APRIL 2024 VOLUME 8: ISSUE 4
UNVEILING HIS LATEST E-BIKE
A chat with Whakatane e-bike guru
Anthony Clyde Page 5
AUSSIE FERT COMES TO TOWN
Richard Rennie reports from Australia
6
EMPLOYMENT UPDATE
Talent IDs Kellie Hamlett surveys the employment market landscape Page 9
Business News speaks to Bayfair Shopping Centre manager, Steve Ellingford, about their pioneering win in securing a national sustainability award.
> By DAVID PORTER
Well-known local Tauranga shopping, dining, and entertainment
hub Bayfair Shopping Centre has been certified with a 4 Star Green Star Performance rating by the New Zealand Green Building Council (NZGBC).
Steve Ellingford, Bayfair Shop-
ping Centre manager, told the Bay of Plenty Business News that retail in the area had not been standing still. “It’s growing with the city,” he added.
In a statement, he added that shopping centres were vital touchpoints for the local community so it was a great opportunity to show shoppers how sustainability could be done and raise
awareness of its benefits.
“We know sustainability is important to our shoppers and we are pleased to be able to demonstrate our performance by benchmarking our energy and water efficiency along with many other key initiatives,” he said.
Ellingford, whose own background includes completing an adult apprenticeship in carpen-
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New partners bring specialist expertise to the expanding law firm. Page 15
try, has been with the centre for more than 20 years, including the past 13 as the centre manager.
Reflecting on changes, he told the Bay of Plenty Business News that one of the biggest changes he had seen had been the increase in compliance.
“There’s a lot more involved these days,” he said.
> Turntopage3
Tauranga’s Historic Village hosts Chamber members for After 5 event
Page 14
The
More than 250 new building projects have gained Green Star certification. But Bayfair is the first shopping centre in the country to achieve the coveted 4-star rating for its sustainable operation, signifying best practice, according to Bayfair Shopping Centre co-owners Australasia’s Dexus Wholesale Shopping Centre Fund, and Fisher Funds.
According to Dexus, the group has a $17.4 billion real estate development pipeline and had a sustainability aspiration to unlock the potential of real estate assets to create a lasting positive impact and a more sustainable tomorrow. Dexus added that it managed an Australasian real estate and infrastructure portfolio valued at $61 billion (pro
forma post final completion of the AMP capital acquisition).
Dexus Head of Sustainability, Ramana James said: “Our sustainability aspiration is to unlock the potential of real assets to create lasting positive impact and a more sustainable tomorrow.”
The success of Bayfair Shopping Centre’s latest rating recognised ongoing management initiatives at Bayfair, including: an accredited Environmental Management System plan, procuring non-hazardous cleaning products, conducting regular procurement audits of contractors and raising staff awareness of the sustainable procurement policy through training sessions.
“It was great working with Bayfair Shopping Centre team on their successful rating and seeing the amazing sustainability initiatives underway,” said Bobby Shen, NZGBC’s business development manager – existing buildings.
“Our independent third-party assessors were impressed by the submission and the work put into this building to lessen its environmental impact,” he said.
“The Green Star Performance framework provides managers with a certified benchmark to verify the impact of their initiatives and assess how they can improve the experience for customers, visitors and staff,” added Shen.
“A huge congratulations to all involved, it’s a fantastic achievement.”
According to a statement put out with the award, Bayfair’s management has been innovative in ways to reduce the centre’s environmental impact. Their initiatives include encouraging alternative transport through coordinating ridesharing, EV charging, access to bike end-of-trip facilities and sponsoring and supporting the ‘Wednesday Challenge’ – a pointbased system encouraging and rewarding people for ditching
their cars in favour of other means of transport.
The 440-seat food court demonstrated best practice with what the award described as a unique operation to manage and divert waste from landfill.
There are no customer waste bins in the food court and instead, the food court team collects and sorts 100 percent of the customer waste generated. This helped divert waste from landfill and reduced recycling contamination, further increasing the diversion rate to 56 percent, according to the award.
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In case you missed last month’s edition
> By DAVID PORTER
Tauranga’s local body voters can look forward come July to what has been a rare experience in the last couple of years.
For the first time since the now former Labour government ousted the then council following former mayor Tenby Powell’s abrupt resignation, we are about to return to the classic dogfighting that frequently predominates in council meetings around the country – or local democracy, as we used to call it in Tauranga.
The previous mayor of Tauranga was Tenby Powell, a former local college boy who had left the city and become a successful businessman and a member of the NZ Defence Forces.
Powell’s resignation after a tumultuous few months followed censure by his own council for an angry outburst against his councillors. He followed this by calling on the then minister for local government to appoint a commission to replace a council he termed dysfunctional.
Unlike national politics, councils are frequently largely made up of members who don’t have any particular party affiliations to encourage unanimity.
Powell, despite his experience, was unfortunately unable to ensure that his military and business background was sufficient to ensure successful mayoral leadership.
In December 2020, the then minister of local government, Labour’s Nanaia Mahuta, confirmed that the government would be appointing four commissioners to administrate Tauranga. The commissioners’ terms began in early 2021 and were supposed to last until the next local elections scheduled for October 2022, but this deadline fell by the wayside.
There was also a strong body of opinion that suggested the problem could have been solved by the council simply electing a new mayor from within its ranks. Then Tauranga National MP Simon Bridges described the decision as “dramatic and draconian” adding that Powell quitting removed “a significant
David Porter
source of friction”. He felt it was reasonable to assume the council would have become more functional with the election of a new mayor and councillors.
The new commissioners were “shrewdly” – as Bridges put in a post at the time – to be chaired by former National MP and colleague, Anne Tolley – who has been a regular opinion writer for this magazine explaining some of the thinking behind the commissioners’ moves.
At this point, nominations for the new council and mayor open in April 2024, with elections in July.
At the time of writing, no names had been announced, but there has been plenty of
speculation in political circles about possible candidates. As one well-formed source told me, there are several former councillors who would have been grateful to work under the conditions of the current commissioners who have been largely left free to proceed with their assignment without hindrance. We do not know what went on behind the scenes. But there has been little of that messy public democracy stuff.
This is not to suggest the commissioners have done a bad job, nor to doubt that for many voters there was some relief in feeling that new projects were being launched and followed through.
I doubt anyone is other than pleased that ancient water pipes running under Cameron Road have finally been replaced as one part of the commissioners’ work. But the dozens of businesses that went bankrupt along Cameron Rd because the traffic and parking disruptions resulted in much reduced customer flow will not be compensated. And that will not be easily forgiven or forgotten.
Whakatane-based e-bike guru Anthony Clyde has come up with a dual-use cycle that offers options for both regular commuting as well as rigorous off-road use.
>
By DAVID PORTER
The evolution of e-bikes has meant that cycling is attracting a changing and older demographic, says Whakatane-based e-bike guru Anthony Clyde. “The new design is like a bike SUV,” Clyde told the Bay of Plenty Business News.
Essentially the new Smartmotion Xcapade – and others still in development by major international brands – combines the comfort of a daily commuter bike with the rigour of a mountain bike, and is also now coming in a convenient step-through design.
Until now, Kiwis really have had no choice other than to invest in either a commuter e-bike or an e-mountain bike, which are markedly different in looks, functionality and price.
