JANUARY 2024 VOLUME 8: ISSUE 1
Jacob Doherty from Stratus Blue delves into how to make the most of technology Page 6
High-risk business lenders: Saviours or predators. Nick Kerr highlights the dangers Page 8
When to sell your business: Is there a right time? Get the lowdown from Steve Catley
Page 10
> ART TRAIL
With the new government now installed and numerous local infrastructure projects at various stages of planning and completion, Bay of Plenty Business News’ David Porter asks the experts: “What’s in store for BOP businesses in 2024?”
BOP Open Studios o er an immersive experience this summer Page 13
MBradOlsen,Principaleconomist, Infometrics:“Thatmeans[there’ll be]someprettysignificant[budget] prioritisationsoitwillbeimportantfor theregiontohighlightitsneedsand makesureit’sontheprioritylist.”
eeting the Bay of Plenty’s needs to improve transport and infrastructure is likely to dominate locally for the new coalition government, say political and business sources.
“We have old methods of doing things that don’t lend themselves to getting this done,” Nigel Tutt, chief executive of the business-oriented organisation Priority One, told the Bay of Plenty Business News He noted that a disproportionately high chunk of an estimated $200 billion in estimated deficit expenditure on infrastructure needed nationwide would be in the region because the area had grown so rapidly.
“We need to unlock land and improve access to the port,” said Tutt.
“Ongoing we want this government to be
helpful for businesses, particularly for exporters as that’s really been an area of neglect,” he said.
Brad Olsen, chief executive and principal economist at Infometrics, noted that everywhere in the country was competing for funding and the government had been clear it didn’t have an unlimited amount to play with. “That means [there will be] some pretty significant prioritisation so it will be important for the region to highlight its needs and make sure it’s on the priority list,” said Olsen.
It was time for the Bay of Plenty to get involved in these areas, given the need to unlock additional infrastructure, housing and transport, he said.
And more importantly for the government, he added, they’ve got the backing of their electorate.
“Just as in the past, we’ve [the electorate] voted for what we want and it’s up to the government to deliver. That’s been a big focus of the government and they’ll be held to it.”
> Continuedonpage3
> APPOINTMENTS
Changes at Tourism BOP signal a dynamic year ahead Page 14
> Continuedonpage1
It is ironic that Luxon has been widely panned in the media for not coming from a more traditional parliamentary background. This rather overlooked the political qualities that had secured his previous top corporate role.
Ousted former prime minister
Chris Hipkins has been involved in politics since his days as a university student and was first elected to parliament in 2008. However, once he was asked to take over as prime minister, he failed to distinguish himself as a political leader, though he seems to be performing better in opposition.
“I’m not sure what a stereotypical politician is any more and that’s a good thing,” noted Olsen. “You do want a broader range of life experiences.”
If the recent elections showed anything, it was that New Zealanders have become fully aware of the positives and negatives that come with Mixed-Member
Proportional (MMP) elections. It would appear that having delivered convincing victories to the Labour Party for two terms, a majority of the electorate decided it was time for a change.
There has been pushback from some sections of the electorate that formerly favoured and influenced the outgoing government, particularly on issues around workplace relations, healthcare and Māori issues. Despite these criticisms, the previous government’s record in all these areas also attracted complaints.
And while the recent election saw a major swing back towards National, it also delivered a significant weighting to both ACT and NZ First.
As a result, the drawn-out negotiations between the parties for a new three-way coalition government took some time and were mostly absent the leaks that enlivened reporting on such negotiations previously.
Tom Rutherford, the newly elected National MP for Bay of
Plenty, commented that this simply reflected the nature of MMP.
“This is the first real coalition of three parties sitting around the cabinet table,” said Rutherford, who replaced retiring MP Todd Muller.
“It took time because we’re making decisions for three years – and hopefully six or nine. We didn’t want to rush the talks because it needs to last the balance of the government.”
Rutherford said that now the agreement had been reached, the coalition government needed to start getting things done.
“We’re deeply aware we need to get things right,” he said.
“The biggest thing I noted during the election was that the community voted for changepeople were tired after six years.”
Rutherford emphasized that the biggest issues locally for the new government included reduc-
ing transport and congestion issues around the city. They were also keen to ensure democracy was restored once the appointed commissioners finished their term in 2024.
Sam Uffindell, who was re-elected for National in Tauranga, told the Bay of Plenty Business News the focus of the coalition government would be on rebuilding the economy, addressing the cost-of-living crisis, and improving law and order New Zealand-wide. Those issues would definitely be in play in Tauranga, he said.
“Locally transport stands out,” he added. “We want to make sure we are investing in the transport infrastructure we really need.”
Uffindell said one of his key roles would be advocating to ministers for Tauranga as much as
he could, and making sure they understood how strategically important Tauranga was.
“We are part of the ‘golden triangle’ and home to the biggest port in the country.”
Uffindell said he was also keen to get people back into Tauranga city centre. “Commercial developments are coming into the area … we need those people.”
The council also needed to be mindful of people’s concerns around parking, he said.
“We need to make sure transport links are working into and across the city and that people can readily access them.”
Priority One’s Nigel Tutt emphasised that the main need was for the region to get set up for years ahead – not run out of development cash again.
“We want a set plan for a number of years,” said Tutt. “We just need to sharpen our game.”
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In case you missed last month’s edition
> By DAVID PORTER
It is hardly a surprise that the world’s regular international talkfest on addressing climate change tends to be held in major oil-producing countries. After all, who knows more about the problems – and profits –the fossil fuel industry engenders than the key oil producing countries.
2023 saw Dubai in the United Arab Emirates presiding over COP28. And chairing the top COP28 table was UAE ruler, and oil baron in charge of the source of national riches, Sultan Al Jaber.
But global pushback on the accelerating pace of climate change is growing. There seems no doubt we will exceed the climate rise limits that were originally set down. As mooted by UN Secretary General Antonio Guterres:
“The era of global warming has ended; the era of global boiling has arrived. Leaders must lead.”
But leaders – particularly the heads of the G20 countries
responsible for 80 percent of global emissions – are resisting the pressure to implement realistic climate action.
Guterres has first-hand experience of climate change. Not only has the UN just produced scary updates on the latest state of the temperature rises, but Guterres recently paid his first visit to the Antarctic.
“Fossil fuel pollution is heating our planet, unleashing climate anarchy in Antarctica,” he said, noting that the Southern Ocean has taken the majority of the heat from global warming.
Ice is melting into the ocean at record rates, feeding unprecedented rates of sea level rise, which are endangering low-lying island states and coastal communities worldwide.
Some COP28 delegates reportedly said the OPEC oil cartel and Saudi Arabia were leading a push against any climate deal that would cut down fossil fuel production.
According to many news reports, key energy produc-
ers had been most concerned to eliminate any suggestion of “phasing out” fossil fuel energy. There has been an accelerated growth worldwide of options such as wind and solar, which have become more affordable. And a growing number of countries are drawing attention to the need to wean their economies off oil, gas and coal.
The final COP28 statement contained two main planks — a pledge by oil and gas companies to reduce emissions, and a commitment by 118 countries to triple the world’s renewable energy capacity and double energy savings efforts.
So yes, there was a torrent of feel-good statements on slashing pollution from companies and oil producers as COP28 wound up. But they sparked cries of “greenwashing” even before some global dignitaries had boarded their flights home.
Unfortunately, the final statement included weakening the coal reference from “rapidly phasing down
unabated coal” to “efforts towards the phase-down of unabated coal power”. “Transition away” is called for, rather than a “phase out”, according to Forbes magazine. Notably, it only directly refers to fossil fuel use in energy systems.
