Richard Rennie reports on Bay businesses in his trade delegation trip to India
Page 5
MINING BUSINESS WEALTH
Freddie Bennett considers how to create a business of superheroes Page 16
The new Mercedes-Benz EQS SUV, fromIngham-Sears,MountMaunganui
> SPECIAL REPORT
WERE YOU THERE?
See photos from Tauranga Business Chamber’s August BA5 Page 21
EVs for business are here now … and they are more affordable and practical than you think
> PROFILE
New Page Macrae CEO focuses on a people centric culture. Page 20
As the general election approaches and political parties roll out policy announcements, many of which are focused on business and the environment, a second wave of messaging is dominating the ad breaks: electric vehicle ads. Are electric vehicles finally a practical, affordable option for businesses in New Zealand? This month we investigate and ask the experts for their analysis.
CROWD CHARGED BY EV SHOWCASE EVENT
In August Farmer Autovillage hosted a FleetPartners EV showcase event – the Journey to Carbon Zero.
The event, organised by FleetPartners and Drive Electric, and held at Farmer Autovillage’s MG showroom, updated attendees on developments in the EV and PHEV markets, both in New Zea-
land and internationally. Drive Electric board member Dean Sheed spoke to the approximately 100 guests about emerging trends and changes in attitude and consumer opinion in relation to electric vehicles in 2023. In particular he contrasted the enormous growth in EV sales to the corresponding downturn
in demand and sales of internal combustion engine (ICE) vehicles.
He touched on the issue of changing perceptions around the practicality of investment in electric vehicles in the last 12 months, and suggested future considerations for the road ahead.
FleetPartners Director Den-
nis Kelly then addressed the audience looking particularly at trends in corporate investment in fleet vehicles.
Dennis suggested although there are significant aspects of fleet EV investment that are front of mind for business operators now, there are also emerging
> Continuedonpage7
CULTURE
> AN INSIDER’S GUIDE Tourism Bay of Plenty previews sumptuous delights on o er in the Bay. Page 18
Kiwifruit giant Seeka has opened its new accommodation for RSE workers at its Aongatete facility in the Western Bay. The opening drew a large crowd of staff, local iwi representatives, and regional dignitaries.
Seeka opens its new RSE accommodation
> By DAVID PORTER
Michael Franks, Seeka’s chief executive officer told the crowd the building was symbolic of the relationships the company wanted to have.
“We are very proud of the building and the construction teams have done a great job in delivering a great facility,” said Franks.
“But if you think about it, it is only a building, it’s just bits of wood and tin really – what is important to us is that it is symbolic of the relationships we want to have and the strong relationships we are building with local
mana tangata whenua and our RSE employees.”
The opening saw representatives from Ngai Tamawhariua, Ngai Tukairangi, Ngai Te Rangi and Seeka gathered to bless and open Seeka’s RSE accommodation, Turanga Whetu.
Seeka’s Kaumatua, Turi Ngatai of Ngai Tukairangi led the Kawanga Whare along with George Burt from Ngai Tamawhariua and Kaumatua Ngairoa Eruera. Each room in the facility was blessed and the accommodation was formally provided with its name, Turanga Whetu with Ngai Tukairangi Kuia, Kura Benton and Ngai Tamawhariua Kuia, Kerewai Wanakore unveiling the
accommodations signage.
Turi linked the facility to the Ngati Maniapoto proverb, Tokanganui a noho, which refers to Home Sweet Home, linking local Iwi, Seeka and Seeka’s RSE employees together as one community.
Following the Kawanga Whare, a grand opening was held with Western Bay of Plenty Mayor, James Denyer, National Party MP, Sam Uffindell, and candidates Tom Rutherford of National and Pare Taikato of Labour in attendance. The grand opening concluded with performances by Samoan RSE and local Iwi representatives.
Seeka first became involved
with the RSE pilot scheme, AIP, in 2007, which went on to become the RSE Programme in 2009. Seeka currently supplements its local workforce with RSE employees from Samoa, Tonga, Vanuatu, the Solomon Islands, Papua New Guinea, Kiribati, Fiji, and Malaysia.
Building relationships
Seeka’s chairman, Fred Hutchings also spoke about the importance of building relationships. He said the company was founded on relationships. “Both with our growers, who by selecting Seeka, are choosing a partner that values a high-quality labour force with
the ability to produce excellent results. And relationships with our team of inspirational people both from our home here in New Zealand and those who come to us from abroad.”
Hutchings also referred to the name of the facility, stating that “Turanga Whetu” referred to Star Base and living under one sky. He added that the RSE location provided a brilliant view of the Southern Cross, a constellation that connected RSE workers with their home abroad and their secondary new home here in New Zealand. The new accommodation was built to be “their home away from home”, said Hutchings.
Bay of Plenty Business News has a circulation of 8000, distributed throughout Bay of Plenty between Waihi and Opotiki including Rotorua and Taupo, and to a subscription base.
Bay of Plenty Business Publications 309/424 Maunganui Rd, Mt Maunganui, 3116
Bay of Plenty Business Publications specialises in business publishing, advertising, design, print and electronic media services.
In case you missed last month’s edition
> THE PORTER REPORT
Coping with congestion
> By DAVID PORTER
Tauranga residents and small business operators continue to endure multiple traffic and parking challenges. Many shop owners in the central district have been essentially driven out of business as a result of the extensive roadworks renovation in recent years.
The main reason is that many of those who would like to visit their favourite local businesses
to do so
elimination of car parking alongside many of the main streets.
To be clear, I am aware that many of these roadworks, undertaken at the behest of our temporary commissioners of the council, were well overdue – and in some cases workers were excavating underground pipes that should have been replaced decades ago.
That this was not done earlier suggests that previous councils have opted to postpone necessary work to avoid upsetting the rate payers.
That said, however, it is clear that a more structured approach with a better grasp of public needs and regular updates on exactly what is happening and when it might realistically be finished, is
It was something of a surprise to me to only find out recently that scores of council staff were entitled to essentially free bus transport. And indeed that gratis bus services are available
to many locals who are no longer able to drive. All as part of the perfectly reasonable goal of ultimately reducing traffic congestion.
Better bus usage required
I have been unable to track down exactly how many bus passengers are serviced in the local area. But in my informal monitoring of bus traffic around town and my own and family members’ bus excursions, I can only say that very few buses seem to be crowded with passengers.
I am able to draw upon my experience of alternative public transport options, having lived for many years in Hong Kong, one of the world’s busiest cities. Obviously tiny Hong Kong, with its teeming millions, has been obliged for many years to provide a multiplicity of affordable public transport options.
As I recall, the options ranged from efficient MTR (underground) and KCRC
(overground) trains; reasonably priced taxis, trams in downtown HK island, and a variety of large buses.
But what I found to be even more useful there was the vast network of local mini buses, which carry 16 to 19 passengers. These were relatively cheap for passengers and essentially either green and followed fixed routes, or red and could be treated rather like group hire taxis that went where the passengers agreed collectively to go.
They were a great way to get about town, at a speed helped, it must be said, by what appeared to be the rather cavalier approach by the drivers to traffic and speed restrictions.
At this point, as we prepare for the eventual restoration of local council elections, it is time to thank the commissioners for the excellent work they have done.
And think about how best we can build upon the progress they have made and avoid any future transport infrastructure mistakes.
David Porter
TRADE DELEGATION BRINGS HOPES FOR INDIA-NZ RELATIONS
Prospects for stronger trade relationships with India have strengthened after a recent IndiaNew Zealand Business Council (INZBC) trade delegation visit there in late August.
> By RICHARD RENNIE
The 50 strong delegation included a good representation of Bay of Plenty business interests, keen to better understand the challenges and opportunities the subcontinent offers for both service and product exporters.
The delegation was headed up by Michael Fox, Zespri’s head of global affairs and newly appointed chair of the INZBC.
He said interest in the trip had proven to be high with over 100 businesses registering interest for the 50 places offered on the trip. It reflected a growing recognition among New Zealand commercial interest of the sub-continent’s value as a trading partner.
At present India, despite being the world’s most populous nation, sits at only 15th among New Zealand’s trading partners, superseded by a number of countries significantly smaller in population terms, including Singapore and Korea.
Previous efforts to develop a
free trade agreement with India have failed, with the nation unwilling to compromise on opening access to New Zealand dairy products to a market that is the largest dairy producer in the world.
India has 80 million rural households employed in dairying and dairy farmers represent a politically powerful bloc that influenced India’s decision to walk away from an FTA with New Zealand four years ago.
But Fox was optimistic the latest contact will prompt a different approach to trading with India that includes more collaborative, joint work on helping India build its capacity and productivity including areas of crop and food production.
Multiple opportunities also exist in the services sector including software and education.
“The delegation has provided a massive injection of energy and momentum as we work to reframe the bilateral relationship and identify new opportunities that are grounded in our mutual
objective of building sustainable trade supported by innovation,” he said.
Collaboration is a key focus for Indian officials as the country gains economic momentum and confidence in setting trade conditions on its own terms.
This has demanded more of a joint approach and less of a transactional “free trade” view of the relationship.
Bay of Plenty representatives included Tracey Burns GM of fruit exporters Freshmax Exports, and Matt Hill CEO of forestry phytosanitary company Phytos, along with Fox.
Log exports to India have peaked at almost $250 million a year seven years ago but have disappeared as a result of New Zealand now no longer allowing the use of methyl bromide treatment, the one treatment India requires from imported timber.
Hopes were high among the delegation for some restoration of this, and of a direct air link between India and New Zealand.
Minister for trade and export
Tourism fund provides boost for Western Bay
There will be improved opportunities to take in the scenic sights of the Western Bay of Plenty, thanks to a government grant and Council co-funding.
Minden Lookout in Whakamārama is one of three local attractions that Western Bay of Plenty District Council has received funding for to contribute to repairs.
The Ministry of Business, Innovation and Employment’s Tourism Infrastructure Fund (TIF) exists to help Councils across Aotearoa New Zealand create and manage tourism infrastructure.
Western Bay of Plenty District Council has been granted $255,000 across three projects: Minden Lookout repairs ($125,000); Te Tawa ki Tahataharoa access trail beside the Wairoa River ($100,000) and the Kaikōkopu Trail between Paengaroa and Okere Falls ($30,000).
Council’s General Manager Infrastructure Services, Cedric Crow, welcomes the funding.