Clyde also noted that stepthroughs – once seen as rather “girl only” bikes – are increasingly attractive to new older riders who don’t want to be getting their legs over the crossbar that traditionally defined “boys” bikes.
Clyde said he was grateful the stigma once attached to the stepthrough bike design had been shaken. “From a comfort and safety perspective, you certainly don’t get extra strongman points for getting a leg over a cross bar these days, either around town or on the trails.”
Clyde said the combined commuter/trail bike approach was the big new category. “All
the global brands have them in development.”
But Smartmotion (which Clyde is working with) says it is ahead in this trend.
“The bike combines two categories,” he said. “They can take to significant trails, plus they offer comfort around town. And everything is a bit easier on the butt.”
Clyde feels he is now one step closer to the perfect adventure e-bike, combining hardiness, good looks and comfort in a way the international e-bike design community previously thought impossible.
And he’s winning plaudits. The bike recently picked up a design award at a major international Trade Fair in Shanghai and Consumer Magazine NZ has given it their top tick of approval with a Highly Recommend rating.
New Zealand was chosen as the place to launch the Kiwi’s latest creation. Since 2007, Anthony has been regarded in the industry as a serial inventor in the international e-bike industry. The previous major invention he was involved with was the UBCO 2 x 2 electric utility vehicle, which has globally transformed farm and utility transport.
Bay of Plenty Business News first interviewed Clyde many years ago with his friend Tim Allen, a co-founder of UBCO who went on to serve a term of several years as that company’s chief executive.
Clyde said that he understood and was excited to learn recently
AnthonyClydewiththe SmartmotionXcapade. Photosupplied.
that a large Australian government organisation, which at this stage cannot be named, had placed a significant UBCO order.
Clyde continues to design in his workshop in Whakatane, encouraging his cycling mates to test bikes on some of New Zealand’s most daunting terrain –and riding them himself on his self-built test-track.
Clyde is regarded in the industry as a consummate researcher of how technology is evolving with makers of various bikes and e-bike components around the world.
With his latest invention Clyde predicted that once on the market, there would be a few surprised people around who still believed it was an impossible design feat – to create full suspension in a step-through frame.
“We’ve made the leap in terms of product development and I’m genuinely excited to see how the Xcapade is going to change things up,” he said.
“It’s going to get more people on bikes around our cities and on our trails and that’s just a win on every wellbeing and environmental front.”
• The Smartmotion Xcapade is available for pre-order through Electrify NZ and select retailers.
• More information can be found at https://electrify.nz/ smartmotion/smartmotion-xcapade-ebike
• Consumer Magazine NZ has given it their a Highly Recommended status.
• The bike recently picked up a design award at one of the world’s largest cycle trade fairs, China Cycle in Shanghai.
Until now, only the most passionate e-bike fanatics could justify the cost of owning both a commuter e-bike and an e-mountain bike. Clyde said he had brought the best of both together.
“My vision for this new e-bike is that users can spend their leisure time tackling offroad trails up to grade 3 all over New Zealand thanks to its dual suspension, while also using it on their daily commute.
“And it’s accessible to many more people as it’s around half the price of comparable e-bikes.”
He said e-mountain bikes had traditionally been built to a far higher spec than commuter e-bikes.
These had always been under-engineered for off-road use and without rear suspension,
so were generally too unforgiving on off-road trails.
“Developing a true adventure e-bike that can handle both on-road and off-road has been one of my toughest design challenges, but I’m proud to say we’ve cracked it,” said Clyde.
The design journey, he said, has been all about finding the “sweet spots”, combining the ease of a step-through frame with the comfort of dual suspension. Making the frame stiff enough for responsive trail riding, but not so much so that it is too heavy.
“The reality is Kiwis don’t have much left over in their pay packets right now to justify things perceived as luxury items. So, an ‘SUV e-bike’ that can cover a range of tasks, but is still affordable, just makes sense to me.”
Early April marks the arrival of a new fertiliser heavyweight into Tauranga, with Australian company Marnco making its first play in the high-volume New Zealand farm fertiliser market.
> By RICHARD RENNIE
Dropping anchor on the doorstep of entrenched farmer co-operative fertiliser company Ballance Agrinutrients is a move Marnco’s managing director Mark Been said he has been working on for some months.
“We have got three Kiwi staff on board now, and have a [Tauranga] site secured, along with a site in Timaru,” he said.
The company will be discharging its first shipment of superphosphate and DAP fertiliser at the Totara Street site, previously used by Genesis Energy for coal handling. The first shipment is scheduled for arrival early April with 30,000 tonnes of product and Been said interest in the company’s arrival has been high among industry players and farmers.
“We see ourselves entering the
market as a low-cost low overhead company. We are not going to be everything to everyone. Our focus is going to be on bulk nitrogen, phosphate and potassium, and doing it right.”
Active in the Australian farm fertiliser market since 2019, Marnco has established a solid foothold in South Australia and Victoria, claiming about 20-25% market share in those states and hitting 400,000t of sales volume last year.
This amounts to about eight percent of the Australian market and represents about a fifth of New Zealand’s total annual market volume, of which about 40% is superphosphate.
Been said making a move across the Tasman was a natural progression, and he saw the company enjoying some benefits of scale by incorporating New Zealand into shipping delivery rotations.
He said he sees the NZ fertiliser market as one that carries some significant overheads amongst its existing players, and as a result prices tended to sit 5-10% higher than in Australia, depending upon product type.
He likened Marnco’s entrance to the food industry where the supermarket trade is dominated by two large, entrenched players.
“If this was the supermarket sector and Ravensdown and Ballance are Foodstuffs and Woolworths, then we are the Aldi.”
The company is considering a range of distribution options, and uses giant United States based fertiliser company Nitron as its main supplier for product.
The New Zealand fertiliser market has passed through a particularly tough year, thanks in part to challenging climatic conditions last year, and lower than expected farm incomes. These pushed last year’s market down to 1.6 million tonnes, well back on its long-term average of 2.0 million tonnes.
“We are very conscious of just
Marncomanagingdirector and founder Mark Been in the company’sGeelong,Australia, depotpreparingtolaunchinto the New Zealand market.
how tough the New Zealand market is, we are under no illusions.
“But we see the New Zealand market as one that is quite highly serviced, with larger overheads as a result.
“Those large overheads can only be recouped through higher prices. We question whether the value of the existing co-operative structures are getting translated to farmers.”
Been said Marnco is open to considering several distribution models to optimise prices to farmer customers.
Embarking on the journey to owning your own business can be both exhilarating and daunting. For many aspiring entrepreneurs, buying into a franchise presents a compelling opportunity to kickstart their dreams with a built-in support system. From training and guidance to established brand recognition, the franchise model offers numerous benefits for those seeking a structured approach to business ownership.
So, how does one navigate the intricate process of becoming a franchisee?
In this guide, we delve into the essential steps and considerations involved in franchise ownership.
1. Exploring options: The first step is to explore available franchise opportunities. Many franchisors provide detailed information on their websites, inviting prospective franchisees to reach out for further details. It’s essential to conduct thorough research to understand the industry, brand
BY NATHAN BONNEY
reputation, and business model before proceeding.
2. Determining new or existing business: Depending on whether you’re considering a new franchise or an existing one, the process may vary. Existing businesses operating under a franchise brand may involve interactions with business brokers or current owners, alongside approvals from the franchisor.