Climate change activists suggested that this only meant the energy companies were belatedly trying to look as if they were responding to outside pressures. Let us be in no doubt – the climate crisis is real and must be faced.
Leaders – and particularly G20 countries responsible for 80 percent of global emissions – must step up their efforts on climate change. The impacts of climate change are becoming ever more visible and the pressure to work harder at exploring alternative options such as wind and solar are becoming ever more urgent.
Scope one emissions expected to drop by more than 180 tonnes annually
The University of Waikato is replacing more than half its existing vehicle fleet with electric vehicles (EVs) to reduce emissions and work towards a more sustainable future. The major upgrade, being rolled out over the next few months, is expected to reduce scope one emissions (direct greenhouse (GHG) emissions from sources controlled or owned by an organisation) by 183 tonnes annually.
Jim Mercer, Chief Operating Officer at the University of Waikato, said sustainability had been a focus for the University over the last 18 months and that moving to EVs was a natural next step.
“We’ve been working on a range of sustainability initiatives, including the launch of the world’s first Bachelor of Climate Change, replacing two natural gas boilers with low-emission alternatives, a sizeable on-campus project to replace existing lighting with sustainable LEDs,
installing solar arrays on a number of buildings, and various research initiatives designed to support a sustainable future for New Zealand and the world.”
Paul Bull, EECA Public Sector Portfolio Manager, said the University of Waikato is setting a great example for other tertiary institutions and government organisations.
“The team is demonstrating how you can incorporate EVs into a fleet while also finding other, innovative ways to get the most out of their vehicles,” said Mr Bull.
The fleet upgrade has been supported with just over $2 million in operational co-funding from EECA (the Energy Efficiency and Conservation Authority), which the University has matched.
Once implemented, the University will have nearly 80 EVs available to employees. EV charging stations are also being installed at the Hamilton and Tauranga campuses.
Eventually, the University also
hopes to make EVs and charging stations available to staff outside of hours. If this goes ahead, it will help the University reduce indirect scope three emissions (emissions not produced by an organisation or the result of activities from assets owned or controlled by them), which are typically chal-
Leading IT platform and managed service providers Cloudland and TMG have announced their merger. While both brands will continue to operate under their established brand names, the collaboration between both parties promises to amplify services across New Zealand and Australia, especially within the healthcare and professional services sectors.
John Calland, Cloudland CEO, says that the merger is a true partnership where clients will benefit from the complementary strengths of the two providers, both with proven track records:
“Joining forces with TMG aligns with our mission to deliver unparalleled IT solutions. TMG’s impressive track record within the primary healthcare market complements our strengths, ensuring our clients benefit from an even wider spectrum of expertise.
“Clients and partners can anticipate a richer service offering and more collaborative expertise, upholding the gold standard both businesses are renowned for.”
Andre Ducrot, TMG CEO, says he sees the merger as a natural evolution for TMG:
“Together, TMG and Cloudland will be in a position to offer a wider range of services to our primary healthcare customers and even better regional coverage across New Zealand.
“We have a lot of similarities, including our comparable size, strong local community roots, and shareholders with considerable experience working in the primary healthcare sector. The two companies will
complement one another well, and our customers will benefit as a consequence.”
The merger makes Ducrot and the existing Cloudland directors shareholders in the new entity, TMG Cloudland Group Limited. Oriens Capital, a Tauranga-based investment group, has also been welcomed as a shareholder. James Beale, the Oriens partner leading their participation in the merger, says Oriens believes that it will have a positive impact on both companies and their clients:
“We were inspired by the vision from the leaders of TMG and Cloudland, along with the high-performance cultures they’ve fostered. The merged business will be the market leader in the NZ primary healthcare platform market, with the best regional coverage by far to service existing and new clients. We see exciting prospects for continued growth in the healthcare and professional services IT markets.”
Community Living Trust, a Waikato-based provider of disability support services and a Cloudland shareholder, will continue as a shareholder in the merged entity.
Trust CEO David Oldershaw says, “Our partnership as a shareholder and customer of Cloudland over the past year has already seen our organisation make significant advancements with our technology strategy. We look forward to further gains from Cloudland joining forces with TMG” Cloudland and TMG will retain their current regional office locations in Hamilton, Whangarei, and Christchurch.
lenging to target.
“This is just phase one. We will continue to make upgrades over the coming years to ensure the University of Waikato continues to take steps towards becoming more sustainable,” said Mr Mercer.
The BYD ATTO 3 has been
selected as the make and model for the fleet. The implementation is being managed by Zilch car sharing, whose innovative approach will make it easier for staff to access vehicles with features like keyless access.
“This is a great example of using technology to support a sustainable future while also making things easier for employees, saving them from having to collect and return keys physically,” said Mr Mercer.
Other key partners involved in the project include Carbn Asset Management, who completed a fleet utilisation and optimisation study, and charging station installers, We.EV (owned by WEL Networks) which completed campus electrical studies to understand the capacity of the network on site.
The University is proud to be recognised for its sustainability efforts. The University of Waikato is ranked in the top 100 (of more than 1,400 institutions) in the 2024 QS World University Rankings: Sustainability. The University was also a recent finalist in the Sustainable Business Awards.
As we step into 2024, the outlook for franchise business growth in New Zealand is both promising and challenging, certainly a different outlook to the start of 2023.
FRANCHISING
BY NATHAN BONNEY
Key indicators reveal a complex landscape shaped by inflation, interest rates, immigration, recession, and the influence of political stability and policies.
Inflation: balancing act in the economic ecosystem
The spectre of inflation, hovering at around 5.6%, has been a constant companion in economic discussions. While this figure represents a slight reprieve from the 6-plus percent of the previous year, the Reserve Bank of New Zealand maintains a cautious stance, asserting that, “inflation is still far too high.” The hope is that the worst may be behind us, as wage growth pressure eases and inflation becomes an entrenched but manageable part of the economic landscape.
Interest rates: a longterm commitment to restraint
In contrast to its Australian counterpart, the Reserve Bank of New Zealand has recently opted to maintain its official cash rate at 5.5%. The bank’s clear commitment to keeping interest rates higher for an extended period, described as “retaining restrictive interest rates,” reflects a strategy aimed at taming inflation. Businesses now are generally factoring in higher interest rates in the long-term when making financial decisions, anticipating a landscape where the cost of capital remains relatively high. Critically it’s feeling like we have reached the peak of the interest rate cycle.
Immigration: doubleedged sword in economic growth
The surge in immigration, with annual migrant arrivals reaching an all-time high of 225,400, brings both opportunities and challenges. On the positive side, it
eases labor pressures, providing businesses, including franchises, with a potential talent pool. However, the downside lies in the potential fuel it adds to housing price increases and general consumption. Franchise owners must carefully navigate this double-edged sword, leveraging the benefits of a diverse workforce while remaining vigilant about its economic implications.
Recession: a distant concern, but not absent
Despite the potential threats posed by inflation and immigration dynamics, the likelihood of a recession in 2024 appears to be diminishing. The synergy of slowing inflation and a robust influx of immigrants is anticipated to act as a buffer, preventing New Zealand from descending into an economic downturn. As inflation trends in the right direction and growth remains generally positive, the economic outlook for franchise businesses is optimistic.
Political stability and p olicy: a catalyst for business confidence
The change in government has brought with it an expectation of increased business confidence. While the formation of the new government took time, the early signs indicate a focus on the economy and policies sympathetic to business. This shift in political stability has far-reaching implications as government policies directly influence inflation, interest rates, immigration, and by extension, the overall economic environment. Franchise businesses can find assurance in a government that recognises its role in fostering economic growth.