“These grants, coupled with co-funding from Council, will greatly improve how we all enjoy these local gems. We’re so pleased we can make these repairs to enhance what we already have to offer.
“We’re really proud of our home, and this funding will go some way to grow-
growth Damien O’Connor was optimistic about the direct air link coming after close discus sion with Indian officials.
New Zealand’s Indian population amounts to 250,000, almost 5% of the population, with the Waikato-Bay of Plenty being the second largest concentration of people of Indian origin.
“The success ful engagement between dele gation members and their Indian counterparts points to an exciting future for trade and investment between our two coun tries, even in the absence of an FTA” said Micheal Fox.
ing the experience that our local whānau and visitors have in this beautiful part of Aotearoa New Zealand.”
The Minden Lookout offers a sweeping panorama of the District, but has been temporarily closed since March 2023, while the viewing platform’s condition was under investigation. The tourism funding will be utilised for repairs to this structure.
Repairs will also be carried out to Te Tawa Ki Tahataharoa Shared Path in Te Puna, in partnership with Tāngata Whenua. The path provides access to the important wetland and the mahi will improve the path’s resilience to future severe weather events.
Repairs at Kaikōkopu Trail will be focused near the forestry section, approximately one kilometre from Linchenstein Road. This trail has been badly damaged from severe rain events earlier this year resulting in the hard decision to discourage using it.
“With this funding and Council’s matching contribution, Council can now commit resources to get on with these repairs and complete them as soon as possible. We’re sure this will be welcome news to those who know and love these spots already,” says Cedric.
Making our rating system fairer
> By ANNE TOLLEY, TAURANGA COMMISSION CHAIR
ast year, after consulting with the community on our 202131 Long-term Plan Amendment, we increased the proportion of transport and general rates paid by the commercial sector to better reflect the use of our roads by the commercial sector.
While this brought us more in line with other metro cities, it’s notable that our ‘commercial differential’ is still comparatively low, which recognises that many small and medium-sized businesses continue to struggle in the current economic
utilities network purposes, plus any land not categorised as residential.
We’ve come up thinking that this is a broad-brush approach to things that don’t necessarily fit together, like shipbuilding factories and second-hand bookshops. As a result, we’re proposing to introduce a new industrial rating category that better compares apples to apples, and considers the overall use of our infrastructure, and in particular, the transport network.
Kia EV6
new funding approaches, during our formal 2024-34 Long-term Plan (LTP) consultation, from 15 November to 15 December this year. Our intention for this LTP is very much to continue to focus on delivering and finishing projects that we have planned and started. All the
It’s fair to say we’ve been working hard to review Tauranga’s rating system over the past few years, to make sure those benefiting most from, or having a greater impact on our city’s infrastructure, services and facilities, are chipping-in their fair share for the resources they use. climate.
When the new elected council takes office in July next year, we want to provide them with a clear plan which has been consulted with and endorsed by the wider community.
Like any business, we’re facing the effects of inflation, higher interest rates and increased project capital costs. This means it costs around 20% more to run our business now, and that we need to find new ways of funding the city’s growth.
A recent review into the future for local government in Aotearoa New Zealand recognised that the existing funding model is not sustainable or affordable, and most councils are struggling, just as we are, to balance rates affordability with achieving the outcomes our communities need.
This year, we’ve done a deeper dive into the definition of the commercial sector, which currently includes land which is primarily used for commercial, industrial, port, transportation or
The new category, which would include industrial, port, and transportation or utilities network activities, would increase the proportion of rates these businesses currently pay under the broader commercial sector category from 2.1 times the residential general rate to 2.7 times the general residential rate.
That would reduce the proportion of general rates paid by the residential and commercial sectors, which we believe would contribute to a fairer rating system.
We want to know what you think though, so we’ll be discussing this proposal, along with other possible
> When the new elected council takes o ce in July next year, we want to provide them with a clear plan which has been consulted with and endorsed by the wider community.
things we set out to achieve close to three years ago still apply, such as investing in the quality of life for people who live in Tauranga, increasing investment in important infrastructure to keep the city functioning and moving forward, and delivering on agreed priorities.
We know that relying on rates and introducing new revenue tools will not be enough to solve the problem in the long run, but we also know that an improved local government funding system is likely to take some time to be agreed upon and implemented, so we’ll have to continue operating within the current framework for the time being.
That’s going to mean making some tough decisions and we’ll need your help, but we’re confident that together, we can create a vibrant, well-planned city with people at its heart, and fairly-allocated running costs to boot.
Quayside has recently acquired a stake in Tauranga Crossing Limited, a premier retail shopping centre located in Tauranga, New Zealand’s fastest-growing regional city.
TAURANGA CROSSING INVESTMENT FOR QUAYSIDE
The investment into Tauranga Crossing is important for Quayside, representing an important partnership with the centre’s original founders, allowing Quayside to leverage off Tauranga Crossing’s considerable retail experience, whilst providing the growth capital to continue the expansion of the centre.
Quayside senior investment manager Sam Newbury says; “This investment is a great outcome for Quayside as it provides both consistent and stable distributions to the portfolio and whilst simultaneously growing the asset base through the continued development of the centre. Tauranga Crossing is positioned in a key growth corridor in the Bay of Plenty, so there’s a natural alignment with Quayside’s strategic objectives of delivering commercial results and intergenerational prosperity for the region’s people”.
Tauranga Crossing is a large, airy, and contemporary shopping mall located in Tauranga at the intersection of SH29, SH36 and Taurikura Drive. It is home to over 100 stores, grounded with a strong foundation tenancy mix ensuring a diverse range of
shopping and entertainment options for visitors, contributing to the centre’s longterm sustainability.
Tauranga Crossing will continue to benefit significantly from planned future developments in its vicinity. The nearby Tauriko Industrial Estate, located directly to the South of Tauranga Crossing, is undergoing rapid development and is expected to host 16,000 jobs upon completion along with the Tauriko West residential subdivision and nearby Keenan Road Urban Growth development, delivering a combined estimate of 6,500 houses to the catchment.
The centre itself is experiencing significant growth with approximately 13,000 sqm of large format retail set to be delivered in 2023/24 and an extension to the current mall delivering approximately 9,500 sqm of additional retail space set to be completed by 2025.
This exciting investment poses plenty of opportunity and is strongly aligned with Quayside’s strategy and purpose.
Crowd charged by EV showcase event
> Continuedfrompage1
new considerations that need to be ‘factored in’ by decision makers in the future.
Both speakers hinted that the perennial EV issues of driver range anxiety and purchase price parity are now far less prohibitive than in previous years through a combination of technology devel-
opment and car manufacturers’ market responsiveness.
Both issues have also been addressed to an extent by clean car subsidies and growth in the national charging network.
Progress in the growth of charging networks throughout the country is also having a positive impact on the peace-of-mind for the increasing numbers of EV
drivers in New Zealand.
A topic both speakers identified as key to the smooth and successful transition of vehicle fleets to electric is organisations’ strategies for charging.
As more electric vehicles come onto the market, the appropriateness of the various models for their intended purposes needs to be carefully weighed up.
In particular the requirements for pool vehicles, delivery vehicles, stay at base and those taken home by employees will each have unique charging profiles.
These were explored in depth by an EV charging discussion panel made up of EV charging experts on the evening, namely ChargeNet, Thundergrid, JetCharge and Evnex.
New employment, ownership and safety issues have begun to emerge recently as employers and employees develop policies for charging of business vehicles at employees’ homes overnight.
Consideration must also be given to provision of the most efficient charging facilities at the
place of work, as well as via public charging networks.
In addition to safety and efficiency, the panel explored employee reimbursement for electricity charging costs at home, the treatment of costs for installing appropriate home charging equipment, ownership and moving costs, and charging equipment options.
One clear message emerging on the night: If you are investing in electric, plan the change early and get expert advice about what charging equipment and installation will be required.
There may need to be significant investment and installation can take time, so do your research early.
SPONSORED
Optimising business in Waikato and Bay of Plenty with vehicle leasing
Managing a fleet of vehicles while trying to run a business, be it large or small, is not a task to take lightly. The automotive industry is experiencing a rate of change not seen before, especially in the area of low emission vehicles and the associated government legislation. This can make it incredibly difficult to make informed decisions about the future of your fleet vehicles.
The present financial outlook in some markets can also be restrictive and cause uncertainty, with some businesses delaying vehicle replacements and subsequently increasing the risk of expensive maintenance repairs and/or costly vehicle downtime.
FleetPartners, New Zealand’s leader in vehicle leasing and fleet management, has industry experts to help you navigate through these changes and build a structured plan to achieve your specific goals. Leasing has the distinct advantage of allowing businesses to preserve existing funding lines or cash reserves by simply paying a monthly payment, enabling funds to be directed towards business growth, rather than depreciating assets.
FleetPartners is the only fleet management company with a regional presence in the Bay of Plenty & Waikato. The regional office, based in Hamilton’s automotive hub in Te Rapa, has a team covering sales, service and operations, led by
Regional Manager Clayton Coe.
Clayton says, “Our team are locals and work on the ground with both small and large businesses for all their vehicle and fleet needs. Local businesses see leasing as a great alternative to owning their vehicles as it provides more certainty on cashflow and flexibility to lease any type of vehicle from cars and SUVs, through to EVs, vans, utes and trucks. We’re receiving a lot of interest in our sale and leaseback product (where we purchase a customer’s fleet from them and lease it back at an agreed rate). This is a fantastic product for businesses with an owned fleet that wants to release the capital they have tied up in their vehicles. This can de-risk them from the perils of vehicle ownership and allow them to reinvest those funds into their business.”
Clayton says “We are passionate about helping local businesses significantly reduce their carbon footprint. We are seeing growing interest from the business community of Waikato and Bay of Plenty in moving to more sustainable vehicle fleets. Our 5-step journey to carbon zero program provides them a pathway to get started. With possible changes to legislation concerning low emission vehicles, whether in the form of a road user tax or changes to the Clean Car discount scheme, FleetPartners is well positioned to provide guidance and cushion
any financial or administrative burden that may arise.” FleetPartners recently hosted an electric vehicle showcase event at Farmer Autovillage in Mount Maunganui, partnering with Drive Electric. This was the fourth electric vehicle showcase FleetPartners has run, bringing the whole EV industry to the region.