3. Preparing yourself: Applying to become a franchisee is akin
to applying for a job. Reflect on your goals, skills, and investment capacity. Seeking professional advice from financial and legal experts specialising in franchising is crucial to making informed decisions.
4. Initiating contact: Making initial contact with the franchisor marks the beginning of the interview process. Presentation matters, whether it’s through filling out online forms or making phone inquiries. First impressions can significantly influence subsequent interactions.
5. Engaging in the interview process: Expect a series of interviews and meetings with the franchisor and possibly existing franchisees. These interactions aim to assess mutual suitability and alignment with the franchise’s culture and expectations.
6. Reviewing documentation: Upon progressing through the interview stages, you’ll likely be required to sign a confidentiality agreement and complete an appli-
cation providing detailed personal and financial information.
This step precedes the sharing of detailed franchise information.
7. Conducting due diligence: Thoroughly review the franchise disclosure documents and seek legal and financial counsel to ensure a clear understanding of the terms and obligations. Background checks and further discussions may be conducted to finalise the decision.
8. Finalising agreements: If both parties are satisfied with the discussions and assessments, the franchise agreement will be signed, accompanied by necessary payments. This marks the official commencement of the franchise journey.
9. Commencing operations: With the legal formalities concluded, the focus shifts to setting up the business, receiving training, and integrating into the franchise system. Ongoing support and guidance from the franchisor will play a pivotal role in navigat-
ing the initial stages of operation.
10. Maintaining communication: Effective communication with the franchisor fosters a collaborative relationship essential for long-term success. Transparency about concerns or changes in circumstances ensures a constructive partnership.
Franchise ownership demands dedication, adaptability, and adherence to established systems. While the journey may present challenges, the rewards of owning a successful franchise can be immense.
By following a structured approach and leveraging the support provided by the franchisor, aspiring entrepreneurs can embark on a fulfilling entrepreneurial endeavour within the framework of a proven business model.
Nathan Bonney is a director of Iridium Partners. He can be reached at nathan@iridium.net.nz or 0275 393 022
Leading advertising agency
DDB Aotearoa and pioneering kaupapa Māori agency Whare Creative have today announced a unique partnership that will see them working together under a new brand, Takitoru.
Takitoru will provide a full communications suite from strategic consultation to ideation, design and execution. Importantly it will offer existing and new clients the powerful combination of two award-winning creative teams utilising te ao Māori frameworks with the tautoko (support) of a joint workforce of 240.
Bridgette Tapsell, founder of Mount Maunganui-based Whare Creative and Priya Patel, CEO of DDB Group Aotearoa, say the partnership is an exciting step forward for both agencies. “We have worked together for the past 18 months and saw that by coming together we could offer more value to our clients and our people.”
Bridgette said the partnership demonstrates DDB Aotearoa’s
DDB Aotearoa and Whare Creative at WhakauemaraeinMaketu,BayofPlenty.
commitment to being a tangata tiriti/genuine ally to Māori and shows Whare Creative’s promise to its kaupapa to offer the world an indigenous, creative solution to pressing issues around equity and diversity, climate change,
affordable housing and, most importantly, the hauora of its people.
“This world view has resonated with many non-Māori clients and has widened our scope of mahi and impact. For us this
next step makes perfect sense,” she said.
CEO of DDB Group Aotearoa, Priya Patel, said that the two agencies had taken time to get to know each other and work together with Whare Creative (formerly Whare PR) advising them in the cultural creative space for their clients.
“It has been a meeting of minds, hearts and wairua and we wanted to formalise our partnership. This model sees us join together to create a third entity, which will give us and our clients unexpected opportunities,” Priya Patel said.
Bridgette Tapsell added that some of the DDB leadership team came to her marae last year.
“We had a wānanga about our joint intentions and aspirations for Aotearoa. We all left excited and determined to move forward together,” she said.
Tapsell maintains mana motuhake/ownership of her agency, and will continue to service existing clients, but the holding company behind Takitoru will have respected kaiārahi Rangi
Ahipene, who works at Whare Creative, join as an equal partner.
“Whakareia tō kura ahurea Māori hei tauira mō te ao. We are thrilled to be entering into this partnership brand, to continue our vision of sharing our culture and values with the world,” said Ahipene.
He explained that Takitoru is a Māori word (noun) which means a group of three; the three being created from the combination of Whare Creative and DDB Aotearoa, that when twisted together like two strands of flax fibre (muka), create a third, much stronger fibre.
“The third aspect has its own magic and special quality, creating new stories and relationships that are only possible through our shared thinking and knowledge,” he said.
Patel said the arrangement will also see DDB utilise Whare Creative’s cultural uplift services, where employees will have access to te reo Māori and tikanga courses, and cultural development related directly to the media industry.
Chartered Accountants Australia and New Zealand (CA ANZ) is pleased to see the Government welcoming a recommendation from the Finance and Expenditure Select Committee that it pulls back from implementing a blanket 39 per cent trust tax rate, saying it recognises that trusts are created for a variety of reasons and not just to avoid paying the top tax rate.
A proposal to tax all trusts at a 39 per cent rate from 1 April 2024 would have significantly overtaxed most New Zealand trusts, with the Government’s own data showing that nearly half (46 per cent) had income of less than $10,000, said John Cuthbertson FCA, CA ANZ’s New Zealand Tax
and Financial Services Leader.
“Low-income trusts, often set up to protect assets, give to charity and provide for the welfare of beneficiaries, would have faced a leap in their taxation rate to 39 per cent. The current trustee rate of 33 percent already leads to an element of over taxation for many trusts.”
The Finance and Expenditure Committee today recommended a two-tier tax rate structure for trusts, based on CA ANZ’s own proposal, but with a much lower ‘de minimis,’ of $10,000, where trusts with income over that figure would be taxed at 39%.
“The recommendation is great news for trusts which generate relatively small amounts of
income and were set up for a variety of reasons other than avoiding tax,” Cuthbertson said.
“CA ANZ proposed a de minimis of $100,000, to provide fairer
taxation to more trusts, but overall we’re pleased that the committee has listened to all the submitters who supported the concept of a two-tier regime.”
“A $50,000 de minimis would have covered 74 per cent of trusts and would better “right-size” the alignment of tax rates – but the current $10,000 level will at least prevent over-taxation of 45 per cent of trusts.”
Inland Revenue data shows the contrast between the number of trusts and the income they generate.
In the year ending 31 March 2022, 89 per cent of trusts had taxable income significantly below $180,000 which is the 39 per cent tax rate income threshold for personal income tax.
At the same time, the top 11 per cent of trusts earned 81 percent of total trust income ($15.7 billion) before allocation.
March was a busy month on the tax development front, where we finally got the detail of some important property related changes, plus some other bonus changes that were introduced at the last minute before the legislation was passed. Some of these will impact forecast tax payments for the current tax year, others may impact decisions around buying or selling property, and we look at the key changes below.
As expected, the ability to claim tax depreciation on commercial buildings has been removed with effect from the start of the 20242025 tax year. For businesses with a March balance date, this will be from 1 April 2024, but for December balance dates for example it applies from 1 January 2024. There are some exceptions to the rule for buildings that are expected to have a useful life (in Inland Revenue’s eyes) of less
than 50 years – this includes things like coolstores and farm buildings for example.
Fitout of commercial buildings also remains depreciable provided these items are separated out from the building structure cost.
