing to fund or own the solar infrastructure themselves.

He says tenants continue to buy power from their normal supplier, but receive a portion of their electricity from the rooftop solar system at a lower cost.

“Because the generation is on the roof, there are no lines charges, no network transmission losses and no levies attached to that portion of the electricity.

“That allows us to undercut the normal retail power cost because we are generating the power where it is being used.”

Krieble says the company can offer longer-term power price certainty, helping industrial businesses manage costs as electricity and lines charges rise.

He says some tenants are being offered power price arrangements of up to 12 years, creating greater certainty for businesses planning around energy-intensive operations.

“It is like fixing a mortgage for a longer term. On the backdrop of rising electricity prices and lines charges, fixing that operational cost line gives businesses more certainty as they plan ahead.”

Krieble says rooftop solar is particularly well suited to industrial property because many tenants operate during daylight hours when solar generation is strongest.

In summer, some sites can generate more electricity than the occupier needs during the day, allowing excess power to be exported to the grid. In winter, solar still contributes to daytime demand, with the tenant drawing the balance from the grid.

Krieble says the economics vary by site, depending on the size of the building, the solar system and the tenant’s energy use.

He says battery storage is the next step in improving the economics of rooftop solar, allowing more of the power generated during the day to be stored and used when demand is higher.

The planned battery rollout would allow more solar power to be used onsite and help reduce demand from the grid during morning and evening peaks.

Stewart says batteries could also play a wider resilience role by reducing pressure on local lines networks during periods of high demand.

“The two peak periods in New Zealand are first thing in the morning and around six o’clock at night. If power has been stored onsite, or batteries have been topped up overnight when electricity is cheaper, that power can be used instead of drawing from the grid at peak times,” he says.

“That has benefits beyond the individual occupier. It helps reduce stress on the national grid and local networks.”

Krieble says once battery storage is added at scale, the company’s rooftop solar network could become a form of virtual power plant.

“When you have distributed generation and batteries across a portfolio, it is not just a generation asset. It can provide services to the network, reduce demand when the grid is under pressure and keep buildings operating from stored power,” he says.

The company’s solar strategy is being integrated into its property development model, with new buildings designed from the outset to support energy generation.

Krieble says this avoids the need for expensive structural upgrades later and makes solar a standard part of the design process.

“The design philosophy is to include the ability to install solar from the beginning. If you have to go back and retrofit structural upgrades, that can become expensive. By designing for solar at the start, it becomes part of the building,” he says.

The rooftop solar programme forms part of a broader energy strategy for the company, which is also exploring standalone utility-scale wind generation across parts of its wider land development platform.

Stewart says more New Zealand commercial and industrial property owners need to start considering onsite generation as part of their long-term strategy.

“Property as an industry has spent decades assuming it can just connect to the grid and get the power it needs,” he says.

“That may still be possible, but businesses should not assume they will be paying the same price forever.”

MERU, PERAK – Media OutReach Newswire – 16 June 2026 – Pertubuhan Keselamatan Sosial (PERKESO) and 7-Eleven Malaysia today formalised a strategic partnership through the signing of a Memorandum of Understanding (MOU) aimed at supporting the rehabilitation, employability, and workforce reintegration of PERKESO-insured persons under the Return to Work (RTW) Programme.

The collaboration will provide RTW participants with access to pre-employment training, practical workplace exposure, workforce readiness initiatives, and potential employment opportunities within 7-Eleven Malaysia’s retail operations.

As Malaysia’s largest convenience store chain with more than 2,700 stores nationwide, 7-Eleven Malaysia is uniquely positioned to offer accessible employment and training opportunities within local communities across the country. The company’s extensive footprint enables programme participants to benefit from opportunities closer to home, reducing barriers to workforce participation while providing a familiar and supportive working environment.

The MOU signing ceremony was held at the Pusat Rehabilitasi Neuro-Robotik dan Sibernik Kebangsaan PERKESO (PRNRSKP) in Meru, Perak, and was attended by senior representatives from both organisations.

Speaking at the event, Tan Sri Dato’ Seri Mohd Annuar bin Zaini, Chairman of 7-Eleven Malaysia Holdings Berhad, said employment plays a critical role in helping individuals regain confidence, independence, and a renewed sense of purpose following rehabilitation.

“Recovery is not only about regaining physical strength. It is also about restoring confidence, dignity and the opportunity to participate meaningfully in society once again. Through this collaboration with PERKESO, we hope to create pathways for individuals to

rebuild their lives through employment and demonstrate that every worker deserves the opportunity for a second chance.

At 7-Eleven Malaysia, giving back to the community is not simply a corporate responsibility. It is a commitment to creating meaningful impact where we can. We are honoured to work alongside PERKESO in helping individuals transition from recovery to employment, enabling them to regain their independence and contribute meaningfully to society once again.”