Clayton also runs the heavy commercial team for NZ and he and the com-
Key outcomes of this consultation will be:
ing of built-to-order heavy
struction, manufacturing,
mercial team are experts in the customisation and leasing of built-to-order heavy commercial vehicles. FleetPartners supplies trucks to businesses across many industries including construction, manufacturing, utilities, government, and general freight assets.
FleetPartners is offering a free no obligation fleet assessment for Bay of Plenty businesses
> Risk report – Identifying vehicles by model, age and kilometres that may represent a higher risk to your business
> Fleet recommendation – FleetPartners will provide a written recommendation covering your current fleet and recommended steps to align with best practice and your business goals
> By ALAN NEBEN
Earlier this month, I sat down with FleetPartners Director Dennis Kelly to get his take on the electric vehicle revolution and the effect it is having on New Zealand businesses in 2023.
When asked what he likes most about electric vehicles, his response was immediate: “The stand-out for me is the quality of the vehicles, the fit and finish, and the design – the technology is absolutely leading edge.”
“As for driving one, well they are incredibly quick and handle extremely well – they are absolutely state-of-the-art vehicles; we are pretty much all in BEVs in our business now, and no-one is itching to go back to a petrol.”
Coming from an unashamedly self-confessed petrol-head, that is quite an admission.
His advice to anyone curious about EVs: “Get in one and drive it for a reasonable period of time, not just around the block.” He also points out that some of the
Q: Are EVs a realistic practical option for most small to medium sized businesses right now?
A: “To answer that question I’d begin by asking the business owner what sort of kilometres they do each day (business or private) and the type of vehicle usage. If the answer falls within 200-300 kilometres per week, then an EV is usually going to meet their requirements easily, possibly even up to double that range, without any charge concerns.
“The cost of EVs is coming down, almost month by month, with new supply arriving and upgraded models available. Cost is coming down, quality is going up, and range is getting longer.”
As a result, he says electric is ‘absolutely’ a practical option for many New Zealand businesses.
He points out however that at this time an exception is those doing high kilometres in remote locations.
Q: In respect of limitations for
years – probably more hybrid than full Battery Electric Vehicle (BEV). We anticipate this will be driven by mainstream suppliers like Ford and Toyota.
“In the van space we expect even quicker movement to full-blown electric, principally because in Europe vans are more popular than utes, so there are van options available even now from European manufacturers like Ford, Renault and LDV.
“Within the next two years we’ll see range with capacity to carry greater loads extended.”
He notes that advances in battery storage technology are driving the progress which he likens to the revolution in mobile phones, where initially a day’s charge could provide 15 minutes talk-time, compared to nowadays where we rarely even think about it. He predicts that in the next 3-5 years there will be further significant advancement in battery technology, with talk of manufacturers moving away from lithium-ion to solid state.
not from owning them.
“What leasing brings to the table is fixed monthly costs, making budgeting super easy; it’s tax deductible (where used solely for business purposes) and there’s less risk from a maintenance perspective if something were to go wrong. At FleetPartners, we’re responsible for all that: maintenance, tyres, servicing and
“Buying outright, in an industry where technology is advancing as quickly as EVs, is dangerous. Because FleetPartners buys 350-400 vehicles per month and we have great networks for service and repair work, you’re tapping into a robust supply chain that’s been 45 years in the making – the advantage of that shows through in our pricing.”
Farewell Clean Car Discount?
Since the CCD started in the middle of 2021, there are now around 76,000 EVS on the road, non-profit electric vehicle organisation Drive Electric calculates CCD has removed around two million tonnes of CO2. From an environmental perspective it can largely be seen as a success, so why remove it?
The potential removal of the CCD comes down to one thing: cost. The idea is that the CCD should be “fiscally neutral”, however a system that provides a rebate up to $7,015 (previously $8,625) on the price of a new clean vehicle selling for less than $80,000 (and $3,507.50 for a used
import) as a discount, paid for by levies of up to $6,900 (previously $5,175) on the price of a polluting car, has severely eroded the seeding fund of $304 million.
As of 30 June 2023, there is only $20.2 million left of the original $304 million fund. With EVs, PHEVs and hybrids only becoming more popular, the conclusion of the fund is drawing near.
What’s the alternative, then?
Besides the considerable media attention received by the CCD, there’s another policy introduced in January 2023 that significantly impacts the automotive industry –the Clean Car Standard (CCS).
The CCS encourages importers,
rather than buyers, to meet stringent CO2 emissions standards. If an importer’s fleet surpasses the carbon emissions average limit, they face penalties.
Conversely, fleets operating below this limit accumulate credits, which can serve as a protective buffer against future fines or be traded to other brands.
The difference between the two policies is that while one encourages people to buy them with a rebate, the other encourages the industry to supply cleaner vehicles.
Over time, the emissions targets will become stricter with the aim of further influencing what vehicles will be offered to New Zealanders. We’re witnessing
the industry evolve firsthand as importers roll out new hybrid, PHEV, and EV models.
Lexus, for example, stands out within this industry transformation. Lexus has made a significant commitment to sustainability by exclusively introducing hybrid and PHEV versions of their new NX and RX SUV models.
Notably, they’ve opted not to offer these models with a conventional non-hybrid powertrain, underlining their dedication to advancing cleaner and more fuel-efficient technology.
This shift also reflects a growing consumer demand for cleaner and more fuel-efficient vehicles, evident in increased sales and extended wait times as people
embrace innovative technology.
As New Zealand navigates the transition towards cleaner transportation, the fate of the CCD remains uncertain. However, the introduction of the CCS and the industry’s response underline the nation’s dedication to reducing carbon emissions and promoting a sustainable future.
Ultimately, the outcome of these policies will significantly influence the direction of New Zealand’s automotive industry and its impact on environmental sustainability.
Clean Car’s aim to achieve a world-leading CO2 reduction from passenger and light commercial fleet, within five years, still appears unchanged.
Simon Clarke, Priority One Independent Chair and local businessman, has retired from the position after almost two years in the role and 12 years as a Priority One board member.
“I take immense pride in the momentum that Priority One has built to deliver and enrich the quality of our communities,” says Simon. “Our strengthened membership base and growing strategic partnerships are a testament to the commitment to the region’s sustainable economic growth.
“It has been an incredible journey working with the Priority One management team for more than a decade, and I take great pleasure in knowing the organisation is committed to realising our vision for a city that delivers prosperity to our people and communities.”
Nigel Tutt, Priority One Chief Executive, said the organisation
is grateful for Simon’s passion for the region and his strategic guidance over many years.
“Simon has been a staunch advocate of the Western Bay of Plenty, and his contributions to Priority One have been immense. In particular, his passion for the technology sector, Māori economic development, sustainability and the value of good city governance have left an indelible mark on our organisation and what it stands for.
“We are delighted to announce the appointment of a new independent chair to the Priority One board; long-standing local business leader and retiring politician, Todd Muller.
“Todd has lived in the region for most of his life and has a strong understanding of the Western Bay of Plenty and our local economy – furthermore, he recognises the important role
our region plays in the national landscape.
“His strong corporate background, including senior roles at Zespri, Apata and Fonterra, also makes him ideally placed to support Priority One.”
Todd will be no stranger to the Tauranga public, having served as the Member of Parliament for Bay of Plenty since 2014, and is looking forward to being a credible voice for the city in his new role.
“Our city is a community and at the heart of that community are a myriad of businesses of all sizes making huge amounts of effort selling goods and services to the world,” says Todd. “To be an advocate for those businesses through supporting Priority One in this governance role deeply aligns with my core beliefs and aspirations for our region.
“My history with Priority
Priority One, the Western Bay of Plenty’s economic development agency, has announced a change in its board’s independent chair.
One goes right back to the very beginning when Isupported the establishment of a new economic development agencyfor our city over 20 years ago andin my role supporting the chief executive at Zespri at the time, often sat on the board.
“I’ve seen the organisation grow and develop strategic relationships that are making a real difference in creating the environment that works for business and creates a city that is a phenomenal place to live, work and play – I’m excited to be working with a member ship, board and manage ment team who demon strate such a strong vision in creating a city for the future.”
One’s board has been
conducting a robust recruitment process since Simon announced his intention to retire back in May. There was a high calibre of candidates, however the board were unanimous in their decision to recruit the right person with the necessary business experience, skill set, passion and knowledge.
Autonomous vehicle launched for sustainable production
Autonomous modular vehicle platform for agriculture automates a variety of tree crop tasks, including intelligent spraying to improve efficiency and alleviate labour challenges.
Bay of Plenty-based agritech company Robotics Plus has launched Prospr, an autonomous, multi-use, hybrid vehicle designed to carry out a variety of orchard and vineyard crop tasks more efficiently and sustainably while reducing reliance on labour.
Prospr is now commercially available from Robotics Plus, a specialist in the design and build of innovative agricultural robotics. Prospr accommodates multiple swappable tools being developed, including newly released tower sprayers for grapes, apples, or tree crops. The right tool for the job is attached to the vehicle depending on the day’s work, and multiple Prosprs can collaborate
in a fleet to get the job done.
The autonomous vehicle uses a combination of perception systems to sense the environment, enabling data-driven insights.
Robotics Plus will showcase Prospr for the first time at FIRA 2023 this week, a California-based event dedicated to autonomous agriculture and agricultural robotics solutions.
Steve Saunders, co-founder and chief executive at Robotics Plus saysthe agriculture industry faces unprecedented challenges as this generation works to produce more food sustainably while reducing emissions and supplying at a lower cost.
“Prospr is a robust autonomous vehicle, with all-day running, that
adapts to the jobs growers need to do while reducing emissions, inputs and reliance on increasingly hard-to-find machine operators. We’ve focused on utilisation and flexibility with a unique modular architecture, allowing different tools for various crop types and applications year-round to maximise return on investment.
“It’s great to be back at FIRA to launch Prospr, with the first vehicles rolling out to customers this month. It’s a fantastic milestone for the passionate and dedicated Robotics Plus team.”
Dr. Alistair Scarfe, co-founder and Chief Engineering Officer at Robotics Plus, says,“We’ve made multiple technology advances for Prospr, including a remodelled
platform for tools,new spraying attachments, and a new user interface to aid management and planning. We’ve also improved machine connectivity, control, safety and localisation. Prospr has its own wireless network, keeping vehicles online and enabling software updates for new features. We’re really proud to release another world-leading robotic innovation to market, thanks to the expertise of our outstanding team and partners.”