If you have not separately depreciated fitout of commercial buildings acquired since 2020 it will be possible to request that a portion of the total cost be allocated to fitout and amend the relevant tax returns, provided the market value of the fitout can be established.
Interest payments on mortgages for residential investment property will be phased back in, although not as quickly as the National Party had campaigned on. From 1 April 2024 80% of interest will be deductible, with interest being fully deductible
BY ANDREA SCATCHARD
from 1 April 2025 onwards. The exception to this is for new builds where interest remains 100% deductible in all years.
As campaigned for by the National Party, the ten-year bright line test for residential property will be reduced to two years. This will apply from 1 July 2024, meaning that properties bought before 1 July 2022 will not be subject to the bright line rules if a conditional agreement for sale is entered into
on or after 1 July this year.
There are also some taxpayer favourable changes to the way the main home exemption operates (to revert back to looking at the predominant use of the property) and the extension of rollover relief for transfers between associated persons.
In response to perceived over-taxation, the rule that treats trading stock disposed of for less than market value to be deemed as having been sold at market value has been removed for donations of trading stock to charities and for other disposals in the course of business (such as for marketing purposes).
The market value rule could still apply though where trading stock is donated to entities that are not charitable (this could include individuals and non-prof-
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its that either can’t or haven’t registered as charities), unless there is some benefit to the business that is donating the stock.
Trustee tax rate de minimis threshold
The trust tax rate rose to 39% from 1 April 2024 (or the equivalent start to the 2025 tax year), but a last-minute change to the legislation allows the 33% rate to continue to apply to trusts with trustee income up to and including $10,000 (after deductible expenses).
This lower rate is also extended to certain types of trusts, regardless of income level, such as disabled beneficiary trusts and deceased estates.
If you would like help understanding how these changes affect you, please contact a tax professional.
Andrea Scatchard is a Tax Partner at Deloitte, based in the Bay of Plenty. She can be contacted on ascatchard@deloitte.co.nz
A Kiwifruit and Water Storage Development project in Raukokore and Waihau Bay continues to cultivate more economic development and employment opportunities with the most recent development being a further eight hectares of land developed in Waihau Bay.
The project, which began with funding sought by Te Whānau a Maruhaeremuri Hapū trust, included two linked projects, the Raukokore/ Waihau Bay community irrigation scheme and the development of an initial kiwifruit orchard which would be irrigated by the Raukokore/ Waihau Bay irrigation scheme.
The long-term strategy for the kiwifruit orchard development project was to see 200 hectares of low-returning Māori-owned land with high horticultural potential, located across multiple Māori land blocks in Raukokore and Waihau Bay, developed into kiwifruit orchards. The 30-year partnership with local iwi would see these orchards provide sustainable, permanent employment opportunities and economic growth for the area, with revenue generated from the high-value crops packing at SEEKA™.
The initial orchard, Wai o kaha, saw many local trusts and investors coming
together to lend both land and $5,200,200 of funding towards the project. 40 hectares of kiwifruit were planted across five orchards, Tawaroa, Otaimina, Raekahu, Toopu and Orete. Produce company and local employer, SEEKA™ is investing in the Wai o kaha project and is also the orchard developer, which sees SEEKA™ planting the vines, running the orchard, and hiring local employees, which in turn provides benefits to the local community. The development project began in late 2020 with Tawaroa and Orete orchards followed by Otaimina orchard in 2021 and Raekahu and Toopu orchards in 2022.
Seeka also provided a share of the funding for the Ngutupiri development, where a further 12 hectares of land was developed for kiwifruit in Te Kaha with the plants coming from a local Te Kaha nursery.
The most recent joint venture between local landowners, investors and Seeka has seen the monetary investment of $2,100,400 provided for the Waihau Bay project. Seeka, who provided $1,050,000 toward the project, is also running the development from the ground up, with the produce company preparing the land with structures and shelters installed, ready to plant kiwifruit this winter.
Within a blink of the eye, somehow, we’re already into April 2024.
The employment landscape in New Zealand has been in a state of transformation for some time now, steered by innovation in technology, global economic shifts, and societal changes. As we step into the second quarter of the year, we discuss the latest employment law changes and the upcoming landscape for Kiwi businesses.
The Government has announced an increase in minimum wage rates from 1 April 2024. The adult minimum wage will go up by 2% from $22.70 to $23.15 per hour. The starting-out and training minimum wage will go up from $18.16 to $18.52 per hour. This reflects ongoing efforts to enhance worker well-being and address income disparities.
re-activation
The Bill to extend the 90-day trial period to all Kiwi businesses, regardless of their size, was passed in December last year. Previously, these trial periods were exclusive to employers with
less than 20 employees. Now, all employers can utilise the trial period and we can expect this decision to boost the confidence of Kiwi organisations looking to hire new talent.
Last December 2023, the Fair Pay Agreements (FPA) Act was repealed. The FPA Act was only in force for one year and no FPAs were finalised during this period.
> In January, the Worker Protection (WPME) Act came into force.
The repeal of this Act means that there is no longer any possibility for FPAs to be sought or bargained for.
2023 was a busy and challenging year for Immigration NZ. A significant highlight saw it being the first full year of open borders since 2019. New visas were introduced, including the Recovery Visa to support the country’s clean up after the devastating Cyclone Gabrielle, and the Skilled
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Migrant Category to support our country’s workforce.
In January, the Worker Protection (WPME) Act came into force. This Act introduces an offence and penalty regime to deter employers of migrant workers from breaching their legal obligations.
Under the new WPME Act, Immigration Officers have the right to request documents (i.e. timesheets, leave records or any other document relating to the migrant employee’s employment), from employers regarding their migrant employees.
Employers must then respond within 10 working days of these requests. If an employer fails to provide the requested documents in the required timeframe, the organisation may be issued infringement notices and can be up for high penalty fees.
Immigration NZ announced earlier this year that the median wage would increase to $31.61 per hour. This increase applies to the following visa categories: Skilled Migrant, Green List Straight to Residence, Work to Residence and Parent Category.
This means for migrants employed under these visa schemes, the wage threshold
BY KELLIE HAMLETT
is the lowest hourly rate those employees can be paid in order to be granted the visa.
It is noted, this increase does not apply to the Accredited Employer Work Visa (AEWV), which will remain at the current rate of $29.66 per hour.
As our nation continues to navigate through challenging economic conditions, and a new coalition government, the road ahead looks challenging and uncertain. Yet, it also presents opportunities for growth and resilience and Kiwi businesses are no strangers to having to adapt and grow during challenging times.
Talent ID are Recruitment Specialists and can support you through your recruitment process. Please feel free to talk to us about this by calling 07 349 1081 or emailing kellie@talentid.co.nz
Business continuity is the ability of a business to continue operating critical business functions during and after a disaster event. The goal of having a Business Continuity Plan (BCP) is to ensure that a business can maintain critical functions and recover quickly from various disasters. Or at worst, minimise downtime while services are restored. This concept is not new, and we have touched on it in previous articles.
Some of the events that can cause a BCP to be enacted are natural disasters (floods, earthquakes), technological disasters (cyberattacks, hardware failure), man-made disasters (industrial accidents, civil infrastructure failures), and health emergencies (global pandemic, critical health and safety incidents).
Many disasters are out of your control to mitigate. What you can do is to implement measures to protect your business from the fallout of these events.