Government spending: pivotal economic activity
With government spending accounting for approximately 30% of economic activity, its influence cannot be understated. The previous government’s disregard for its impact on inflation is contrasted by the current government’s apparent awareness of the interconnectedness of policy and economic indicators.
Nathan Bonney is a director of Iridium Partners. He can be reached at nathan@iridium.net.nz or 0275 393 022
In the ever-evolving landscape of technology, all businesses can gain competitive advantage by keeping abreast of tools that can help them streamline their operations and boost productivity.
Small and medium-sized enterprises may find that technology can have an outsized impact on their organisation and their ability to grow their market share, and perhaps even more so in the face of continuing economic headwinds.
We finished 2023 bringing Microsoft Copilot to the attention of Bay of Plenty businesses – this is already elevating the day-to-day experience of Microsoft 365 users and we believe it will be a launchpad for business growth in 2024.
Microsoft Copilot is a large language model-based chatbot developed by Microsoft – it’s less than a year old and is built on top of the AI technology Microsoft has invested in through OpenAI.
Since 2019, Microsoft has committed over US$10 billion to OpenAI, crucially purchasing an exclusive license to their underlying technology in 2020 and growing from there. So what does a ‘large language model-based chatbot’ actually mean? And why is it so relevant for business owners and team members?
A large language model is something which can achieve language understanding and in the case of (new buzzwords like) ‘Generative AI’, the model can generate its own responses and provide useful information. The ‘chatbot’ is the ‘question and answer’ environment where users can benefit from the technology, with the most promi-
nent example being ChatGPT (developed by OpenAI). You simply ask the chatbot a question, the model uses its learned information and lightning-fast ability to scour it, and seconds later the chatbot responds with an answer.
In the case of Microsoft Copilot, this experience has moved to a new level, combining its underlying technology with your Microsoft stored data to help you do things you might never have thought possible.
In PowerPoint, you can ask it to create you a slide deck for a key pitch for a new prospect, and Copilot will provide you a range of pre-populated options. Be more specific – the pain points you’re trying to solve, a budget, a timeline – and Copilot will get to work specifying and adding detail into your template. You can tweak, add, and remove as you go, and Copilot will use its smarts to avoid repeating previously discarded ideas and build on the things you like.
In Excel, Copilot will help you identify patterns, find new insights, and recommend improvements to what you already have; Ask it to review the effectiveness of your recent marketing campaign data, and it will summarise all the information it has into a status update, filled with insights, learnings and fresh objectives.
As with all new technologies, your approach must be considered. Giving thought to the new risks you’ll be bringing into your business is vital, and as with any new data, it needs to be secure by design.
On top of that, it’s important to remember that Copilot will only be as useful as the data it’s working with. If your reports are full of inaccuracies and omissions, you can expect Copilot to be hamstrung by the data you’re missing.
However, all businesses need their data to be secure and well organised, whether they’re benefiting from Copilot or not, so hopefully these pre-requisites won’t be onerous.
Microsoft Copilot is already available and in use with Microsoft 365 subscribers, so it might be worth investing some time in getting to grips with it and seeing what benefits it can bring your business in 2024.
Jacob Doherty is an account manager at Stratus Blue. He can be contacted at jacob@stratusblue.co.nz
With the arrival of 2024, I would
> By ANNE TOLLEY,TAURANGA COMMISSION CHAIR
023 certainly had its challenges, as businesses dealt with the impacts of high inflation on their input costs and higher interest charges on their borrowings. Combined with the squeeze that the ‘cost of living crisis’ has had on consumer spending, that will have affected many businesses.
Similar conditions look like prevailing through at least the early months of 2024, although there are encouraging signs that at least some of our economic headwinds are easing. Fingers crossed that those trends continue.
And of course, Covid is still with us and may always be, in one of its ever-mutating forms.
The pandemic’s impacts have become less-intrusive though, as we have learned to live with and work around it. I trust that will continue and add my best wishes for a healthy 2024 to the season’s greetings above.
Looking at Tauranga City Council’s near- and mid-term priorities, first and foremost is the need to finalise our draft 2024-34 Longterm Plan (LTP). While this is very much a ‘steady as she goes’ plan, from a business perspective, the proposal to introduce an industrial rate during the next financial year would see industrial operations paying a greater share of the city’s total rates, in line with their greater use of, and impact on our
infrastructure, particularly our transport network. At the same time, commercial ratepayers would pay a smaller share, which would reduce their 2024/25 rates increases.
The draft LTP also sought community feedback on the concept of using variable road pricing to ease congestion on our main highways and provide an alternative funding method to rates, which potentially could be introduced at some stage in the future, subject to a law change and a formal community consultation process.
Based on the submissions received, it seems that many people would rather sit in worsening traffic queues than contemplate any form of road charging. For most businesses, faster journeys would bring benefits in produc-
tivity and delivery and customer service reliability. The revenue road charging would generate would also allow future transport network improvements to be brought forward, for the benefit of all users, so the Commission will need to weigh those factors carefully when it decides whether or not to proceed to a business case investigation which would be needed to confirm the benefits and establish the details around how road charging could work in practice.
And finally, we have an election to look forward to when the Commission’s tenure comes to an end in July. We definitely do not want to go back to the dysfunctional governance that blighted recent elected councils, so if you think you could make a differ-
AnneTolley
ence, please consider putting yourself forward as a candidate.
We have an information evening planned for Monday, 19 February (at the Holy Trinity Church, Devonport Rd, from 4-8pm), where a range of former councilllors, city partners and the commissioners will talk about what a council role is like, how council works and the qualities of good governance. The Electoral Officer will also provide an overview of the nomination and election processes for those who are looking to stand.
For further information, email election24@tauranga.govt.nz
“Victory comes from finding opportunities in problems” (Sun Tzu)
“Every time. Every, single, time. There has got to be a better way!”
… So you grumpily say to yourself as another pair of trousers is ruined from spilt bleach. Whatever the circumstances, if you are inspired in 2024 to solve a problem, I recommend you undertake (if you haven’t done so already) some IP due diligence before investing time and money in your idea. You might just save a bob or two.
• If your idea is for a new product, then here are some things you might need to consider:
• Do you know if your product exists already? Have you conducted any Internet searches or visited any retailers to see if it does?
• If you know how to, have you searched the patents and designs databases of the Intellectual Property Office of New
Zealand? If you have plans to export or licence manufacture overseas, have you searched any overseas databases?
• If your product does exist already, at least in general terms, what makes your product ‘new’ or different’? Does it involve a new way of doing something, or is its shape and appearance different to what’s currently available? Is AI involved in some way?
• If your product doesn’t exist already, and you need to talk to someone about it, are they willing to sign a non-disclosure agreement before you tell them? If you’ve already started the development process, have your collaborators signed non-disclosure agreements with you?
• Have you made or do you need any drawings for your new product? If you have, did you
write your name on them, date them and put them somewhere safe? It might be early days, but have you made any prototypes and shown or tested them in public as yet?
• Are you planning on making the product yourself or sub-contracting manufacture? If the latter, are you planning to make your product in New Zealand or overseas – perhaps in China?
• What are you going to, or what do you want to, make your product from? Can the materials be ethically sourced and are they sustainable and/or recyclable?