Hybrid System
Prospr has an all-electric drive system for superior torque and control. Its onboard power generation, with a Tier 4 diesel gen-
Left: Robotics Plus has launched Prospr,arobust, autonomous,multiusehybridvehicledesignedtocarryout avarietyoforchardandvineyardcrop tasks;Right:RoboticsPlusfounders SteveSaunders(CEO)andDrAlistair Scarfe(ChiefEngineeringOfficer)
erator, allows the vehicle to operate for extended periods without charging or refuelling.
Regenerative braking and high-capacity batteries extend range whilst its intelligent allwheel-drive system with independent wheel motors gives superior manoeuvrability, grip and control.
Dr. Scarfe adds, “We’ve put our hybrid power and drive system through its paces and can achieve over 70% reduction in fuel consumption when compared to traditional diesel tractors doing the same job.”
Todd Muller
Self-confessed data nerd Kaeleigh Karrol wasn’t entirely sure which direction she wanted to head in. A new University of Auckland offering however, helped pave the way.
Tauranga grad’s journey to ‘big four’ firm
Laboratory life proved a lacklustre vision for spring graduate Kaeleigh Karrol, who switched her career trajectory from biomedical science to business analytics after learning about a new programme.
On completing her Bachelor of Science, Kaeleigh started to pursue her masters in the same area before deciding it wasn’t for her.
“I realised that actually, it wasn’t the right fit for me to enter into that kind of study, which often has a large laboratory research component. But after making that decision, I felt a little bit lost.”
One of Kaeleigh’s university friends, however, who knew of Kaeleigh’s disposition for data analysis, suggested the Business School’s Master of Business Analytics. The practice-focused programme, designed to equip graduates to interrogate business challenges and to source, manipulate and analyse data to address issues and inform organisational strategies, turned out to be right up Kaeleigh’s alley.
“I had a look at it and thought, well, if I went out into industry now, my main skill would be lab work, which is why I didn’t want to continue with biomedical science.
So I decided to apply, and I got in.”
This new route proved an opportune one, and Kaeleigh loved every element of the programme. Her interest in how data can tell a story and paint an overarching picture of how things function in an organisation and how it can be used to improve operations grew.
“I’m very lucky I found the right fit in this new offering. I was in the second-ever cohort of the masters, and I feel like I landed exactly where I was meant to be.
“I never imagined I would study business analytics when I was younger – I thought I would be a lawyer. There was some pressure to follow that pathway, but I’m so glad that I stuck to my interests and I ended up in a really good place.”
Fantastic four opportunity
The graduate, who has four brothers and whose parents hail from Papua New Guinea, started her new role as a technology consultant at EY, one of the world’s biggest auditing and consulting firms, in July.
“One interest I developed during the Master of Business Analytics was data visualisation. I was fortunate to be put into a project at EY where I can grow those skills as a reporting analyst.
“EY is such a large company, and it really emphasises learning. In terms of the environment, I think it was a great choice for me because it’s a very people-centred organisation. They have such a nurturing culture, and there are ‘counsellors’, usually managers or senior managers, who help you with career advice and progression. They support you to get to where you want to be within the industry or to figure out what to aim for next. This has already been so helpful because it’s hard, never having been in this commerce environment, to know exactly where I want to go.”
Kaeleigh spent most of her formative years in Tauranga, where she went to school and lived with her mum and brothers.
“It was hard for my mum with five children, but she gave us stability and a reason to pursue tertiary education. That was one of her biggest things; she was a
big motivator behind my university journey. At the same time, she never put too much pressure on my brothers and I to be successful.”
Kaeleigh has a lot of cousins and other family members back home in Papua New Guinea, where cultural practices and traditional attitudes can act as barriers for women and girls trying to access education.
“Life is so much simpler there, and that kind of simplicity can feel fulfilling without as much technology and distractions. But I’m also so fortunate to live in New Zealand, and I can support my cousins to further their studies, complete high school and go out and get jobs. We send money back home and do our best to support our family.”
Meanwhile, Kaeleigh’s internship during her masters came through TupuToa, which supports Māori and Pacific students with real career experiences.
She says the organisation helped her land a spot with an e-commerce travel company. “I got to do my own project over the three months I was there, it
CYBER SECURITY 101
Cyber Security has always been an important factor in the IT landscape, but of late this has become even more apparent.
We all know someone who has fallen victim to a phishing attack or scam, either personally or in a business capacity. The purpose of these attacks ranges from password theft through to ransomware and the crippling of business functionality, but the impact is always long-term harm to the reputation of a business or person. This raises the question, ‘what can be done to protect ourselves and our businesses?’
The key thing to keep in mind is that security must be implemented in a layered approach. Each layer of protection is like a puzzle piece – on its own it does little, but combined with others in the correct way, it contributes to a comprehensive suite that
ensures you and your business are protected.
One of the simplest puzzle pieces is increasingly robust password requirements. While I know that will draw a groan from almost everyone that reads it, passwords remain the first line of defence in a world of ever-growing cyber-attacks. According to a report by LastPass, more than 80% of confirmed breaches were due to weak or reused passwords. Creating a unique passphrase (a password with 14 or more characters) is one of the best steps you can take to ensure you do not become just another statistic.
Another great step is to enable Multi-Factor Authentication (MFA). With password theft on the rise (over 24 billion passwords in 2022), a strong passphrase alone is not enough. The three factors of authentication are: something you know (password or PIN),
something you have (cellphone or security token), and something you are (finger or face). Common MFA measures combine a secure passphrase and an app on your cellphone (such as Microsoft Authenticator or Google Authenticator). This means that even if one factor is compromised, your account remains secure.
Another piece of the puzzle is automated security systems. Endpoint Detection & Response (EDR) systems are replacing legacy Antivirus (AV) software. EDR systems use real time analysis and automatic responses with constantly evolving algorithms to detect and respond to threats, as opposed to AV software which uses static rules to recognize and detain already known threats.
Firewalls protect your network by managing outbound traffic and preventing access to malicious websites while also scan-
ning inbound traffic and blocking malicious attacks before they even reach your computer.
Software updates too are extremely important. Companies like Microsoft, Google, Apple, and other tech giants are continuously working to identify vulnerabilities in their software and to patch them before they can be exploited. By ensuring your software is regularly updated, you can take advantage of their efforts.
The final and most important piece to complete the puzzle is user training and knowledge. The weakest point in any automated security suite is the human component, while at the same time being the largest and most crucial.
Over 53% of all cyber-attacks are due to a lack of vigilance by users. If you can consistently recognise an email, SMS message or phone call that is potentially malicious, you have already halved
involved data visualisation and data engineering and it was an excellent learning experience.”
Big sister: big advice
Now that Kaeleigh’s university journey is over, she’s supporting her youngest brother, who’s studying commerce and international business at the University of Auckland.
“I encouraged him to join the TupuToa programme too, and I really want him to take up a lot of the opportunities available to him, like networking events, internships, tutoring sessions and Pacific social events. I told him that he needs to network in class, create a LinkedIn profile, and do all of these things to set himself up to be in the best place he can be when he graduates.
“Many people miss that advice that comes from having someone who has gone before you in university, especially if you’re Pacific and your parents haven’t attended university before, or you don’t have older siblings who have finished university. I’ve definitely given my brother a lot of advice!”
TECH TALK BY EZRA RENTOUL
the potential number of breaches! The best approach is scepticism: trust nothing, verify everything. And remain vigilant – your personal life is not separated from your work life when it comes to cyber-attacks. If you are uncertain about an email or SMS, please reach out to a friend, colleague or IT Admin before clicking anything! I promise you, the time taken to verify is a lot less than the time it takes to recover from a security breach.
Ezra Rentoul is a Technical Engineer at Stratus Blue.
FIVE QUESTIONS FOR FRANCHISORS EYEING GROWTH IN 2024
It’s that time of year when ‘next year’ is just around the corner. For franchise systems focused on growth in 2024, now’s the time to address five key areas.
How good is your franchise business model?
Start at the very beginning. Is there an ongoing and enduring demand for the goods and, or, services that your system provides?
This can be a daunting and challenging question that can rock the foundations of any business, but probably one that Video Ezy should have asked themselves in 2008.
From there, look at what the model looks like for your franchisees. What does your single unit economic performance look like? Do your franchisees make a profit? What’s their share of market versus other brands and independents? How has this changed over the past 1-2 years? What have you done to mitigate recession and the challenges over the past 1- 2 years? How do you stand out from the market?
First and foremost, if your franchisees don’t have money coming into the business and are not making a profit, they won’t survive and prosper, and no franchise system or franchisor will have longterm sustainable growth.
FRANCHISING
BY NATHAN BONNEY
Is your franchisee recruitment marketing active and effective?
What are you doing NOW to attract, engage and convert interest in your brand to appointing the right franchisees?
Working backwards, do you know how long it takes from an initial enquiry to convert to a new franchisee?
If you have measured this amount of time historically, I suggest you revisit it – you’re likely to find it has stretched, perhaps even doubling. If this was three months, it’s now six, so you better have some interest now late 2023 for franchisees in 2024.
From there, what are you doing to engage and coach prospects along their franchisee journey?
With around 600 franchise systems in New Zealand, do you really think your brand is the only one they are looking at or have enquired about?
Where is your growth going to come from?
How has the market changed, grown or shifted? What are the opportunities for your goods and services or business model?
This is going to set or guide where your overall market opportunities are, where you should be looking to establish new franchises or territories, and where you should be placing your focus for franchisees.
Critically, you cannot have franchise growth without franchisees – who are your likely franchisees? Do you have an ideal franchisee persona? Do you know what your successful franchisees have in common, and how to identify them?
Finally, how do market opportunity and availability of suitably qualified, interested potential franchisees intersect?
BRICK BY BRICK:
Commercial building owners have enjoyed being able to claim tax depreciation deductions on their buildings since 2021 but this is looking likely to change following the election.
Although Labour’s election policy to remove GST from fruit and vegetables has received a lot of media attention, what was less reported at the time was that they will fund this in part by removing the ability to claim tax depreciation on commercial buildings.
In a perhaps surprising turn of events, National has found common ground with Labour by stating in its 2023 Election Tax Policy that they will also remove depreciation on commercial buildings. With the two largest parties agreeing on an issue—an uncommon occurrence in politics this close to an election—it is worth considering what impact this will have if you own commercial buildings.