The initial safeguard you can implement is systems redundancy. If you have duplicate systems already in place when the primary system fails, they will take over and ensure your business operations continue. This is not recovery but continuity – and that is best.
The next is backups. We all know that backups are important, but maintaining effective backup procedures is critical for recovering from a disaster. While this may not provide the continuity that redundancy does, it is often much cheaper and easier to maintain.
Ideally, you should implement a 3-2-1 backup strategy: 3 copies of the data (original device, external hard drive, cloud storage), stored on 2 different types of storage (physical and cloud), in at least 1 offsite location (cloud) in addition to the onsite copies. These backups must also be tested regularly to ensure that they are usable.
An excellent eventuality to
BY EZRA RENTOUL
prepare for is ensuring your staff can work from alternative locations where viable, such as working from home. This will ensure that your business can continue to operate at least to some extent, while the primary business location is made available again. Many businesses have already experienced this requirement during the lockdown periods. The last resort is insurance. It is the oldest, most commonly used, and best understood
disaster recovery measure. If worst comes to worst, you will at least have financial support to recover and restore business functionality.
Having redundant measures or backup strategies is all well and good, but if nobody knows how to apply these strategies, the effort has been wasted.
Ensuring the right people are regularly trained in how to implement both the redundant and backup measures is critical. You must also ensure these measures are regularly tested to ensure they are operating as intended, else you may find them non-functional when you need them most.
Having a written and agreed upon course of action will allow you and your staff to respond rapidly to these disasters as and when they occur. These written plans are known as Business Continuity Plans (BCP) and Disaster Recovery Plans (DRP).
The best way to ensure BCP plans remain precautionary mea-
sures, is by integrating some of the following:
• Regular risk assessments allow you to apply risk mitigation strategies and prevent some disasters before they even occur;
• Training and awareness programs help your staff to better protect your business by being more vigilant in their daily tasks;
• Cross-training and succession planning are also crucial in allowing critical roles to be filled by multiple people as required, if the primary person is unavailable.
Creating and implementing solid Business Continuity and Disaster Recovery plans ensures your business will not only survive, but possibly even thrive through any disaster.
Ezra Rentoul is a Technical Engineer at Stratus Blue. He can be contacted at assist@stratusblue.co.nz
There has been much discussion in recent months about the debt issues the local government sector is experiencing and the need to find new ways of funding vital community infrastructure, particularly in fast-growth centres like Tauranga.
> By ANNE TOLLEY, TAURANGA COMMISSION CHAIR
The need for investment is driven by community growth (Tauranga’s population has grown by around 30% in the last 10 years); having to catch-up on an underinvestment in infrastructure over the last decade and beyond; AND to provide for future
growth in the face of significant increases in construction costs, with the price of many infrastructure project components increasing 20% or more in the last couple of years alone.
As a result, councils like ours are having to take on more debt to build the new infrastructure needed to cater for their growing populations and renew existing, aging infrastructure, such as the water, wastewater and stormwater systems we must have, and the roads we get around on.
Here it’s worth noting Standard and Poors’ February commentary that local government debt in New Zealand is “very high on a global scale and is rising more than our previous expectations”. One of the key reasons for that is that there is a greater reliance on local government here to deliver and fund infrastructure, compared to other countries.
So what’s the solu-
tion? It’s a complex mix of prudent, but timely investment; managing costs; balancing rates, fees and charges; selling some assets to invest in new assets for the city; and leveraging debt as a significant component of local government infrastructure financing. That’s because debt allows councils to spread the financing cost of community assets over 20-plus years, which helps make them affordable. Just as importantly, it means repayments are funded in an intergenerational way by the people who are using and benefitting from those assets, not just those who were ratepayers when the asset was constructed.
Most infrastructure assets have lifespans ranging between 30 and 100 years, so debt allows the financing period to be more aligned with the period the assets will be in use for.
Debt needs to be serviced by appropriate revenue streams and the way that revenue is gathered also needs to be equitable. TCC goes to significant lengths to ensure that, as far as possible, ‘growth pays for growth’, through
development contributions, and we also work hard to identify and access any available external contributions, such as Government grants.
And of course, debt has to be ‘prudent’, both for the council and for those whose rates and other contributions (like parking charges, for example) are needed to fund debt repayments.
TCC’s primary lender is the Local Government Funding Agency (LGFA), which is jointly owned by all of the councils which borrow through it. The prudent debt limit applied by the LGFA for TCC’s total borrowing (in the 2024/25 financial year) is that debt cannot be more than 2.9 times our revenue (reducing to 2.8 times in future years). Our expected debt for 2024/25 will be well within that limit, but with a number of large and costly infrastructure projects on the horizon over the coming years, the council will be closely managing debt and revenue to ensure these streams are aligned and that debt funding remains affordable. One of our key actions we will be investigat-
ing a future structure for three waters service delivery which will maintain ratepayer ownership, but allow the debt related to water, wastewater and stormwater infrastructure to be held off the Council’s balance sheet.
So in summary, debt is needed to allow essential infrastructure investment; increased debt can raise affordability concerns; but not increasing debt will also have negative economic and social impacts.
As commissioner Stephen Selwood says, the bottom line is that the community pays either way.
“It’s a choice between raising debt to fund needed investment, while working within prudent debt levels and considering the impact of borrowing on rates affordability, or deferring investment and suffering lost productivity and increased costs through inflation, congestion, rising house prices and a lack of the amenities a growing city needs.”
Which says that while it’s a complicated equation, debt is not a dirty word – it’s a necessity of sensible local government.
In February, Bay of Plenty Business News columnist Freddie Bennett attempted the world’s toughest, coldest footrace: running 250km across the frozen Arctic in five days, carrying all his food and survival supplies on his back. He reveals the lessons he learned from the sub-zero wilderness that you can use to win at work, and at home.
“The cold wants to kill me.”
One solitary thought playing on repeat inside my head as I trudged through knee-deep snow. Somewhere beneath my feet, the ice cracked and splintered, with a sound like a gunshot.
I was too tired to react. Running across the endless, sterile expanse of a frozen lake for five hours had dulled my senses. I had lost all sense of time, momentum, and – more worryingly – feeling in my fingers and toes.
If this wasn’t concerning enough, I had another 35 kilometres to run that day. I would then get a few precious hours to eat by candlelight and dry my snow-sodden clothes near a tiny wood burning stove. Then I would rise before dawn and run another marathon over galeswept mountains and through haunting, snow-covered forests in temperatures that would fall to -45 degrees. Then the next day, I would run another marathon, followed by a 65-kilometre ultramarathon the day after.
Upon this journey, I would experience frostbite, snow blindness and hallucinations. I would get so disoriented in blizzard conditions that I’d collapse and fall to the frozen ground. I’d encounter extreme hunger, tearful breakdowns, blisters … and a head-on collision with two reindeer in the dead of night.
Why would I want to do this?
Why the goal to become the only person in New Zealand to fly
12,000 miles to the Arctic circle and attempt the world’s toughest, coldest multi-day ultramarathon?
The long answer is in my article from February’s issue of Bay of Business News.
But the short answer is this: To prove to YOU that you can achieve more in your career and your life.
I’m not a runner, an athlete, or one of these square-jawed ex-special forces types. I’m just an everyday guy who not so long ago was a corporate exec with a beer belly, a mental health problem, a crippling mortgage and a severe case of imposter syndrome.