Another issue you may need to consider is the name of your new product and whether you can register that name as a trade mark as well as a domain name for your website and email. If you haven’t already, you’ll want to conduct
BY BEN CAIN
a search of the Internet and the database of the Intellectual Property Office of New Zealand (and any overseas database if, again, you have plans to export or licence manufacture) to see if there are any trade marks which might prevent you from registering or using your preferred name. You’ll also need to undertake a domain name search to see if you can register your preferred domain name. If
you’re thinking just a search of the New Zealand Companies Register for identical or similar names will suffice, think again – it won’t.
You’ll also need to consider whether you can register your preferred name as an account name on any social media platforms you want to use, especially if you are planning on leveraging those platforms for sales.
As you can see from the questions I’ve posed and the tasks I’ve identified, having an idea is just the start of your IP journey. Do not be deterred, however, because if there is truly an opportunity in the problem you’ve identified, then we at James & Wells will do everything we can to help you on your path to victory.
Ben Cain is a Senior Associate at James & Wells. He can be contacted at 07 928 4470 (Tauranga), 07 957 5660 (Hamilton), and ben.cain@jamesandwells.com
Ihope this letter finds you well. I am writing on behalf of the car sharing industry, dedicated to promoting sustainable transportation solutions. We have the privilege of working with many organisations as part of our corporate car sharing initiative. While we greatly value our partnerships, we feel it is our responsibility to address some pressing concerns regarding the sustainability of your continued use of dedicated corporate fleets.
In recent years, the global community has become acutely aware of the environmental and social challenges posed by climate change and excessive consumption of natural resources.
As a result, sustainable practices and responsible resource management have become central to modern corporate responsibility. We believe it is crucial to align our actions with these principles and collectively address the pressing sustainability concerns in corporate fleet management.
Our concerns stem from several key areas -
• Underutilisation of vehicles: A substantial portion of your corporate fleet remains underutilised, leading to unnecessary resource consumption and emissions. These vehicles often sit idle for extended periods, contributing to both environmental and financial waste.
• Lack of electric and hybrid vehicles: In an era where electric and hybrid vehicles are readily available, the absence of such sustainable options in your fleet is concerning. These eco-friendly alternatives could significantly reduce your organisation’s carbon footprint.
• Long-term sustainability goals: We believe it is essential for your organisation to establish clear and ambitious sustainability goals for your corporate fleet, including targets for emissions reduction, vehicle electrification, and resource reduction and optimisation. We understand that transitioning to a more sustainable fleet management approach may involve initial investments and operational adjustments. However, we firmly believe that such efforts align with your corporate social responsibility commitments and demonstrate a proactive response to growing sustainability concerns.
We are happy to collaborate with you in exploring sustainable alternatives for your corporate fleet. Our car sharing service offers a wide range of environmentally friendly EVs as well as flexible solutions for optimising fleet utilisation. Thank you for your time and consideration. We look forward to working together to create a more sustainable and responsible corporate fleet management strategy.
Yours faithfully,
Steven Vincent Founder, GoTo Car Share
Sometimes in business the difference between getting through a tough time and closing the doors for good can come down to speed and ease of access to capital. Depending on the terms, this can be a lifesaver for a business, or it can be the anchor that drags them down to the depths of inescapable insolvency.
One situation we are seeing too frequently now is known as predatory lending, where a person or institution lends money with an expectation of failure and a view to liquidate the borrowing entity.
Predatory lending practices within the business lending industry can have devastating effects on borrowers. In New Zealand, like in many countries, business owners often rely on loans to start, or expand, their businesses. However predatory lending schemes have emerged as a serious concern as some lenders take advantage of vulnerable borrowers leaving them at risk of losing everything they have worked for.
Predatory lending refers to the unethical practices used by certain lenders to exploit borrowers for financial gain. These lenders often target desperate business owners with inadequate credit histories, limited access to traditional financing options, or insufficient financial literacy. They offer loans with excessively high interest rates, hidden fees, and deceptive terms, intentionally trapping borrowers in a vicious cycle of debt.
• Excessive interest rates: Predatory lenders often charge exorbitant interest rates, well above the market norm. They prey on borrowers who are willing to accept unfavourable terms due to their urgent need for funds.
• Hidden fees and penalties: Predatory lenders commonly hide additional
BY NICK KERR
fees and penalties within complex loan agreements, leaving borrowers at a disadvantage and unable to fully grasp the extent of their financial obligations.
• Pressure tactics: Lenders resort to high-pressure sales techniques, coercing borrowers to make hasty decisions without fully understanding the terms and conditions of the loan.
• Unreasonable collateral requirements: Predatory lenders may demand unreasonable collateral that significantly exceeds the loan’s value, putting borrowers at risk of losing their assets if they default. Often in ‘high risk’ lending it is at this point where the business owners personal assets become intermingled with company securities, and in some recent cases, a business owner’s parents’ house was also secured against the questionably prudent lending.
• Lack of transparency: Predatory lenders often provide incomplete or misleading information, making it difficult for borrowers to make informed decisions about their financial obligations.
• Lack of independence:
Strong links or shared ownership with liquidators and insolvency practitionerswe have found proven links between certain lenders and liquidators that have a much higher rate of liquidating borrowers than the majority of lenders in the sector. We have even found evidence of accountants lining their clients up for such lending in exchange for a referral fee or other incentive.
• Research loan options: Thoroughly research multiple lenders and compare their offerings, interest rates, fees, and terms. Seek advice from trusted financial experts, such as accountants or financial advisors. Before agreeing to any kind of lending to ‘save’ the business, you need to establish whether the business is indeed ‘saveable’, or are you just going to prolong and worsen the pain.
• Read and understand loan agreements: Carefully read and understand all terms and conditions of the loan agreement before signing. Don’t hesitate to seek legal advice if anything seems unclear or suspicious.
• Identify red flags: Be wary of lenders who pressure you to accept unfavourable terms or demand collateral that exceeds the loan’s value. Trustworthy lenders will always provide transparent information and answer your questions.
• Develop your financial literacy: Strengthen your
financial literacy skills to better understand loan agreements, interest rates, and potential risks. Educate yourself on various financing options available to business owners in New Zealand.
• Seek help from regulators: If you believe you have fallen victim to predatory lending practices, report the lender to the appropriate regulatory authorities in New Zealand, such as the Commerce Commission or the Financial Markets Authority.
Predatory lending poses a significant threat to New Zealand business owners, potentially leading to financial ruin and loss of hard-earned assets. By familiarising yourself with the warning signs, conducting thorough research, and seeking professional advice, you can protect yourself from falling victim to these predatory practices.
It is crucial to promote responsible lending practices that prioritise the long-term success and well-being of business owners, ensuring a thriving business environment in New Zealand.
Just remember when you are struggling in the depths don’t just grab any rope that is thrown to you before seeing whether it is connected to a life raft, or to an anchor.
Just a thought
Nick Kerr is a credit management consultant with NJK Advisory and director of International Private Investigations Ltd. He can be reached on 021 876 527 and nick@nzipi.com
Happy New Year. As we enter another year of business it is a good time to reflect on what has been and finalise planning on the year to come.
I’m big on practicing an attitude of gratitude – reflecting for me is also considering what I am grateful for. In business I am grateful for the team I have around me. They are always striving to achieve outstanding outcomes for our clients - they really do go above and beyond. It’s inspiring, motivating and an honour to work alongside them.
2023 has been a challenging year for many reasons. As a nation, just when we thought we were pandemic-free we were faced with the challenges of high inflation, a downturn in the housing market, and national flooding disasters.
There has been a lot for us to navigate and many have made it through to this point feeling like they are in survival mode.