What is depreciation?
Depreciation is a type of tax
deduction. Business expenses are generally deductible from total revenue because tax law aims to tax profits. Expenditure relating to day-to-day operations is generally deductible immediately in the income year incurred, but capital expenditure – relating to fixed assets which provide an enduring benefit to the business – is usually deductible over time through depreciation deductions which are intended to reflect the rate loss in value of the asset over time as it is used to earn income.
Recent history of tax depreciation on buildings in New Zealand
Commercial buildings were historically depreciable up until 2011, when the National Government removed the ability to do so on the basis that New Zealand building price data between 1993 and 2009 showed that on average buildings had been increasing, not decreasing, in value. In
the 2021 income year, Labour reintroduced depreciation for non-residential buildings as a Covid-19 support measure. At the time this was quoted as being a permanent change to help businesses and spur economic growth. It is therefore interesting that only a few years later Labour have reversed course.
Things to consider if you are currently claiming tax depreciation on commercial buildings
If your business is currently claiming tax depreciation on buildings, this change may have significant implications. As we do not yet have any legislation for this change, and will not have any until after the election, the exact scope of any changes is unknown, but listed below are some things you might need to consider in due course:
> Firstly, what is the meaning of a “building” and is your build-
What have you done to assist with funding challenges?
Access to capital and funding challenges are not new in franchising. What is prevalent is the continual rise in establishment costs for many systems and, increasingly, access to capital which is becoming harder and harder for potential franchisees.
As a franchisor, what have you done to reduce costs of entry? What’s your relationship like with the major banks? Do they even know your system? Do you have and share benchmarking with the banks? Have you explored or looked at reduced initial fees and, or, looked at how you can soften entry for new franchisees?
How happy is your existing franchisee base?
Unquestionably, profitable franchisees are essential to long-term growth and sustainable franchise systems. However, I suggest immediate or short-term growth relies on happy and engaged existing franchisees. It’s essential to
maintain the current system. Existing franchisees deliver the brand on a day-to-day basis and drive revenue and everything that flows from that. But happy, not just profitable, franchisees promote the brand, stay in the brand and contribute positively to the brand over time.
What are you doing as a franchisor to engage with your franchisees, gauge their happiness and improve it? Do you conduct regular franchisee satisfaction surveys? Do you have an annual conference?
What’s the level of attendance and engagement? In the age of Zoom, how often to do you have face-to-face meetings?
Franchisors who intend to grow in 2024 need to get underway now with their market opportunity identification programs – they need to have effective and ongoing franchise recruitment marketing in place and they need to be looking internally at their system’s health and prosperity and how they can assist franchisees into the brand.
Nathan Bonney is a director of Iridium Partners. He can be reached at nathan@iridium.net.nz or 0275 393 022
The (re)demolition of tax depreciation on commercial buildings
ing caught by the removal of tax depreciation on non-residential buildings?
> Have you split out the fit-out from the building structure when recording the commercial building in your tax fixed asset register? Have you got support for the split out and the values used?
> What will the cash tax impact be for your organisation from the removal of tax depreciation on commercial buildings, including on provisional tax payments?
> How will you determine whether future expenditure on your building is deductible repairs and maintenance or, instead, capital improvements that will now be non-deductible, non-depreciable “blackhole” expenditure?
> If you are considering buying, or building, new commercial buildings, how will this change affect the financial outcomes of the project?
If you are required to account for deferred tax in your financial statements, there are a number
BY ANDREA SCATCHARD
of additional points that need to be considered and for which you will likely need expert advice and assistance.
As with any change in legislation, it can be difficult to understand the implications it will have on your business. For commercial certainty and peace of mind, you should seek professional tax advice if you think you may be affected.
Andrea Scatchard is a Tax Partner at Deloitte, based in the Bay of Plenty. She can be contacted on ascatchard@deloitte.co.nz
Growingpains?
people by 2050
300,000 Ensuring communities haveeverything they need plannedina coordinatedway
Off the back of a challenging few years for Kiwi small businesses, it’s clear they deserve some support to help gear their business up for success in the future.
Xero is giving businesses in the Bay of Plenty and across Aotearoa the opportunity to earn their share of more than NZ$80,000 country-wide, in the form of the latest initiative – Xero Beautiful Business Fund.
The fund is diversified across four separate categories, and entries should be in the form of a 90-second video submission, giving Xero customers a chance at NZ$20,000 per category entered.
Submissions are judged by myself and a panel of business leaders, with the winners of each category getting to compete on the global stage for a chance to win an extra NZ$50,000 in funding.
Here at Xero, we are committed to supporting small businesses
– that’s why this fund has been designed to boost growth and help SMEs meet their ambitious goals.
The competition gives small business owners who are Xero customers, a fun and creative opportunity to open up about their business. This involves outlining how they would use the fund, how it would impact their business, and how it would support their long-term business goals.
There are four separate categories entries can be submitted in:
> Innovating for sustainability: This is for those wanting to take the next step in their sustainability journey. It could involve moving to more sustainable packaging, investing in energy-efficient equipment, or even opting for car-
bon-neutral transport.
> Trailblazing with technology: This category is for small businesses seeking to innovate. This could focus on digitalising aspects of the business and its operations or integrating new emerging technologies.
> Strengthening community connection: This addresses small businesses and nonprofits endeavouring to give back to the community. Whether that be contributing to philanthropy, social good, or making an impact on the community in a meaningful way.
> Upskilling for the future: This category assists small businesses seeking to support upskilling for either themselves or their employees. This could include access to
training and other professional development opportunities.
There’s no limit on what businesses can apply for, so if you feel like your business fits into multiple categories and you want the best chance to succeed, don’t hesitate to enter more than once.
Entrants and winners of the Xero Beautiful Business Fund may have their video used in future communications and marketing materials from Xero, which is a brilliant opportunity for business exposure. There are some incredible and resilient small businesses in the Bay of Plenty region, and any one of them could have a shot at earning their share of this fund.
When small businesses succeed, Aotearoa succeeds, and as
your trusted partner, we want to be with you on every step of the journey.
We hope with this offering, we can support Kiwi businesses so they can thrive in the future.
For more information on how to enter, visit www.xerobeautifulbusinessfund.com
IF YOU DON’T LOVE IT, DON’T DO IT
Let me but do my work from day to day In field or forest, at the desk or loom, In roaring market-place or tranquil room; Let me but find it in my heart to say, When vagrant wishes beckon me astray, “This is my work; my blessing, not my doom; “Of all who live, I am the one by whom “This work can best be done in the right way.”
Then shall I see it not too great, nor small, To suit my spirit and to prove my powers; Then shall I cheerful greet the labouring hours, And cheerful turn, when the long shadows fall At eventide, to play and love and rest, Because I know for me my work is best.
The poem (left) by 19th century poet Henry Van Dyke titled Let Me Do My Work speaks of something I believe is very important in business and evident in every successful business, passion and purpose.
The happiest and most dynamic people I have met in business are those who have their “cup filled” by their work, they derive real pleasure and a feeling of fulfilment in their career.
Some may say this a very privileged and “ivory tower” ideal, and I will admit I am very fortunate that for nearly 20 years I have been well renumerated doing a job that I love.
This has granted me the opportunity to see my work create real positive change in my clients’ lives. I do my job because I love it. Frankly, if I didn’t love it, I wouldn’t do it. I do it for my clients, but more crucially because it is how I would spend my days if I could choose to do anything.
CREDIT CONTROL
BY NICK KERR
When someone loves their work, they do it better. They radiate happy, satisfied energy which flows on to create high quality products, services and customer experiences.
I recently visited a new Israeli restaurant in the Historic Village which inspired this article.
Being in an environment where every member of staff obviously loved what they did, were proud of the food that they cre-
ated and made each dish to a high standard because it represented their heritage, passion and values was a great reminder to me of the value in loving what you do.
The service, food and energy in that place were of such high quality I believe if I’d asked anyone working there, “if you could be anywhere in the world right now, where would you choose?” they would respond, “right here”. You cannot fake that level of satisfaction or feeling of purpose. It was privilege to witness.
When you hear a painter whistling while they work with a big smile on their face you will see a job well done.
When the builder beams with pride and satisfaction while showing you their completed work you will see perfect joins and no remedials needed.
When the happy panel beater hands you back the keys to your pride and joy with a satisfied look on their face you will find matched
paint and even shut lines.
When you truly enjoy what you do you provide better service, a better product, a better environment. You build a better reputation, with fewer bad payers and fewer disputes.
When we have a dispute about poor workmanship in the trades and observe the tradesperson at work, we normally see a person who would rather be anywhere else than doing what they are doing.
Why spend life doing something you hate while disappointing people? What kind of life is that? This may seem brutal but if you don’t like it, don’t do it … find your passion, train in it, get good, then get going. Just a thought.
Nick Kerr is regional manager for Debt Free and director of International Private Investigations Ltd. He can be reached on 021 876 527 and nick.kerr@debtfree.net.nz
Bridget Snelling is the Xero Country Manager for New Zealand
cubic capacity.
CAPACITY FOR GROWTH
Like all sectors, the broader industrial market is responding and adapting to the post-pandemic environment.
Talking to our leasing brokers around the country, the industrial market remains the busiest segment of the broader commercial property landscape – despite New Zealand officially being in a technical recession following two consecutive quarters of GDP contraction.
Occupiers trying to find bigger, better or different premises are finding that recessionary talk has not physically reduced the demand for warehousing around the country, with vacancy levels extremely low and rebounding net-migration figures expected to keep the pressure on.
Despite NZ Post’s latest ecommerce spotlight report highlighting a slow-down in online shopping patterns in the last year, the logistics sector remains buoyant
and we also anticipate that the healthcare logistics segment of the market will continue to grow.
It remains to be seen whether New Zealand will on-shore more of its manufacturing to insulate us against supply-chain dramas and rising fuel costs, but one thing is for sure – large-scale spaces are in big demand for both investors and tenants.
This is glaringly apparent in Auckland but it’s a very tight market nationwide, with anyone seeking a piece of the industrial pie frustrated at the lack of stock.
Rents have jumped up, and we expect to see continued rental growth ahead, particularly because “old rents” on existing leases will be playing catch-up with current rental rates when they roll over, so landlords hold
the trump cards right now.