To help you on your journey through the perilous corporate landscape, here are my five lessons learned from the Arctic.
I was running through the deadliest place on the planet. The cold, the snow, the ice and the wildlife (polar bears) all had the capability of sending me back to New Zealand in a box.
But the greatest risk to me, was me. My actions, my behaviours and decisions would ultimately make the difference between success and failure, and, in a couple of hairy moments, life or death.
The same applies to you. Where are you tripping yourself up? Why are you making things hard for yourself? You know what you need to do. You can clearly see the action you need to take.
The real issue isn’t the client, the economy, the supplier, the employee or the technology. The
real issue is you. Get out of your own way.
Stop waiting for permission to be great I had no right to be in this race. I was too old. Too busy. I lived too far away. I wasn’t fit enough. I wasn’t prepared enough. Surrounded by a bunch of seasoned athletes and explorers, I was almost crippled by imposter syndrome.
Who was I to believe I could do something this special?
But despite the doubt, the fear and the severe lack of confidence, I went ahead and did it anyway.
You do not have to seek permission to do great things. You do not have to wait for the perfect moment. You do not have to wait for things to be ‘less busy’.
You have to act. Even if you don’t feel like it. Even if you doubt yourself. The only permission you need is your own.
The best way to build momentum over the frozen mountain peaks and across the barren icy landscape was to dumb things down and keep it simple: Stay hydrated; Keep eating; Don’t stop moving; If I’d ignored the fundamentals, my race would be over.
Yet, at work, 99% of people look for the advanced ‘secret’ tactics, habits and hacks before ever nailing the absolute fundamentals.
The top 1% of performers are simply better at the fundamentals
than anyone else.
Whatever your goal, ask yourself: “What are the absolute non-negotiables here? What do I need to get right every single time, no matter the circumstance or situation”.
The answer reveals where you should be focusing your efforts.
I spent many years of my corporate career skating on thin ice, but there were moments in the Arctic that were some of the darkest and most perilous of my life.
You’ve experienced this feeling: That plummeting sensation in your stomach that makes you believe that nothing will ever be good again. The paralysing, confusing terror when you realise you’ve messed up and there’s no getting out of it.
But these moments when you want to curl up in a ball and cry are when you must move forward.
It doesn’t matter if it feels like you’re going through hell in your career: The best opportunities are always ahead of you.
Have a story to tell
The quality of your life directly
correlates to the number of stories you have to tell.
Simply having money in a bank account, an impressive-sounding title on LinkedIn or a Porsche on the driveway does not tell a compelling tale.
This isn’t about accumulating. It’s about living (and I say this as a card-carrying capitalist). Think about everything you’re working for, everything you’re sacrificing: None of it really matters unless you have a story to tell.
Put yourself on a mission that you truly believe in. Say ‘yes’ to the things you wouldn’t (or shouldn’t). Do the things you believe you cannot do.
Your colleagues, clients and kids don’t want an elevator pitch, nor a verbal recital of your CV. They want to hear your story … and see you live it.
As the finisher’s medal was placed around my neck, I realised this chapter of my story had ended. I have the memories, the scars and the frostbite.
I ran this race to prove that with the right knowledge, mindset and habits, everyday people can achieve remarkable things. So, if I can go from a frozen rock bottom to the icy peaks … imagine what you can achieve.
Freddie Bennett is a Guinness World Record holder, bestselling author and leads New Zealand’s leading mastermind group for professionals: Professional Superheroes. He gets businesses unstuck, unshackled and unleashed. Freddie can be contacted at hello@freddiembennett.com
Renowned chef Nick Honeyman, co-owner of the esteemed Paris Butter restaurant in Auckland, has achieved a remarkable feat in the culinary world. His restaurant, Le Petit Leìon, nestled in the idyllic South of France, has been awarded a coveted Michelin star, firmly establishing itself among the culinary elite.
Operated by Nick and Sina Honeyman, Le Petit Leìon joins the ranks of only 52 restaurants in France to receive this prestigious accolade, a testament to the couple’s dedication and culinary prowess. The Michelin Guide commended the restaurant for its “masterfully intelligent” offerings, recognising Nick’s exceptional talent and innovative approach to cuisine.
Avocado enthusiasts in New Zealand may remember the celebrated chef from 2015 when he served as an ambassador for the “Best in NZ” series, highlighting the exceptional quality of New Zealand produce which included
our amazing locally grown avocados. Nick visited an orchard in the BOP and marvelled not only at the taste and texture but also at the wonderful health benefits of avocados. This achievement underscores the significance, versatility, and quality of locally sourced ingredients, whether for creating extraordinary culinary experiences or nutritious
and delicious home cooking.
In addition to his culinary endeavours, Nick Honeyman remains committed to fostering culinary excellence and promoting New Zealand’s vibrant food culture. His unwavering dedication and culinary innovation continue to inspire aspiring chefs and food enthusiasts worldwide.
Te Rūnanga o Ngāti Awa have officially blessed the Bay of Plenty’s newest solar farm, near Edgecumbe, and gifted the name ‘Omeheu’ in recognition of the how the area sustained the people of Ngāti Awa for generations.
Omeheu solar farm will use the sun’s energy to generate approximately 41 GWh of electricity per year, which is enough electricity to power over 5,800 homes.
The 30ha solar farm site is a joint venture being developed by Far North Solar Farm and Aquila Clean Energy Asia Pacific.
Far North Solar Farm director Richard Homewood says early works will start soon on the site with construction due to follow later in the year.
“We tautoko Te Rūnanga o Ngāti Awa’s view that Omeheu solar farm fits with the sustainability korero which is historical to the area. Generating renewable energy is the future of the electricity market in New Zealand and this is something that we’re proud to be involved in.”
The joint venture was also committed to supporting Te Rūnanga o Ngāti Awa’s vision of sustainability and higher education by supporting two rangatahi from the iwi with electrical apprenticeships aimed at establishing careers in the field of energy.
The partnership will also
‘We will support you’
I’m the first to admit that sometimes I get it wrong. I try to be true to my word and follow through on commitments when I make pledges. But sometimes I forget, or circumstances take over and I find, often inadvertently, I’ve broken my word.
For example, in January I pledged to try harder to keep in contact with a couple of my oldest friends. I messaged one of them today for the first time since January. That’s a fail in anyone’s book, but I didn’t consciously choose to fail – I didn’t decide not to contact my friend for three months – circumstances simply overtook me and life got in the way.
Some of you will no doubt say, “That’s a copout – an excuse for self-absorbed laziness.”
But, in my defence, I meant it when I said, ‘I will try harder.’ Although I thought about it more, I just didn’t follow-through quickly.
Yet, if I got a message from the same friend today saying, “I’m unwell and I’ve been given six months to live”, I’d be on the phone and on a flight instantly.
We have to prioritise and
with the best will in the world, sometimes the, ‘Hello, how’s the weather there?’ phone call just doesn’t make the cut … and sometimes the, ‘Just tell me what I can do, I’m on my way’ call does.
Our team at Bay of Plenty Business News works hard to provide interesting and useful news and information to businesspeople across the Bay of Plenty.
We also know that numerous successful businesses across the region rely on Business News to communicate and promote themselves – their people, their products and their services – to the business community. Sometimes businesses advertise, and sometimes we help tell their stories.