For us it was an incredibly busy year partnering with employers to find key talent – no easy feat with widely-felt talent shortages across most sectors.
The shortage of key talent has meant that end-to-end recruitment processes have been stretched out to sometimes double the length of time (depending on the role).
We know that for our employers, recruitment and retention are some of the most challenging and competitive aspects to running a business – particularly over the past two years.
The talent shortage means the unemployment rate currently sits at 3.9% – it has remained steady, with predictions that the figure will rise as we enter uncertain economic times in 2024.
For now we are still working within a candidate-driven market, which leaves smaller businesses in a wage war with larger companies with more resources, resulting in a real hindrance to business growth.
Salaries have continued to rise;
Interestingly a recent statistical report indicated that every single region in New Zealand reached a record average high when it came to salaries in 2023, with the average salary in New Zealand being $71,800, up 8% from last year.
Even with these wage hikes, 61% of New Zealanders believe their current pay does not meet the rising cost of living pressures.
Money talks at present, and while not always the number one reason people look to change
companies, it has become a high priority.
A recent Strategic Pay survey noted that the engineering and technical, finance and accounting, and HR roles have been the most challenging and difficult positions to fill. Those who participated in the survey also noted that staff turnover has mostly remained the same in compared to last year.
Following on from the international border closures due to Covid-19 lockdowns in 2021 to 2022, this year we have seen a strong recovery in the migration sector, with an increased number of permanent arrivals in 2023. We are seeing this filter through to the employment market – but it is slow – mitigated somewhat as we continue to lose talent lured by off-shore roles and much higher salaries.
After six years of New Zealand being led by a Labour government, the 2024 General Election saw the National party win 39% of the party vote. With the Government’s 100-day plan just released, we see that the Government is promising action. Below are some of the key points that
BY KELLIE HAMLETT
will be of note to employers in the year ahead:
• Extend 90-day trial periods to businesses with more than 20 employees •Abolish fair-pay agreements
• Streamline NZ’s Immigration process (including a refresh of many Immigration NZ polices)
• Create a multi-million-dollar fund to promote regional tourism events and activities
• Ending various business support programs (E.g. Provincial Growth and Callaghan Innovation)
• Disestablish Te Pukenga
• Review of Government Departments’ staffing It is fair to say that there will be ongoing challenges for business. For many, 2023 was a year we felt great uncertainty and vol-
atility – increased cost of living pressures, rising inflation and interest rates, talent shortages, changes in Government and fears of an upcoming recession – we saw it all.
With modest reports on the year ahead in terms of the economic outlook, it’s fair to note that while it’s not exactly looking rosy, it probably won’t get any worse either.
Interest rates are forecast to level out, with inflation slowing and the housing market improving. Despite the commentary, the year ahead does have an optimistic feel to it.
So for employers, particularly in the first half of the year, while the market may soften a little, we expect it to remain candidate-led. A focus on retention of key talent, training and development will be key.
We expect the focus on salaries to remain strong, and offering incentives and benefits that equate to ‘cash in the pocket’ may just give you the edge when it comes to recruiting.
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
Lodestone Energy, New Zealand’s leading utility-scale solar energy company, held a ground-breaking ceremony in December in Waiotahe to mark the start of construction of its third and largest utility-scale solar farm.
The 30MW farm bordering the Waiotahe River in the Ōpōtiki District will generate 69 GWh of power annually from over 70,000 solar panels – enough to supply more than 9,500 of Aotearoa’s homes and small businesses.
Lodestone will again be implementing an agri-voltaic design at the Waiotahe farm, maximising
the generation of electricity while maintaining productive farming activity. Working with local iwi, Lodestone has also created a native planting plan that provides for a build that blends in with the landscape.
Gary Holden, Managing Director of Lodestone Energy, says this is another step in the company’s vision of providing new renewable energy for customers across New Zealand.
The Waiotahe solar farm is earmarked for residential and commercial energy consumers; most notably The Warehouse Group which has signed up all
its stores to Lodestone’s phase 1 portfolio.
With the recent commissioning of its first utility scale solar farm in Kaitaia and its Edgecumbe farm due for completion in early 2024, Lodestone has been building local contracting and in-house capability to deliver its portfolio of solar farms.
Working closely with local iwi and stakeholders, as well as construction partners, Infratec and
New Energy by Drillco, Lodestone is committed to delivering for the local community, bringing them employment opportunities in the region.
“At our Edgecumbe solar farm we were really pleased to be able to recruit approximately 80% of our mechanical team locally and we are looking to replicate this for our Waiotahe project. Some of the team from our Edgecumbe project are also being brought on
to help with construction at Waiotahe as we want to leverage their skills and experiences to help deliver this project,” says Holden. Waiotahe is Lodestone’s third utility-scale solar farm in its phase 1 capital programme with Kaitaia generating and Edgecumbe under construction. Whitianga and Dargaville are planned for construction in 2024 and 2025. Phase 1 projects are financed by Westpac New Zealand, IFM and NZGIF.
There is no set-in-stone right or wrong moment to sell your business. Ultimately, after spending years of your time and energy on its success, it’s up to you to decide when it’s time. But how do you actually make that decision? There are endless reasons why selling your business may be the best choice for you, offering you an opportunity to reap the rewards of your hard work and embark on the next stage of your life.
It’s not uncommon for business owners to reach a point where they realise that someone else with a fresh perspective, additional resources, or industry expertise can take their company to new heights. If you believe that your business could flourish even more under new own-
ership, selling it can be a strategic decision that shows your unwavering commitment to your business’s sustained success. The influx of capital and talent that a new owner can bring might just be what your business needs to thrive beyond what you previously thought possible.
Entrepreneurs are known for their innovative spirits and the drive to explore new horizons. Perhaps you have a brilliant new business idea or an exciting career path that you’re eager to pursue. Therefore, selling your current business can provide the capital and freedom needed to turn your dream into a reality. Selling your current venture doesn’t mean abandoning entrepreneurship. Instead, it could be
a transition into a new phase of your career.
Not all business owners have a clear and viable succession plan in place. Therefore, selling to a qualified, motivated, and serious buyer via enlisting the help of a professional business broker may be the best option. This decision ensures that your hardearned legacy isn’t left in limbo and allows you to exit on your terms, rather than seeing the business decline without proper leadership.
Naturally, your priorities and preferences evolve over time. If you find yourself yearning for a different lifestyle or a change
of scenery, selling your business can provide the means to facilitate your desired transformation. Whether it’s moving to a new location, spending more time with your family, or pursuing personal interests, selling your business can offer you the financial and temporal freedom to craft the life you want and deserve.
Selling your business can also be the path to achieving your longterm personal goals. Your dreams and aspirations may include early retirement, travel, or pursuing a different career. The financial gain from selling your business can be a catalyst for actualising these goals, making it a strategic move to align your professional and personal aspirations.
STEVE CATLEY
If any of these points resonate with you, then it might be time to start thinking about selling your business. It’s important to remember that selling your business is not merely an end; it’s the beginning of a fresh chapter where you can continue to succeed in different ways while your business rests in other capable hands.
Steve Catley is a Business Broker at LINK Business Brokers. He can
“We live in one of the greatest places in the world. And I have one of the best jobs in the world – though it’s actually less a job and more a lifestyle.”
> By DAVID PORTER
We spoke to Bay of Plenty Business News owner Alan Neben recently about his plans for 2024 and were surprised to hear changes are afoot. While he assured us that Business News, or BBN as he refers to it, is here to stay, he is taking the advice of Steve Catley in this month’s Link Business column, “When to sell your business: is there a right time?” (see page 10)
“It is time for a fresh perspective – we’ve grown incredibly over a few years, but a fresh perspective will add excitement and open up new possibilities.”
