The little businesses that kept Christchurch running after the earthquakes (Part 1)

While in no way wanting to detract from the superhuman effort expended by emergency services and private citizens in the immediate aftermath of the Canterbury earthquakes, I believe there is a group of unacknowledged first responders who worked tirelessly, and often without remuneration. Much attention has been given to big business but the "little people" working away to ensure their local community and environment survives have been given scant attention.

These are the zero-employee (sole trader) businesses that exist throughout Christchurch, all of whom deliver an invaluable service to their local and wider communities. Small businesses dominate New Zealand's industry and make up 97% of all New Zealand enterprise; contributing 30% of gross domestic product.

In 2014, the Ministry of Business reported that 326,000 (69%) of small businesses have no employees (self-employed) and 97,400 (21.2%) have one to five employees. These figures highlight the significant contribution made by zero-employee businesses to the economy. 

I have recently conducted research into the effect of the Christchurch earthquakes on small business, more particularly, those defined as zero-employee businesses.  

The contribution made by zero-employee business owners, which arose out of compassion and concern for their communities, was incalculable in monetary terms. Zero employee business owners cultivate their own unique working environment and develop their own strategies to deal with difficulties that may arise during the day-to-day operation of their businesses.

They are personally responsible for every aspect of the business. They make the plans, execute them and live with consequences of their planning on a daily basis. They favour quick response times and instant action to deal with any situation that may arise.

These attributes set them apart from larger businesses where decision-making may take place at arm's length and the consequences of managing the decisions do not attract the same degree of personal responsibility. It was these qualities that enabled zero employee business owners in Christchurch to become first responders.

Their passion and commitment saw them reaching out to their communities to restore essential services such as water, plumbing and electricity. However, the helping extended far beyond their usual occupations.

They provided much-needed reassurance to anyone in need. One plumber told of an elderly couple who hadn't seen a single person since the quake and were isolated and alone in their home.

Their family was too swamped with their own situation and had effectively abandoned their elderly parents. The plumber was attending to a water problem but ended up staying "for a cup of tea off the clock" because the couple were so desperately lonely and were feeling isolated.

The goodwill and generosity of these zero-employee business owners was exceptional. The altruistic desire to help overrode any need of financial recompense, despite the fact that often the very act of helping incurred financial and personal costs.

Many of the zero employee business owners told of not feeling able to invoice a job because of the dire circumstances of the customer. This commitment often saw their own families and housing situation take a back seat; such was their perceived obligation to their communities. It is this very passion and commitment that was one of the key resilience indicators that enabled zero employee businesses to continue operating in the post-disaster environment.

Studies have identified that those who could derive direct benefit from being helped in the aftermath of a disaster are the ones least likely to seek that same help. Some people believed government agencies would take responsibility, thereby reducing personal responsibility.

This resulted in a lack of motivation and a reduction in effort and commitment, by some during the initial response phase. Interestingly, this did not hold true for the zero employee businesses spoken to, all of whom said they had no knowledge or expectation of any government or outside assistance that may have been available and neither did they need it.

The most common theme that emerged, and that was expressed, was the idea that 'we just had to keep going'.

This acknowledged need "to keep going" is highlighted by the fact that nobody took a single day off even though all businesses were impacted by the failure of the infrastructure they relied on to operate. The skills and abilities of zero employee business owners delivered an outstanding contribution, as first responders, in the aftermath of the quakes, although seldom are the benefits of their contribution recognised, much less appreciated.

Debra Harding worked in residential property management before starting her own company in 2000, which she ran until the earthquakes changed the nature of business in Christchurch. She now runs a consultancy providing liaison between her clients, the Earthquake Commission (EQC), Fletcher Earthquake Repairs (EQR) and private insurers. She also provides a project management service involving the repair of earthquake-damaged residential properties.

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