We’ve always seen BOP Business News as the oil that lubricates the local commerce machine – the voice of local business.
Business leaders have repeatedly said, “Thanks, we love the business coverage”, and have been quick to let us know if we’ve ever got something wrong (which of course hardly ever happens).
In my column from February 2023 titled I’m just popping into
the dairy! I wrote: ”… there are lots of items which will certainly be cheaper at the supermarket, but I couldn’t live without my dairy … the dairy is for me as much part of our community infrastructure as the public swimming pool, the library and the local primary school – only I use the dairy far more frequently.”
Since that column was published, I have been true to my word and continued to support the dairy by using it, because I value it.
Vikram and Pushpa do a great job and as I say to my neighbours, “we need to keep using the dairy, so we don’t lose it.”
Staff from two prominent businesses this month sent us news releases asking us to publish them, but when asked to consider advertising, responded curtly: ‘budgets are fully allocated and [in one case] we’re only going national.’
I pondered why they’d bothered to send me the press release then, if ‘only going national’ was their new modus operandi.
Ironically one of those businesses phoned me to complain
install solar panels on the globally recognised Ngāti Awa marae in Whakatane, Te Manuka Tūtahi.
“We have been impressed with the approach of the developers and their appreciation of tikanga and kawa and what that means to us as kaitiaki of our rohe,” Te Rūnanga o Ngāti Awa CEO Reuben Araroa says. “We recognised the opportunity to partner with an organisation that is not only willing to reciprocate through material supply but more importantly to share their knowledge, expertise and to support higher education of our rangatahi.”
Omeheu solar farm will consist of approximately 63,000 solar panels that will be mounted in rows with a maximum height of 1.63m. Gaps between the panels and rows will allow rain to run off onto the whenua.
The perimeter of the solar farm will be fenced and planted with native trees which will screen the farm from most viewpoints over time so the development will have minimal longterm visual impact.
The partnership has five solar farms currently consented which are part of a wider national development portfolio of 11 sites which, when completed, will equate to 1.4GW or 14.3% of New Zealand’s current total operational electricity production capacity, which was 9.79GW in 2022.
only last month that their regular print copies of BOP Business News hadn’t been delivered to their reception.
In both cases the websites of those two businesses state they are proudly local and support their local business communities.
Both are large companies.
Both employ a lot of local people.
Both have multi-million-dollar marketing budgets.
Neither has any qualms about asking for free coverage, but both balked at the suggestion they could buy advertising and in so doing endorse the local business voice BOP Business News provides.
This is disappointing from companies whose executives have said openly, “We value Bay of Plenty Business News and we will support you.”
Like I said, sometimes we forget, or circumstances take over and we find we’ve inadvertently broken our word.
Every business must scrutinise overhead spending, particularly when the economic environment is challenging. But I ask those
HAVE YOU EVER NOTICED?
BY ALAN NEBEN
businesses that value their local business ecosystem to please back it, not just take from it.
To those businesses who do back our local business economy and continue to work with us: ‘Good on you!’ We can clearly see in the pages of Business News, online and in our annual magazines who those businesses are. Support them.
To those organisations who choose to only ‘shop at the supermarket’ I say, ‘don’t forget us’, because like the local dairy, I think the community would be weakened if we weren’t here.
Alan Neben is a Mount Maunganui local and experienced New Zealand publisher. His columns provide a lighthearted perspective on social changes effecting New Zealanders.
Creative Bay of Plenty | Te Waka Auaha Toi has announced the new appointment of Arohanoa Mathews in the Ngā Toi Māori Navigator role.
Arohanoa (Ngāi Te Rangi, Ngāti Ranginui) is a multifaceted artist whose creative journey has been deeply rooted in familial influence and mentorship spanning generations.
She brings invaluable insight into the balance between tradition and innovation within indigenous arts, and passionate advocacy for the preservation, innovation, and revitalisation of Māori arts, firmly believing in the empowerment of Māori creatives as the cornerstone of a thriving arts community.
Creative Bay of Plenty asked Arohanoa some pātai about her background and experience, and what she is looking forward to…
Can you tell us about your background as an artist and how your experiences have shaped your understanding of the Māori arts landscape?
“My journey as an artist has been cultivated through generations of whānau influence and mentorship where I was often immersed in creative activities such as painting, kapahaka and weaving. Being surrounded by creative whānau instilled in me an appreciation for the transformative power of art.
“I was formally trained at Art and Design School in Auckland which led me to working at the Auckland Art Gallery, where I had the privilege of immersing myself in the cultural landscape of New Zealand’s art and history. Here, I developed my skills as a budding artist with group and solo exhibitions showcased at local galleries but also as an educator, with 25 years’ experience as an art teacher.
“Additionally, my connections with contemporary Māori artists provided invaluable insights and better understanding of tradition and innovation
within the indigenous arts, further enriching my own creative perspective and practice.
“Through these experiences, I have come to view and execute art as a means of self-expression which has also shaped for me a better understanding of the Māori arts landscape. I strongly believe that by recognising the importance of cultural preservation, innovation, and revitalisation within the Māori arts community, and investing in empowering indigenous artists, we will thrive.”
What excites you most about taking on the role of Ngā Toi Māori Navigator at Creative Bay of Plenty?
“What excites me most is the opportunity to foster cultural empowerment and advocacy for Māori artists through connection and understanding of our culture, mātauranga and practices.
“I am energised by the prospect of working collaboratively with Māori artists, community leaders, and stakeholders to amplify voices that have historically been marginalised and to create spaces where cultural identity and heritage can flourish.”
How do you see the interaction and relationship between art and culture?
“Art and culture are deeply intertwined and serve as a cornerstone of Māori identity, storytelling, and spiritual expression. It goes beyond aesthetics but rather is a means of communication, connection, celebration, and cultural preservation.
“It is most integral to acknowledge that sovereignty over cultural knowledge and practice is retained and respected whether it be traditional or contemporary art.”
> I strongly believe that by recognising the importance of cultural preservation, innovation, and revitalisation within the Maori arts community, and investing in empowering indigenous artists, we will thrive.”
What are your aspirations for your role within Creative Bay of Plenty?
“Serving in this role means being a catalyst for positive change, advocating for the recognition and celebration of Māori art and culture on both local and global stages. To do this effectively, I aim to confront cultural injustices, challenge dominant narratives, and assert Māori sovereignty and self-determination within key spaces.
“Additionally, I am passionate about leveraging the arts as a tool for social and economic development within the Māori community, promoting education, entrepreneurship, and sustainable practices that contribute to long-term prosperity and well-being.”
What’s your favourite way to unwind and recharge creatively outside of work?
“I am privileged to be residing on our whenua in Matapihi, Tauranga and often am recharged and inspired to paint the
rich and beautiful taiao (environment) that surrounds my whānau and I, daily. Hauora by way of time together, in particular keeping our health and fitness as a priority, is also important to my whānau and I.”
What’s the most interesting or unusual piece of art you’ve ever created, and what inspired it?
“My most interesting and memorable pieces of art I’ve created were for my fourth year of art school class critique assessment. I organised my assessment to be held on Tuhua (Mayor Island) here in the Bay of Plenty, with my Auckland class and tutors in tow.
“My paintings were inspired by my whakapapa to Tuhua and the taiao (environment) with a focus on translucent layers and textures to emulate the surrounding manu, ika, kohatu and obsidian (rocks).