Alan launched BBN back in 2017. At the time it was an expansion of his existing publishing interests in New Zealand and Australia.
“Back then Waikato Business News simply couldn’t keep up with the demand from advertisers for a channel to reach the rapidly expanding Bay of Plenty business market – so we launched Bay of
Plenty Business News and operated for six months from our Hamilton office. But the Bay was booming, even back then, and we needed to be there in the community, not on the outside looking in.”
He moved to the Bay in 2017 anticipating the region was destined to become New Zealand’s next big success story.
Now in 2023 it seems his predictions were ‘right on the money’: PriorityOne is emphatic that Tauranga is ‘a thriving place to do business’.
Tauranga’s GDP has eclipsed the national average since 2013 to take the title of New Zealand’s fastest-growing economy. And Tauranga is growing its knowledge-intensive workforce faster than anywhere else in the country due to strong capital networks and significant investments in tertiary education and research infrastructure.
A range of talented people and businesses are being attracted to Tauranga Moana. Tauranga’s city centre is also experiencing a resurgence with more than
$1bn being invested into new office and living space as the city intensifies.
In addition to Tauranga’s explosive growth, Rotorua is also experiencing a post-Covid resurgence of its own.
December’s BBN, reported Andrew Wilson, Chief Executive of Rotorua NZ, commenting on a recent Rotorua Business Pulse survey: “the findings … reaffirm Rotorua’s potential as a thriving place to do business. This surge in confidence reflects the resilience of our local businesses…”
Alan Neben is comfortable with his decision to make changes: “I’m looking to spend 2024 pursuing one of my passions: travel.
“While I’ll still have publishing interests in New Zealand, I decided a couple of months ago that BBN needs a fresh face – not this crusty old one.
“The business environment here in the Bay of Plenty is a modern, energetic one, driven by a ‘new generation’ of smart connected businesspeople.
We’ve profiled
We’ve profiled literally hundreds of them in our People magazine and our annual Year Book – as well as BBN features Business People Under 40, Thought Leaders, and Women Leading Bay Business.
“I only work on this business part-time – it’s probably fair to say I’m living the dream”, he admits unapologetically from his apartment’s home office in Mount Maunganui.
“BBN’s reputation sells itself to an extent. But there’s plenty of room for growth. And our digital subscriber base continues to flourish, so it’s fun to be at the forefront of the new media landscape locally.
“We’ve built great business relationships right across the region – our beat covers business in Rotorua, Whakatane and Tauranga as well as the smaller satellite areas, so there’s plenty to talk about.
“And acknowledgement that Port of Tauranga, Zespri, Com-
vita and SCION are all in our back yard immediately grabs the attention of national marketing managers. They’re not stupid – they realise there’s a real economic powerhouse here in the ‘golden triangle’. And that’s only going to grow.”
“I’m keen to find someone to take over the business when I travel, so I’ve recently started talking to interested parties and have put it on the market.”
Although he says the move is tinged with sadness, he is adamant: “It’s time for a fresh perspective.”
If you’re interested in owning a connected, modern voice for the local Bay of Plenty business community, this could be a great opportunity.
For more information contact Tony Andrew, 021 938 560, tony. andrew@linkbusiness.co.nz
The ink has now dried on the coalition government agreements with some perhaps surprising adjustments to the National Party’s key tax policies. Given the length of time it took to form the coalition, the Government will need to move quickly to pass the necessary legislation and provide taxpayers with certainty as we head towards the start of the next financial year.
Below we look at the notable changes to tax policies included in the coalition agreements.
Residential landlords will be rejoicing in the government’s decision to expedite the reintroduction of mortgage interest deductibility. Previously set for a more gradual return, mortgage interest deductibility for residential rental properties is now to be restored with a 60 percent deduction in 2023/24, 80 percent in 2024/25 and 100 percent in 2025/26.
In the spirit of give and take inherent in any negotiation, the
ANDREA SCATCHARD
abandonment of the foreign buyer’s tax stands out as a concession to the New Zealand First party.
The National Party had proposed to lift the ban on the purchase of real estate by foreigners for properties worth more than $2 million. At the same time, they proposed to introduce a foreign buyer’s tax of 15% on the purchase price.
Significantly, this has also put an end to what was touted to be a particularly lucrative source of additional tax revenue and could be a key reason why we have also seen the back-track on repealing the “App Tax”.
The National Party campaigned vocally on repealing the “App Tax” so it was unexpected the hear that the planned repeal of the “App tax” is now discarded. This so-called App Tax has already been legislated for and comes into force on 1 April 2024. From this date, platforms operating in ride-sharing, food delivery, and short-term accommodation services will be
GST registered.
Holiday home owners and rideshare/delivery drivers will now need to understand what these changes mean for them – while the platform can claim a notional GST input tax credit on behalf of the supplier, there will still be a net 6.5% GST to be returned to Inland Revenue. Unless the owners/drivers can increase their charges to customers this is likely to cut into their profits.
> From 1 April 2024 platforms operating in ride-sharing, food delivery, and short-term accommodation services will be required to charge GST on these services,
This change will no longer be going ahead, meaning foreigners (other than Australians or Singaporeans) will still not be able to buy New Zealand real estate at all.
required to charge GST on these services, even if the underlying owner/driver is not GST registered and makes under $60,000 per year so is not required to be
We have seen a notable uptick in Inland Revenue’s compliance activities and this should be expected to increase further with the National-New Zealand First coalition agreement providing additional funding to Inland Revenue to undertake tax audits.
We are seeing activity right across the spectrum of taxpayers at the moment, from questioning the tax governance practices of a number of our large corporates to
contacting taxpayers who appear to be diverting their personal service income to related individuals or entities that are taxed at a lower rate.
We have also seen the release of Inland Revenue’s report into the trust disclosure information that has been gathered from the 2022 trust income tax returns.
Inland Revenue analysed the data gathered from these returns to identify behavioural change after the top personal tax rate increased to 39%, and we should expect the same level of scrutiny to be applied to taxpayer behaviour ahead of the trust tax rate increase to 39% next year.
The underlying theme here is that, following a period of relatively low levels of Inland Revenue compliance activity, you should now expect that Inland Revenue may come knocking and to be prepared.
For advice on how you can navigate the changing tax landscape, consult 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
Smart business owners have discovered a miracle growth supplement. Totally natural, totally untraceable, with zero adverse side effects. It delivers a human performance enhancement that outshines any known methodology or approach – but will they be brave enough to use it?
I’ve sampled every performance hack on the planet.
Webinars, seminars, e-learning, coaching, audiobooks, meditation, journaling, sleep-tracking, standing desks, walking meetings, sensory chambers, ice baths, infra-red saunas, blood work, bespoke mineral and vitamin mixes, Qigong, tarot-card networking and everything in between. I even got so desperate that I once dived into the murky waters of LinkedIn.
However, I’ve made a discovery that’s going to shock the business world: There is an ultimate business growth substance on the streets.
If administered correctly, it will deliver an uplift in human performance. You and your teams will experience greater focus, clarity and confidence. You will deliver more work in less time. Your clients and customers will be delighted with the results and will look up at you in awe.
And the best part – this wonder supplement is 100% free.
Welcome to the miracle of Anabolic Thinking.
The so-called ‘tried and tested’ methods to increase workforce productivity and performance no longer work.
In the past, all it would take was an uplifting afternoon in a training room, watching an excitable business coach dancing around in front of flipcharts, with post-it notes flying around like confetti.