Under the collaboration, PERKESO RTW participants will have access to pre-employment training programmes, practical workplace exposure, workforce readiness initiatives and potential employment opportunities within 7-Eleven Malaysia’s retail operations. Participants will gain hands-on experience in customer service, product management and daily retail operations, equipping them with practical skills that can support long-term career development and employability.

7-Eleven Malaysia is committed to providing a safe, inclusive, and supportive workplace environment throughout the programme. Participants will receive onboarding, workplace guidance, supervision and ongoing support during their placement journey, in close collaboration with PERKESO.

The initiative is designed to provide more than short-term workplace exposure. By offering real-world experience and structured employment pathways, both organisations aim to create sustainable opportunities that support long-term self-sufficiency and economic participation.

The partnership reflects a shared commitment to ensuring that Malaysians who have experienced workplace injuries or health setbacks are given meaningful opportunities to rebuild their lives through employment. By combining PERKESO’s rehabilitation expertise with 7-Eleven Malaysia’s extensive nationwide retail network, the partnership seeks to bridge the gap between recovery and sustainable employment.

The partnership also demonstrates the important role that public-private collaboration can play in strengthening Malaysia’s social protection ecosystem while increasing workforce participation among individuals recovering from workplace injuries or health-related challenges.

This marks the first formal employment-focused collaboration between PERKESO and 7-Eleven Malaysia. Both parties aim to welcome the first cohort of RTW participants before the end of 2026, with plans to progressively expand the programme to additional locations and participants nationwide.

Through this collaboration, PERKESO and 7-Eleven Malaysia reaffirm their shared belief that every Malaysian deserves the opportunity to rebuild, recover and contribute meaningfully to society, and that no worker should be left behind following a workplace injury or setback.

Hashtag: #7ElevenMalaysia

The issuer is solely responsible for the content of this announcement.

Source: Civil Aviation Authority (CAA)

Acting Minister of Transport with responsibility for Aviation, Hon James Meager, has visited Civil Aviation Authority (CAA) staff to recognise the work of the Aviation Safety Oversight Group and the progress made over the past year to strengthen aviation safety and improve services for the sector.

The visit acknowledged the significant contribution the Group makes to maintaining a safe aviation system while supporting innovation, growth and the day-to-day needs of aviation participants across New Zealand.

Over the past year the Group has delivered improvements across certification, medical certification and regulatory oversight, helping reduce delays and improve the experience of aviation participants interacting with the CAA.

One of the most significant achievements has been the completion of CAA’s certification backlog through the “Get to Green” programme. The programme has improved timeliness and responsiveness, cleared longstanding certification work ahead of schedule and introduced new processes to help prevent future backlogs.

For aviation operators, this means greater certainty, improved turnaround times and more timely regulatory decisions when seeking certifications, approvals and other regulatory services.

CAA Deputy Chief Executive Aviation Safety Oversight Catherine MacGowan said the progress reflected the dedication of staff and a strong focus on improving outcomes for both safety and the sector.

“Our people work every day to support a safe, efficient and resilient aviation system. The improvements we’ve made are helping aviation participants get the services they need more quickly while maintaining the robust safety oversight New Zealanders expect. We will keep working hard to improve our regulatory performance, but it’s great to stop and acknowledge progress towards our goals.”

The Group has also made improvements to aviation medical certification processes, increasing efficiency and supporting better alignment with international best practice. This includes mutual recognition arrangements with Australia that help support workforce mobility and retention across the aviation sector.

The Aviation Safety Oversight Group has also continued to support the safe introduction of new technologies, including autonomous aircraft, advanced uncrewed aircraft operations and emerging electric aircraft programmes.

During the visit, Hon Meager acknowledged the role CAA plays in supporting both safety and economic growth.

“The Aviation Safety Oversight Group at the CAA plays a critical role in keeping New Zealand’s aviation system safe, resilient and fit for the future,” Hon Meager said.

“The team have worked constructively with industry, improved regulatory delivery and helped create an environment where innovation can occur safely.”

He said the achievements reflected the commitment of staff across CAA.

“These results demonstrate the value of a modern, capable regulator that works alongside industry while maintaining strong safety standards. The progress made is benefiting aviation participants and helping position New Zealand’s aviation system for the future.”

CAA Chief Executive Kane Patena said the Minister’s visit was an opportunity to recognise the professionalism and commitment of staff.

“This work is ultimately about supporting a safer and more effective aviation system for everyone who relies on it. I’m proud of what our people have achieved and grateful for the Minister taking the time to acknowledge their contribution.”

Although significant progress has been made, CAA’s Board Chair and Chief Executive both acknowledged that improvements are not yet complete, with a sustained focus over the next 18-24 months to modernise CAA’s regulatory certification and decision-making processes. This will be complemented by the Rules Update Programme (an ambitious two-year plan to modernise aviation’s out-of-date rule set) and a new Business Transformation Programme which will make targeted investments across technology, capability and systems to drive CAA’s performance.