“The series of paintings that I presented for my critique have been the foundation of my methodology, painting processes and developed self-identity.”
Tauranga Business Chamber’s March Business After 5, hosted by The Historic Village, Tauranga South, Wednesday, 6 March 2024
Photography: Salina Galvan Photography
ONE VivienLile(GHDLtd)&BeckerMcGuire(B.RemarkableMedia). TWODanAllen-Gordon(GraemeDingleFoundation)&SamanthaWilkie(BayVenues). THREELynetteWilson(StJohnsTauranga), LacyHawke&SarahDale(EvesRealty)&JaneSwainson(StJohnsTauranga). FOURDeborahPeake(TremainsNorthern)&LisaGilmour(TaurangaCityCouncil). FIVECianO’Cinnseala(Tauranga CityCouncil),StephenMcClay&PhilTown(BayVenues). SIX SoniaTibble(Beca)&RheaClune(PersonnelResources). SEVENTazmeenKhan(TazmeenKhanFinancialServices,GuyDobson&Iresha Wijetunga(Prendos). EIGHTRaewynPeck(PersonnelResources)&MelissaHayes(EdgeClothing). NINEPaulBrljevich(TabakBusinessSales),WendyMarsom(CustomCartons)&ClaireBoggiss(Black StagCoffee). TENKylieFrank(KiwiCommercialCleaning)&LizzieSeekup(TrinityWharf). ELEVENBlairGraham(TaurangaCityCouncil)&JadeBloom(BloomCo). TWELVEHelenSchafer(Living Business),MattCowley(TaurangaBusinessChamber)&JoanneRouse(BlackStagCoffee).
The Bay of Plenty based law firm was established in Tauranga in 1937, and since then has grown to become a leading New Zealand firm advising local, national and international clients from offices in Tauranga, Rotorua, Whakatāne and Taupō.
With over 140 staff including more than 70 lawyers, the full-service firm’s specialist teams work collaboratively and cater to a vast range of legal matters, including property, trusts and estates, commercial, corporate, finance, employment, family, civil litigation, resource management and local government.
Holland Beckett also has a specialised Māori Legal Unit.
Well renowned as a legal provider, Holland Beckett is also firmly regarded as a legal employer of choice – the promotion to partnership of two of its senior lawyers is testament to their focus on recruiting the best talent and developing the next generation of legal leaders, with clients benefitting from the firm’s dedication to their growing team.
Meet Will Dymock and Natasha van der Wal, Holland Beckett’s two newest Partners.
Will advises clients on a wide range of finance, corporate, restructuring and
> “It is a pleasure to announce the promotion of Natasha and Will, both experts in their respective fields”, says Ken Hawkes, Partner at Holland Beckett. “These talented lawyers represent the diverse capabilities we have as a firm, and the growth and strength of our team. We look forward to expanding the partnership with their specialist expertise”.
commercial transactions.
Will has extensive international and domestic experience advising financial institutions and businesses (small and large) across a broad range of areas including asset finance, general corporate lending, property finance and corporate finance. Will specialises in aviation and asset finance and leasing, with a particular focus on aviation financing, acquisitions and sales, leasing and lease restructuring. Will brings his international experience to the New Zealand market while continuing to act for international aviation clients since returning to New Zealand.
Prior to joining Holland Beckett in 2021, he spent six years in Singapore
where he worked for two leading international finance practices, most recently as a Senior Associate in the global asset finance team at Clifford Chance. Prior to Singapore, Will worked in a leading banking and finance practice in Auckland.
Outside of work, Will, his wife and two young children are embracing the Bay of Plenty lifestyle and enjoying the unique opportunities that it has to offer – he particularly enjoys fishing, boating and golfing.
Natasha joined Holland Beckett as a Senior Solicitor in 2016. Natasha’s expertise is focused on property law, commercial law and Māori legal issues.
Natasha provides strategic and trusted advice on a broad range of property and commercial matters for individuals, corporate entities and local government. She has experience with complex property issues including subdivisions and development, the acquisition and disposal of residential, rural and commercial properties; and commercial leasing and licencing matters generally.
As part of the specialised Māori Legal Unit at Holland Beckett, Natasha provides
advice on Māori legal issues for local government, individuals, Māori trusts, Māori incorporations and post settlement governance entities. She is experienced with Māori property matters such as partitions, large commercial developments, iwi social housing and Papakainga. She has appeared before the Māori Land Court on property related matters.
Out of work, you’ll find Natasha supporting her children on the sidelines of their various sporting interests. She also promotes scientific literacy for children in New Zealand as a trustee of the House of Science NZ Charitable Trust.
The promotion of Will and Natasha expands the partnership to 16 and further develops Holland Beckett’s offering of specialist legal services with worldclass lawyers. The firm has the most female partners of any law firm in the region, growing from two to five women in the past seven years.
The firm is proud of its ability to provide expert legal advice with a professional approach that focuses on relationships and delivers timely pragmatic, strategic and directed advice. This approach, alongside the energetic, innovative and supportive internal environment, has led to an esteemed national profile, with local, national and international clients benefiting from worldclass legal advice and expertise from the sunny BOP.
After31yearsinGreerton,BestowBeauty(JanineTaitGroup)have relocatedtoanewpurpose-builtofficeandwarehouseinEleventh Avenue,Tauranga.ForGroupDirectorandbusinessownerJanine Tait,it’shervisioncometolife.
“Mymainobjectivewastocreateaplacethatwasbeautifultowork in”saysJanine.“Ourstaffspendsomuchtimehere,wewantedto makeitapleasuretocometowork.I’dhadalongtimetothinkabout thisandknewexactlywhatIwanted.”
BeingabeautycompanyrunbyaSkinHealthCoach,thephilosophy behindBestowBeautyisbeautyfromwithin,andthatbeginswith food.Janinewantedthenewspacetobelikeahigh-endhome,with thekitchenasthefocus.
ThiswasalsothefirstbuildprojectthatJanineandhusbandKevinhad beeninvolvedin.
“Weweren’tfamiliarwiththeprocess.Andbeingacommercialbuild,it wasdaunting”sheadmitted.
TheycameacrossFostersattheendofthepreliminarydesignphase. Fostersimmediatelydeterminedthattheprojectwaswelloverbudget;
WorkingwithFosters wascompletelystressfree.Theyareexceptional atcommunicationand projectmanagement.
JanineTait,Director/Owner
thesituationexacerbatedbypost-covidsupplyissuesandprice escalationsonbuildingmaterials.
Fromtheoutset,workingwithFosterswas“arealpleasure,” saidJanine.
“Fostersadvisedthattheplanscouldbevalue-engineered,helpingus todetermineoperationalrequirementsandkeydesignprinciples.We instantlylovedthenewconcept;itwasbothbeautifulandpractical.
“Wehadpreconceivedideasbasedonotherpeople’sexperiences, expectingthebuildprocesstobestressful.However,workingwith Fosterswascompletelystress-free.
“Theyareexceptionalatcommunicationandprojectmanagement. Wewerecompletelyup-to-datewithwhatwashappening.When thereweredelays,althoughthereweren’tmany,weknewwhy.
“Iabsolutelylovedthebuildprocessandwoulddoitalloveragain!”
Theprojectwasdeliveredfiveweeksaheadofprogrammeand underbudget.