After Covid landed and sent employees scurrying to work from the kitchen table, busi-
nesses resorted to webinars. We soon discovered that delivering a powerful, tangible and impactful learning experience via Zoom shows about as much emotion as delivering a marriage proposal using emojis.
These days, with margins being squeezed and budgets for the ‘soft and fluffy training stuff’ being slashed, employee performance initiatives are happening slower than the construction of a Bayfair bypass.
Employees aren’t even that bothered any more. Why bother pushing for some learning and development opportunities when you know you’ll be jumping ship
devilish in its simplicity, which makes it all the more surprising that almost every business gets it wrong.
Every performance initiative that a company embarks upon: every training scheme; every change programme; every over-budget, management consultant-Powerpoint-driven, transformation programme you’ve ever had the misfortune to be part of has been targeting the wrong thing.
Because these improvement projects target the symptoms, not the cause of poor performance. They target the low-hanging fruit, the easy stuff that sounds impres-
> Anabolic Thinking is the true transformation of your mind. It rewires your brain for a higher state of performance. It’s also devilish in its simplicity, which makes it all the more surprising that almost every business gets it wrong.
into a different job within the next 18 months?
So if you want to capture the hearts and minds of your workforce and generate a timely performance boost at the same time, you’ll need something truly original up your sleeve.
That’s where Anabolic Thinking comes in.
Anabolic Thinking is the true transformation of your mind. It rewires your brain for a higher state of performance. It’s also
sive in the status report but is about as impactful as adding yet another traffic cone to Cameron Road.
This means companies are trying to change how their employees feel. They are trying to make them happier. They are applying emotional sandpaper to their rough edges.
This is wrong, because we shouldn’t be changing how employees feel, we should be changing how they think
How dare I say it’s not important that workers feel happy?
BY FREDDIE BENNETT
Well, I’m not saying feelings aren’t important. But I AM saying that thoughts are more important.
Anabolic Thinking focuses on thoughts, not feelings. Because –and this may shock you – feeling happy 24/7 isn’t a prerequisite to success. In fact, if you have a workforce who will only perform when they’re gloriously full of the joys of spring, it’s a dangerous thing.
Have you ever been in a relationship where you know the partnership will not deliver a successful outcome unless you can make the other person feel happy 24/7?
I have, and it definitely didn’t have a happy ending.
This is why Anabolic Thinking is so powerful, because you are changing how your teams think. You are guiding them to perform based not on what they feel like doing, but what they have committed to doing.
Anabolic Thinking goes straight for the upstream source: the mind. This is about encouraging your team to understand that they can become MORE than they currently are. To encourage anyone to think differently, you must first change the way they see themselves.
If they see themselves as underpaid, under-resourced, overwhelmed and over-capacity, then this is the level they will perform at.
If they see themselves as empowered, with opportunities to advance their careers while transforming the lives of others, then this is the level they will rise to.
At the heart of Anabolic Thinking is the understanding that our thoughts cannot be kept secret. Most businesses would like to pretend that ‘off-script’ thinking does not happen. Even the so-called free-thinking creatives would rather thoughts were directed externally towards the needs of the client than internally towards the needs of the employee.
But no matter who you are, no matter how many times you read ‘Atomic Habits’ or sit through yet another ‘productivity hacking’ webinar – your true thoughts and feelings will show themselves eventually.
Thoughts crystallise into feelings. Feelings solidify into circumstances.
So if you want to get a head start on 2024, and the secret sauce is in getting your employees to THINK differently. Think differently about their performance, their purpose, their customers and their potential.
If you don’t do this, then every other performance-boosting initiative will be a wasted investment.
True performance strength comes from Anabolic Thinking. It’s like business growth … on steroids.
Guinness World Record Holder, podcast host and bestselling author, Freddie is known as ‘The Profit Hunter’. He helps business owners enjoy more time, money and freedom by discovering and extracting hidden profits in their companies. Email Freddie@conqueryourmedia.com
Although you’re probably reading this in January –despite numerous people telling me they have far better things to do in January than read my column – I am writing it prior to Christmas.
The reason I’m writing it before Christmas is that if I waited to write my January column in January, experience has shown me that you’d likely never get to see it: New Zealand is closed for January, so the logistics of getting my words in front of your eyeballs over that period are difficult.
When I say, ‘New Zealand is closed for January’, I know it’s not completely closed – malls will still be jam-packed and Black Wednesday/Cyber Tuesday/ Halloween Clear-Out/Valentines-Minus-100-Days/Boxing Day/New Years Day/New Years Eve Day/Day after New Year Day sales will still be pumping –and in a perverse twist of logic, it seems the less cash we have, the more we’re compelled to spend.
Finding things tight? Mortgage repayments leaving you penniless? …
…come on in and buy a new battery powered, solar, inflatable, Barbie scooter with air fryer attachments and built-in IOT fridge tracking app – only $4,999.99, payable over 16 years, interest free, Ts and Cs apply.
Thank God for consumer finance, credit cards and Afterpay – otherwise I’d almost start to think I couldn’t really afford the new Barbie-scooter thingy.
You know there was a time, way back in the dark ages, when people only bought things they really needed and which they could afford to pay for. I know, ridiculous aye?
Like I was saying before my thoughts were interrupted by the Briscoes lady yelling at me from the lounge – apparently they’ve got a surprise 24-hour sale coming up soon – New Zealand may be closed when you read this … well the fast-food places won’t be closed, of course, because … well … they just can’t be: how else would we eat?
But the shops will be … well not like the Warehouse and Kmart because we’ve got to be able to return the Christmas stuff that we didn’t want, or that didn’t fit, or that didn’t work, or that we were gifted three of, or that we really just want to swap for a cooler version – you know the routine – but the rest of New Zealand will be closed.
BY ALAN NEBEN
I mean retail shops probably won’t be closed because they’ve got to compete with the Warehouse and Briscoes, and if they’re in the mall, they have to open as part of their lease terms, but the other businesses will – except for the pub and the ‘hospo’ places – they’ll still have the doors open so they can make some money on the stat day surcharges.
Actually, the gas station (which used to be called a garage, before it morphed into a service station, long before finally evolving to be a café, Subway and minimart that sells petrol and electricity and carwashes) will still be open in January – which is good news because there are frequently January days that require me to buy an emergency steak and cheese pie and a diet coke.
And the dairy … yeah, the dairy’s open 365 because they just get me. Nice one.
I suppose the dairy has to be open throughout January to compete with the supermarkets and the gas station/ minimart ‘thingys’ – I mean they’re open like al-l-l-l the time!
Now I come to think about it, New Zealand’s not actually closed for January anymore – except if you’re my lawyer, a plumber, a school student or a parliamentarian – maybe I could have waited until Jan 1 to have written this column after all … Nah, come January, I’m closed for business.
Alan Neben is a Mount Maunganui local and experienced New Zealand publisher. His columns provide a light-hearted perspective on social changes effecting New Zealanders.
The BOP Open Studios art trail weekend promises a captivating experience for art enthusiasts and creativity seekers alike.
Set to unfold from February 23 to February 25, 2024, this three-day event invites the community to immerse themselves in a world of artistic expression as local talents generously throw open the doors of their studios, offering an up-close-and-personal view of their craft.
At the heart of BOP Open Studios is a mission to forge connections between local artists and a diverse audience of art lovers and buyers, spanning not only the immediate region but also attracting visitors from distant locales.
2024 marks the pilot year for this ambitious project, and the organising team is steadfast in their commitment to establishing BOP Open Studios as an annual “must-attend” event on the local arts calendar.