We’ll have to wait and see whether the rate of rental increase slows down, but with a limited pipeline of new stock coming to the market as higher-for-longer interest rate patterns and elevated construction costs thwart industrial developers’ plans, fair to say stress points will endure.
Favourably-zoned industrial land remains scarce even though traditional boundaries nudge outwards and the Auckland and Waikato regions become figuratively joined at the hip.
The economic golden triangle will remain a significant piece in the New Zealand industrial puzzle with the ports of Tauranga and Auckland pivotal to the import-export equation.
Relocating to further-afield regions is not the easy answer to occupier woes given that moving product away from concentrated population bases is not efficient.
However, we are witnessing changing dynamics in some industry segments like printing, where redundant big-scale factory and warehousing space in some regional markets may potentially have a new life with innovative repurposing or repositioning.
As supply chains splutter back into life, the “just-in-case” dynamics – which saw businesses stockpiling inventory to offset unpredictable shipping and flight schedules – are easing, but occupiers have to be pragmatic about their space requirements, particularly those looking to optimise
They’re needing to be savvy ahead of impending lease expiries, having to meticulously plan in advance to secure quality space with favourable leasing terms, and larger occupiers are having to explore new-build options to cater to expansion plans.
Sustainability initiatives are gaining traction in the industrial market as institutional investors actively lift the ESG profile of their portfolios and fine-tune their responsible investment strategies, and occupiers place an increased emphasis on “green” factors along with other ESG initiatives like staff well-being.
This is driving the flight-toquality, and landlords are accepting that they will have to review and address facilities that don’t align with current thinking or occupier expectations around building performance and credentials.
It’s not much consolation, but New Zealand is not alone in the industrial space dilemma.
Knight Frank’s latest research, The State of Logistics Asia-Pacific: Focus Report 2023 reveals Asia-Pacific’s (APAC) logistics industry faces a severe supply-demand imbalance with our neighbours across the ditch in Sydney confronting huge rents and a dire lack of stock. Get in touch with Bayleys’ leasing team to cutthrough the industrial market noise and let us help you find a workable space solution for your business.
IThe business world is under threat from villains near and far. Difficult times call for a new type of hero. Leaders must empower their teams to step up and be the high performers they were born to be. But beware the talent kryptonite that could drain you of your powers.
HOW TO CREATE A BUSINESS OF SUPERHEROES
may not be the business hero you want. But I’m certainly the hero you need.
Why? Because you’re facing a threat like nothing you’ve seen before. The tried and tested hero’s journey of hiring employees with specific technical skills is rapidly giving way to a new approach: The need to create a workforce of superheroes. If you don’t don your cape and adapt your methods with the velocity of a speeding bullet, you risk being left behind.
In 2023 and beyond, business owners are recognising the need to empower their employees with extraordinary qualities that go beyond technical expertise.
What’s more, this isn’t just about turning your team into superheroes, you need to turn the laser beam of greatness upon yourself.
Winning leaders are those who will understand how to accomplish this remarkable transformation. Although I must warn you: with great power comes great responsibility.
The chosen one
The concept of creating a workforce of superheroes is not about capes and masks but about instilling extraordinary qualities in your employees. In essence, a superhero workforce comprises individuals who possess a unique blend of skills, traits, and mindset that collectively enable them to transcend challenges and drive business success.
True success arises from a combination of mindset, adaptability, and the ability to navigate uncertainty. These principles form the foundation of a superhero workforce that can thrive in the ever-changing business landscape.
But why superheroes? Why not just dish out a traditional ‘learning and development’ pro-
MINING BUSINESS WEALTH
BY FREDDIE BENNETT
gramme that drags on longer than building a Bayfair bypass?
A superhero workforce is required because, in a traditional business sense, the rise of AI and increased political and economic turmoil means we are approaching the endgame.
and so should your employees. Building mental resilience ensures that your workforce can overcome obstacles and stay focused on long-term goals, even in the face of adversity.
> Innovation: Superheroes often find creative solutions to complex problems. Encouraging innovative thinking among your employees is essential for staying ahead in a rapidly evolving market.
> Leadership: Superheroes lead by example and inspire those around them. Cultivating leadership qualities within your workforce empowers employees at all levels to take initiative and drive positive change.
> Collaboration: Even the most iconic superheroes collaborate with others to achieve their
authenticity? Then YOU must step up and be the superhero leader you’ve always needed to be. You need to master the art of turning an everyday boss into superhuman leadership:
> Serve them, don’t please them: You’re not there to be your team’s faithful companion. Be willing to lead – not to be “right”, but to provoke their thinking. Ask hard questions. Hide nothing and hold nothing back. Speak your truth and draw out theirs. That’s how you’ll draw the same from your employees.
> Don’t let your people get ready: No one is ever ready before they run their first workshop, take on their first leadership role, sign their first client, get married, become a parent, or launch into a new
> In 2023 and beyond, business owners are recognising the need to empower their employees with extraordinary qualities that go beyond technical expertise. What’s more, this isn’t just about turning your team into superheroes, you need to turn the laser beam of greatness upon yourself.
Called to greatness
To create a workforce that is fit for the future, you need employees who possess unique ‘X factors’ of skills, talents and abilities:
> Adaptability: Superheroes are known for their ability to adapt to any situation. In the ever-evolving Kiwi business world (not to mention a potential change in government on the horizon), adaptability is crucial. When employees can seamlessly pivot in response to market shifts and emerging trends, your business can remain agile and competitive.
> Resilience: Superheroes bounce back from setbacks,
goals. Foster a culture of teamwork and collaboration to harness the collective strengths of your workforce.
So far, so ‘too good to be true’. Everyone would like superhero abilities, but most people are confined to the streets while the chosen few soar through the skies. So how do you go about creating the everyday hero from the most mild and unassuming employee?
Many are called, few are chosen
Want to create an army of empowered talent willing to run through walls and address their weaknesses, without losing their
market. Don’t let your team members wait to be ready.
> Refuse to buy into their story: You’d be surprised at how often employees fight for their limitations. “That’s just the way I am …”; “We don’t do things that way here ...”; “But this client is so difficult…”. One of the biggest gifts we can give our team members is to refuse to buy into their story. One of the best ways we can challenge our colleague’s thinking is to refuse to accept what they currently believe is impossible.
> Upgrade their questions: When you lead high-performing teams, your job is not to answer their questions. Your real job is helping them
upgrade the quality of the questions they are working into. Your job is not to tell top performers your powerful wisdom, it’s to stimulate their thinking and create the space for their own career-changing insights.
> “I believe in you”: The most powerful words in superhero leadership are “I believe in you.” You can’t fake them. You have to feel them in your heart. When you say them, your colleague feels them in every cell of their being. You cannot underestimate the impact of knowing that your leader believes in you deeply. Especially when you are struggling to believe in yourself.
> They need you more than you need them. Remember that the person in front of you is far more powerful than they know. They are far closer to what they desire than they could ever imagine. They don’t need ‘help’, but they do need you far more than they could have thought possible.
Leaders, assemble
By intentionally fostering these superpowers within your workforce – and finding hidden strengths within yourself – you empower your employees to overcome challenges, drive innovation, and navigate uncertainties. The result? A dynamic and agile organisation poised to thrive in an ever-changing world – truly a business of superheroes.
Can’t wait for the sequel.
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
What do candidates truly want?
In a candidate-short market, we are finding that both employees and potential employees are still very much in the driver’s seat when it comes to negotiating contracts, terms and conditions and, of course, their salaries.
As employers, we need to have an understanding of what our candidates want, which more often than not equates to more than simply money. Employment packages now tend to take a more holistic approach to ticking boxes for staff. So how can we find that happy equilibrium that doesn’t leave us feeling like we’ve gotten a raw deal?
Below I delve into the top five things which come up on candidates “wish-lists” when looking for new employment opportunities.
> Flexibility: Topping the list, flexibility comes up in every single interview. Candidates expect flexibility – not only where they work, but when they work. Many companies that have embraced a flexible working approach have reported greater productivity and happier employees – trusting our people by allowing them to manage their own time and commitments, both work and personal, is now an expectation rather than a benefit. It’s not a practical approach for all companies, however for those that can, the results tend to speak for themselves. As
recruiters we definitely find it harder to recruit for roles which limit or don’t allow flexibility.
> Growth and development: Most candidates we are recruiting are looking for a career pathway and growth. Companies that offer personal development plans for their staff are more likely to hold onto their employees for longer. After listening to a successful business owner speak this week about his 40 years in business, he said his people were key to his success. At first he got upset about spending time and resources on training staff. But he soon realised the benefits –and the longevity – created when staff felt valued, had clear growth strategies and could give the skills gained back to the business. For those who left after he trained them, he initially felt bitterness, but now he feels honored to have been a mentor and for them to go on and have amazing careers, often bringing their businesses into partnership with his own.
> Culture and communication: Combining these two points seems natural – with good communication comes good culture. Candidates who seek a good
HUMAN RESOURCES
BY KELLIE HAMLETT
work culture are also asking to be communicated with and given understanding around what is happening in the office with no closed-door policies. Companies that have open-door policies allow staff to feel like they are more involved in the business, especially if they are consulted for opinions; Whether this be asking the cleaner their opinion on the best cleaning products to use, or getting the staff to choose a new colour to paint the office, simple involvement can make staff feel part of the team and that their opinions count in the bigger scheme.
> Sustainability and purpose: This is coming into discussions more often, with candidates looking for sustainable, meaningful workplaces. People want to be proud of where they work and want to ensure that the work that they do is going to be sustainable for future generations. This comes in the form of both environmental sustainability and being a good corporate citizen.
> Salary: With fewer jobseekers than available jobs, candidates are put into a stronger bargaining position when it comes to negotiating salaries. As a result, employers are competing for talent, leading to higher salaries to attract and retain employees. Government policies aimed at improving living standards for New Zealanders have also played a role in the rise in salaries.
For most employers, at some point this has been problematic, from keeping up with the steep rise in inflation which has reflected in salaries, to losing staff to competitors who are paying more, or getting into a bidding war when making offers, to the problem of pay relativity within your workforce.
Employers are looking at more creative ways to ‘add-value’ to packages without necessarily paying outside of the base salary range. With cost of living at an all-time high, there is no doubt that whilst cash in the hand is what employees are needing, adding a benefits package can sweeten the offer significantly. Although money isn’t always the driving factor, it’s still incredibly relevant, and has crept up in the past 18 months as our cost of living has risen.