The art trail is an expansive journey, stretching from the shores of Waihi Beach to the scenic reaches of Pukehina. Across key artistic hubs like Tauranga, Mount Maunganui, Papamoa, Katikati, and Te Puke, as well as the hidden corners in between, studios will open their doors to curious minds and creative spirits.
For attendees, this is more than just an opportunity to appreciate finished artworks; it’s a chance to step into the sacred spaces where creativity comes to life.
Meeting local artists in their studios, participants can explore the very workshops where dreams are conceived and nurtured. The event invites visitors to delve into the passions fuelling each art-
ist and the unique journey that led canvas, clay, textile, or metal to become the chosen medium for their ideas.
Attendees will feast their eyes on an array of creations and gain insight into the stories woven into each piece. There’s a possibility, even, of stumbling upon that one special artwork that seems destined to find its way into their hearts.
Christie Cramer, a member of the organising team and a participating artist, expresses genuine enthusiasm for the inaugural BOP Open Studios art trail weekend.
“This is an extraordinary opportunity for art lovers to connect with our vibrant local arts scene,” she says. “For artists, it’s a chance to share their passion and inspiration with a wider audience. We can’t wait to showcase the diverse talents our region has to offer and create lasting memories for all attendees.”
Art enthusiasts are urged to mark their calendars for this artistic adventure unfolding in Tauranga and the Western Bay of Plenty. Save the dates – February 23 to February 25, 2024 – from 9.30am to 4.30pm daily, and be prepared to embark on a journey of discovery.
Whether you are an avid collector, a casual appreciator, or simply someone curious about the artistic process, BOP Open Studios promises an enriching experience.
Further details and updates can be found on the official event website at www.bopopenstudios.co.nz.
Tauranga Business Chamber Business
After 5 hosted by Kiwibank at Trinity Wharf Tauranga on 6 December, 2023
ONE RebekahArmer(ASBBankLimited),LizzieSeekup(TrinityWharfTauranga). TWO MarieRoberts(KanukaWellbeing&LeadershipLimited),NinetteKruger(NinetteKrugerMetalArt). THREE FionaSullivan(ManaTaiaoEventsManagement),MaryJoVergara(Kiwibank). FOUR ChrisSymes(Oxygen8),AdrianLodge(Kiwibank). FIVE Valarie Rowe-Mitchell (Emerald Business Advisers, DeborahPeake(Tremains),JacquiWren-Hilton(Wharf42). SIXJamieSmith(LINKBusiness),DavidHill(NewZealandHomeLoans),AndrewKlaassen(CraigsInvestmentPartners).
Ko Taranaki te maunga
Ko Patea te awa tapu
Ko Aotea me Pahitonoa nga waka
Ko Nga Rauru, Ngati Ruanui me Te Pakakohi nga iwi
Ko Tauranga Moana taku kainga tipu
Ko Charles Russell ahau
Tourism Bay of Plenty welcomes Charles Russell to the Board of Trustees.
Charles is an Emerging Director with the Institute of Directors in New Zealand and has started a 12-month internship as a trustee at Tourism Bay of Plenty.
This follows the departure of inaugural Board intern Suki Xiao, after completing her term as the first appointee in Tauranga City Council’s CCO Board Intern Programme.
Charles has extensive experience in business management, logistics, and relationship management. He is a site manager at DMS Progrowers and has previously had roles at Opal and the Arataki Sports Club.
Charles is currently studying for a Master of Business Administration at the University of Waikato and has been inducted as a Kellogg Rural Leadership Scholar at Lincoln University.
Board Chair, Russ Browne, says Charles brings a passion for positive community outcomes, a strong Māori worldview, and a sustainability focus.
“Tourism Bay of Plenty embraces fresh thinking and recognises the value of supporting the next generation of local governance leaders.
“We wholeheartedly welcome the
opportunity to host Charles and look forward to both mentoring and learning from him in the exciting and dynamic year that’s ahead for our tourism sector.”
Ko Mauao te maunga
Ko Tauranga te moana
Ko Ngai Te Rangi te iwi
Ko Mataatua te waka
Ko Ngai Tukairangi rāua ko Ngati Hē ōku
hapū
Ko Hungahungatoroa raua ko Maungatapu ōku marae
Ko Te Kani Atamatea tōku tūpuna
Ko Andrea Webster ahau
Andrea Webster has been appointed as the new mana whenua representative on the Tourism Bay of Plenty Board of Trustees.
Andrea has strong governance experience across a range of sectors involv-
ing Māori land trusts, post-settlement governance entities, education, and community organisations. She holds qualifications in teaching and social sciences and has a background in education and employment advocacy.
Tourism Bay of Plenty is a council-controlled organisation (CCO), which means Andrea’s appointment has been determined by Tauranga City Council and Western Bay of Plenty District Council. Her two-year appointment has been endorsed by Te Rangapū Mana Whenua o Tauranga Moana.
In her spare time, Andrea enjoys spending time with friends and whānau, being outdoors, pottering around in the garden, and walking her dog.
Meanwhile, long-standing Tourism Bay
of Plenty trustee Clare Swallow has been appointed as Deputy Chair of the Board and trustee Jason Hill has been reappointed for a further year.
Clare has her own consultancy business, Mulberry St, assisting high-growth export organisations with strategy and culture design. She’s previously had management roles in the technology sector, she’s an Executive Fellow in Design Thinking with the University of Waikato’s MBA programme, she’s a board member at Forbury, and is currently participating in the Institute of Directors Mentoring for Diversity programme.
Jason is the managing director of two businesses in the tourism sector, Tourism Talent and Meneth Consulting, which utilise his extensive experience in domestic and international tourism. He has a strong strategy skill set and serves in multiple board and advisory positions aimed at supporting tourism, retail, and hospitality businesses to thrive.
Tourism Bay of Plenty end-of-year networking and sector update 22 November 2023, held at The Cargo Shed
Photos: Salina Galvan Photography
ONE BeaudeneWaikato-Pearce,NatashaManuel(TioŌhiwa). TWOJoDawkins(TePunaQuarryPark),OleGaspar(NgapekePermaculture),ShonaPurves(TePunaQuarryPark). THREE Geoff Allen (ScottTours),LesMillard(TravelEd),PaulMarston(TaurangaTastingTours&Charters). FOURGuiCalmelet,TristanWebb(SkydiveTauranga),NigelBusbridge(V8TrikeTours),MaryTolley(Tourism BayofPlenty),KathrynBusbridge,StephanieBusbridge(V8TrikeTours). FIVE DevonBannister(ZespriInternational),SuzySpear(TourismBayofPlenty),VickiBeauchamp-Dixon,NikitaFraser(Zespri International). SIXDaphneKeller(TaurangaMarineChartersLtd). SEVENPorinaMcLeod(MauaoAdventures),ChristineMcLeod(NgapekePermaculture). EIGHTPeterBlakeway(TourismBayof Plenty),AnneBlakeway(TaurangaCityCouncil),PaulYeo(TourismNewZealand),RichardFaire(TourismBayofPlenty). NINE ColleenCarey,SharonScott(CaprionPilotBay). TEN Lance Somervell (BayKarts),SeanBuchanan(TourismBayofPlenty). ELEVEN SarahMeadows(PacificCoastLodgeBackpackers&WanderlustNZ),AngelaWerder(TourismBayofPlenty). TWELVE David Aflallo, SashahMacleod,OscarMorgan(TasmanHolidayParks). THIRTEEN Trixie Allen (Scott Tours).