Employees and candidates know their value, and building an attractive package encompassing all the elements discussed is crucial to recruiting and retaining great people.
If your struggling with any aspects of your recruitment or wish to discuss HR options, feel free to get in touch with Kellie and the team at TalentID.
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
SPONSORED
Bay of Plenty holds a prime place as 2degrees steps up regional focus
2degrees is serious about the Bay of Plenty, and serious about supporting kiwi businesses.
One year after the merger with another challenger brand, Vocus NZ, 2degrees is leveraging its increased scale and stepping up its focus on the regions, and the Bay of Plenty in particular. For local organisations, the value proposition is both clear and refreshing: 2degrees wants your business, has the connectivity and services you need, and is putting a focus on knowing exactly what helps your business. In recent months, 2degrees has added three new business to business consultants in the BoP, working out of Tauranga but serving towns from Katikati through Whakatāne and down to Ōpōtiki, and all the way up to Rotorua and everywhere in between.
The Business Consultants are Nathan Rasmussen, Breeana Shilling and Bethany Rabbitt.
Andrew Fairgray, Chief Business Officer at 2degrees, says growing populations, prosperous businesses and a clear need not only for reliable and high-performance networks but per-
sonal attention, is driving the company’s investments in the region. “There’s a lot going on in the BoP. In particular, we can offer those organisations solutions to support their productivity with optimised delivery of mobile and fibre along
with related technology like cloud PBX and texting solutions. We’re about Fighting for Fair, and we believe that fight includes creating higher expectations of service among our customers and potential customers, then meeting and exceeding those expectations.”
Fairgray stresses the necessity for a local people and a real presence. “We believe the small and medium businesses which are the backbone of this country are underserved and we know the Bay of Plenty’s business owners and operators want to work with local people who are part of the community,” he confirms.
There’s no question that the service level 2degrees offers is putting it head and shoulders above the competition. Just days ago, 2degrees won the Canstar Blue Small Business Telecommunications award for the most satisfied customers in 2023. That was no fluke, because this win in the quality awards was the third in a row.
The win is thanks to quality products and service – and being present for customers.
With four stores in Tauranga, another in Whakatāne and one in Rotorua, 2degrees has substantial retail coverage across the region. This presence is augmented by the new representatives who are tasked with meeting business
owners, assessing individual needs, optimising billing and service delivery – and then staying in touch, explains Shaun Telford, operator of exclusive 2degrees Business Dealership Somo. “Business requirements change over time. There’s growth, and sometimes there’s contraction. Either way, you want your telecoms to match your requirements not just today, but tomorrow and next year too,” he says.
“Of course, 2degrees offers awesome ‘set and forget’ systems which make managing your telco services a simple and automated affair. But while that works perfectly for individual customers, a regular assessment and review is valuable for our business customers, not only to accurately meet staffing levels, but also because 2degrees is constantly working on new products and services that could benefit your organisation,” Telford adds. “That’s what our reps will be doing, helping you get the most out of your telco on an ongoing basis.”
For more information, visit www.somo.co.nz
Plenty of Flavours in the Bay
Tourism Bay of Plenty has announced the release of Plenty of Flavours – an insider’s guide to the best Flavours in the Bay of Plenty. This 32-page food guide is a celebration of the region’s vibrant culinary scene and aims to showcase the Bay of Plenty as a premier food destination.
Featuring more than 140 local businesses, the guide is a treasure trove of information for food enthusiasts, offering insights into the Bay’s rich gastronomic heritage, thriving food markets, artisanal producers, and top-notch dining experiences. From juicy kiwifruit to delectable cheeses, sumptuous truffles to freshly caught seafood, this guide is your ticket to exploring the diverse and exquisite flavours of the region.
Plenty of Flavours includes:
> Food events galore: Discover the region’s culinary festivals and events throughout the year.
> Meet the makers: Learn about passionate growers and artisanal producers who dedicate their lives to crafting worldclass ingredients and unique products.
> Best brews: Dive into the Bay’s
craft beer scene with a list of some of our favourite brewers.
> Coffee roasters: Satisfy your caffeine cravings at some of the Bay’s top coffee roasters.
> Cycle trails: Work up an appetite on Bay of Plenty’s scenic cycle trails with amazing foodie stops.
> Hot foodie spots: Explore this comprehensive guide to the some of the region’s best eateries. The guide is a testament to the
Bay of Plenty’s culinary diversity, where volcanic soils, a warm climate, and abundant Pacific Ocean resources converge to create unforgettable dining experiences.
This guide is your passport to exploring the Bay’s culinary gems.
Don’t miss your chance to embark on a gastronomic journey through the Bay of Plenty. Plenty
Events
of Flavours is your insider’s guide to the best flavours in the region, inviting you to discover, savour, and celebrate the Bay’s culinary treasures.
Download the guide at bayofplentynz.com/dine/foodieguide or pick up a copy from the Tauranga isite.
Best brews
The Bay serves up inspiring food events all year round, where you can meet local producers, brewers and chefs, and treat your tastebuds while enjoying a festival atmosphere.
We love a cold bevvy – and the Bay has some of the finest breweries you’ll find anywhere in the land.
Markets
Local food markets are a regular highlight for thousands of locals and visitors alike.
CULTURE
SAVE THE DATE
Mark your calendars for next year’s Flavours of Plenty Festival, taking place from April 4 to April 14, 2024.
This 11-day extravaganza will showcase the region’s worldclass ingredients, hospitality, and culinary talent.
Tickets and programme will go live in February 2024.
Co ee
Produce
ELECTION FEVER: the people feel unwell
Elections have always made me feel a little queasy. In these post-Covid times, they make me feel outright ‘head in the bowl’ bilious.
Politicians have always worked themselves into a frenzy of deflection, denial and personal attacks come election season. Even the nicest politician – the one you’d feel genuinely comfortable to have hold your baby while you take a phone call – inevitably morphs into a rabid attack dog a month out from polling day –don’t be fooled by the fake smile, they bite!
There is no appetite for objective discussion or cordial dialogue, no room on the podium for genuinely caring, likeable personalities. When the silly season arrives it’s not a time to show weakness: nice guys finish last, and in the gladiatorial arena that is a leaders’ debate, or the candidates’ panel discussion, its dog-eat-dog.
HAVE YOU EVER NOTICED?
BY ALAN NEBEN
roasters
Life is better when it’s caffeinated, so it pays to hunt out the best cup of coffee you can find!
Our makers and growers are a passionate bunch, dedicating much of their lives to producing world-class ingredients and unique products.
Hot foodie spots
Cycle trails
There are plenty of great cycle trails and excellent places to refuel around the Bay of Plenty.
This time round however it’s gone next level bad [if that is possible]; That is because there’s a new political force, one I like to call ‘nutters’, violently espousing a whole new swathe of nonsense ideologies.
Where did they come from? They used to just post videos on Facebook and could largely be ignored as … well … nutters. Now they’re on billboards, at political debates and marching in the street. What I don’t understand is who is funding them. And why?
Today they have their own political parties and are out there in public, in force. They are chanting and marching and haranguing any politician who’s not them.
Sadly, it appears nothing was learned from, and there were no significant consequences to, the parliamentary invasion of 2022. As a result, the mindless malcontents are still determined to have their say – they may not be sure about what exactly, but they’re still really pissed, and now they’re more emboldened.
The big challenge is for politicians to know who to cosy up with, and conversely, who to give a wide berth nowadays. As a party leader you can’t even be sure if your own troops have gone to (or come from) the dark side –too often idiotic conspiracy theories seem to have become fodder for the masses … and even a few politicians. And they can’t say they weren’t warned that things they post on social media will come back to haunt them one day, and yet some of them just couldn’t help themselves.
Despite the queasiness in past election years, I could tolerate politicians taking pot-shots at each other over policies and personalities.
But now I almost feel sorry for
them as they flounder to mount rear-guard actions against the anti-vaxers, the three waters opponents, the co-governancers, the anti-flouriders, the reo’ists, the anti-vapers, the gang patch ban’ers … hell, they’re not even sure who they should be diametrically opposed to, and who they should wholeheartedly support –well not that they’re prepared to announce until they’ve gone back to the changing room in the colliseum to check their gladiatorial manifestos.
While Russel Crowe’s Maximus may have said, “Are you not entertained? Is that not why you are here?”
Our political gladiators are now more inclined to say, “Let’s focus group that one before we make a policy announcement about mortal combat for entertainment?”
Conundrums abound for the political classes: “We can support banning gang patches, but what about our freedom of expression stance? And the Maori vote?
“We supported vaccination mandates, but we don’t want to lose the anti-vax vote, even though we don’t support their ridiculous anti-vax ideas.
“We don’t want to spend so much on prisons, but we definitely want to go harder on law and order, but we don’t want to lock up more people, unless they’re wearing gang patches. But if they’re fully vaccinated gang members, maybe they should be entitled to a ‘get-out-of-jail-free’ card.
… and on it goes.
By the time you read this column, the general election may have been and gone. Irrespective of who has won, one thing will not have changed – my appetite for more election debates.
“No more for me thanks, I’m full up and feeling nauseous.
“I hope I feel better in three years’ time.”
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.
PEOPLE ALAN SUTCLIFFE
NEW PAGE MACRAE CEO FOCUSES ON A PEOPLE CENTRIC FUTURE
Taking the nuts and bolts of heavy steel fabrication and linking it to the subtle art of getting the most out of people is a feat Page Macrae’s new CEO Alan Sutcliffe is rapidly mastering.
Far from being a stranger to one of the Bay’s largest employers, Alan has formally stepped into the role after being acting CEO for 18 months, and having had five years on the company board.
His extensive leadership experience in Operations and Manufacturing from multiple industries meant he was well aware that as much as Page Macrae was a traditional Engineering company, its 65-year history and much loved Apprentice Academy showed it was a company that put its people first.
He takes the helm at a difficult time for manufacturers in New Zealand, when the value and scarcity of talented staff has never been greater, but is committed to building on the reputation the company enjoys as an employer of choice in the region.
“Our purpose statement is ‘Engineering a Better Tomorrow’ that not only reflects what we do well, but it’s also about growing our people and developing products that support sustainable outcomes”
Alan sees Page Macrae’s business lying across his “3 Ps” of People, Products, and Projects.
In People, one focus area for Alan is to build on the company’s Apprentice Academy, believed to be the largest of its type in New Zealand, typically with 20-25 apprentices enrolled in the four-year program.
“The Academy provides us with a home-grown solution to finding the talent required and this year we will be celebrating our 100th qualified Tradesper-
son. We pride ourselves on their quality, and that they are regarded as the gold standard for industry apprentices.”
He aims to expand the Academy, offering more block courses and advanced units for staff wanting to build special skills over and above their apprentice skills and is a big believer that no-one really ever graduates.
He sees welding in particular as a talent not easily replaced by robots, given Page Macrae’s clients often require bespoke project work. “Our type of projects are difficult to automate so you need to have highly skilled people with the right abilities for this sort of task.”
He is also proud of the work done to advance the role of young females in a business often male dominated, with four female apprentices in the Academy to date.
In Products, Page Macrae is widely recognised for its robust and highly productive bulk cargo grabs and hoppers used to load and unload ships, and the company is working to broaden its current offerings with a focus on developing products that focus on the environmental needs of its customers.
“In order to meet our “Better Tomorrow” Purpose, we are responding to the needs for cleaner air quality around port emissions, by developing new dust suppression hoppers that significantly
reduce the release of products into the atmosphere and by introducing new electric grabs to replace diesel units to help reduce our customers carbon footprints.”
Also in Products, the company’s reputation for building customised, heavy-duty equipment for handling and processing difficult, often dangerous products continues to flourish around the world. This includes building harvesting heads it manufactures that attach to forestry machines for a Canadian company.
“The fact they continue to buy from a company on the other side of the world, to operate in one of the harshest environments is testimony to the value they place on our build quality. Our welding excellence gives them confidence that their machines will last.”
The final ‘P’, the Projects division, continues to offer varied and exciting challenges to Page Macrae’s design and construction teams.
“We often get asked what is it that we make and the answer is usually ‘everything’. Our speciality is being generalists. Our Project management Office assesses all opportunities through a risk matrix before deciding if we wish to bid for works, whether that is to build a multi-million-dollar steam field for a new geothermal plant or a set of gates.”
Working closely with other regional companies, they have recently completed projects including a significant program of works to undertake a major refit for the Whakatane paper mill, completed a major shutdown at Balance at the Mount another large shutdown project with Oji Fibre at the Tasman mill at Kawerau.
“To do projects of this kind, you need a highly skilled, dedicated team, working long hours in difficult conditions to get the job done safely and on time. It is that sort of commitment you cannot replace.”
In the coming year Alan aims to integrate the main business units of Page Macrae more tightly, sharing single-source data with a new Enterprise Resource Planning system, and better linking the talents of their skilled staff across the entire business entity.
“We have the talent here and it’s a case of sharing those skills around and bringing in more flexibility between the different business units but at the same time recognising that the needs of the Products Team is different to the needs of the Projects team and developing suitable business models for each.”
“Page Macrae has always been a people focused organisation, I want to continue to build on that – we want to help people to grow, and success is defined here by helping them grow to be the best they can be.”
Tauranga Business Chamber’s August BA5, hosted by Tauranga City Council at Baycourt The evening highlighted exciting projects by Tauranga City Council, including Te Manawataki o Te Papa civic precinct, waterfront transformation, and NZ’s first mass timber office at 90 Devonport Road.
Photography: Salina Galvan Photography
ONEMicheleGriffin&RebeccaMeyer(UnoMagazine). TWOLloydRakaupai(VerticalHorizonzNewZealand)&IanRodger(TRIndustriesLtd). THREEBrookeCourtney,RyanMcMaster,BenAlexander (SharpTudhopeLawyers). FOUR AlexandraHammon-Elliott&JulieHammon(HammonDiamondJeweller). FIVEAlastairMcNeil(TCC),TedEbbing(BusinessTechnologyGroup),TyroneMapp(Victory Consulting). SIX DerekRoser(EVES)&DeborahPeake(Tremains). SEVENJackiePittman(TheBuildingIntelligenceGroup),EmmaHotchin(KineticEmploymentLtd),NicoleScott(TheBuilding IntelligenceGroup). EIGHTGoldeHolzapfel&GavinSwney(ANZ). NINEAaronWebb&WillStokes(SynergyTechnologiesLtd). TENLynTrail(SurveyingServicesLtd)&RichardCrabb(AllThings Accounting). ELEVENEmilyMcLean(TCC)&BenjiCrossley(SharpTudhopeLawyers). TWELVESahanaJones,VittoriaNevin(TheShineCollective),SallyBlackler(EmployNZ),JulieTorrey(Tourism BayofPlenty),MegJones(TheShineCollective).
BBN’s guide to new people and new roles across business in the Bay To feature in New Appointments email us at new.appointments@bopbusinessnews.co.nz
CHANGES AT THE TOP
BOP organisations gear-up for a big 2024
BRENDAN MACPHERSON
Jenkins Freshpac Systems has appointed Brendan Macpherson as General Manager.
Brendan joined Jenkins in February 2020 leading the automation sales division and has achieved tremendous success in driving growth in post-harvest equipment sales.
at Jenkins, it
Outgoing GM, Jamie Lunam is enthusiastic about the appointment. “Having hired and worked alongside Brendan for the last few years I am excited by the attributes he is bringing to the role and the fresh perspective he will provide. As I move onto the next stage of my career after seven years at Jenkins, it is heartening to be leaving the business in such capable hands.”
MARK WYNNE, FRASER WHINNERA, DAVID FEAR
On 18 August Quayside Holding Limited (Quayside) announced the appointment by the Bay of Plenty Regional Council (BOPRC) of three independent directors to the board of Quayside for a three-year period.
Quayside is a council-controlled trading organisation of the BOPRC. They welcomed David Fear, Mark Wynne and Fraser Whineray to Quayside from 1 October 2023.
David Fear has most recently been the managing director, head of markets for Jarden Securities, a leading Australasian wealth management and investment banking firm. While at Jarden, David held senior roles across its institutional, private wealth and investment banking businesses.
experience in the investment sector and beyond, which is well suited to Quayside’s mandate.
Fraser Whineray, who was most recently the chief operating officer at Fonterra, comes from a strong venture capital and investment background, as well as numerous senior executive roles including CEO of Mercury. Fraser has also held governance roles with Tilt Renewables and Opus International Consultants (now WSP) and is an independent director of AgriZero.
Quayside says his blend of investment, senior executive and governance experience strengthens their governance capability.
executive positions at Fonterra, Kimberly-Clark and the New Zealand Dairy Board. Mark is well connected to the Bay of Plenty region and beyond, providing sound insight into both the challenges our region faces, as well as our opportunities.
Sir Robert McLeod KNZM, current chair and independent director of Quayside concludes his tenure on 31 October 2023. Sir Robert’s contribution over the last seven years has seen Quayside’s assets more than double to $3.2 billion (June 2022) and total dividend to the BOPRC grow to $430 million (June 2023).
Across a 40 year career in financial markets, David has also held a series of senior roles working in Australia, Hong Kong, Tokyo and New York for Citigroup and ANZ Securities, providing a wealth of
RICHARD FAIRE
Tourism Bay of Plenty has a new team member to mark the start of spring. They welcome Richard Faire as new Head of Strategy and Insights. Richard comes straight from a tourism product development role at Whakatāne District Council, which is one of Tourism Bay of Plenty’s key funders. Richard previously spent more than 20 years working in advertising. He then founded and operated a successful adventure tourism business in the Ruapehu District, before selling that to shift to the Bay of Plenty with his family.
Richard recently completing an MBA with distinction through The University of Waikato. He firmly believes in tourism being an enabler for regional growth and wellbeing.
Mark Wynne has held a series of Director roles across the health and tech industries and is currently concluding his role as CEO of Ballance Agri-Nutrients New Zealand after nine years.
Mark has also previously held senior
NICK DAVIES
Brett Hewlett also ends his tenure on 31 October 2023 as an Independent Director, part of the governance team that has championed significant growth for Quayside and the community since November 2017.
The Quayside Board will appoint a new Chair which will be announced in due course.
Rotorua-based Nick Davies was recently promoted to director at local firm Cheal Consultants. Cheal Consultants was established in 1940 in Taupo, and now has 80 staff across six offices in Taupo, Rotorua, Hamilton, Napier, Ohakune and Taumarunui.
Nick has been in the game for around 30 years, accumulating a wealth of experience and expertise that time. Nick has had 16 years’ experience in Rotorua, having joined Canmap Hawley in 2007 which was bought and incorporated into Cheal in April 2014.
Nick’s appointment as Director comes at a time when businesses are having to consider their own contributions to sustainability, and he says those at a leadership and governance level will need to think not only about the recommendations they are making to clients, but what they’re also doing in their own business practices.
Fosters strives to be the number one choice for commercial construction and property development in the Waikato and Bay of Plenty - and that’s exactly what the company was for Tauranga couple Les and Jana Dobson.
The pair owned 4400m² of industrial land they were keen to develop, and began looking into options in 2020.
Seeking advice from local real estate agent Philip Hunt, they identified a demand for industrial warehouses and created a plan to develop four units on their Tauriko land with property development consultant Craig McQuoid.
Engineering consultancy BCD Group created preliminary plans on the build at 64 Gargan Rd, and these went out to tender.
Les said he, Jana and Craig chose Fosters because of their excellent reputation and competitive pricing.
“We also liked their focus on sustainability,” he said.
After adding efficiency tweaks to the project, Fosters began work on constructing 2600m² of workshop and office space and a 1796m² car parking area, in August 2021.
“I’d have to say their greatest strength would be communication and the way they kept us updated regularly on what was happening. There were no surprises.”
Les Dobson, Property Developer
Some of the wettest weather on record and Covid combined to create significant impacts, as structural steel manufacturing and painting delays and labour shortages pushed civil works into the winter months.
However, Fosters easily accommodated these challenges, Les said, and delivered the project very close to budget in August 2022.
“They did well to try and control things,” he said. “We had site meetings every two weeks and were kept well informed. I’d have to say their greatest strength would be communication and the way they kept us updated regularly on what was happening. There were no surprises.”
He and Jana were delighted with the way Fosters were able to bring their experience, expertise, innovation and input to streamline the entire process and make the project a resounding success.
Les said they would certainly work with Fosters again: “They were great, and the quality of the build exceeded our expectations.”
Looking for help with a construction project? Call Fosters on 07 570 6000.
