BUMPER CROP
Seeka posts record half-year profit after a remarkable run.
Page 3
Barfoot & Thompson's new commercial property team set to make waves across the region.
Page 4
ETCHED IN MEMORY
Former All Blacks captain Sam Cane reflects on a career shaped by his rural roots.
Page 6
FROM PITCH TO PROFIT
Jeet Raval used to push for runs as a Black Caps opener, now he’s pushing a pen. Page 13
The government’s decision to scrap NCEA and introduce a new qualification has sparked debate among educators, employers, and parents. While some see it as a long-overdue fix, others warn of disruption and question whether the changes will truly deliver better outcomes, reports David Porter
The government will replace the National Certificate of Educational Achievement (NCEA) with a new qualification starting next year, aiming to better serve students, parents, and employers.
It says the change responds to long-standing concerns about NCEA’s relevance and its ability to prepare young people for the workforce.
“Employers have frequently shared their concerns about the
work-readiness of young people in recent years, which many feel is deteriorating rather than improving,” Tauranga Chamber of Commerce chief executive Matt Cowley told The News.
NCEA, currently New Zealand’s main secondary school qualification, was introduced between 2002 and 2004, replacing the then school leaving qualifications.
The proposed changes will be rolled out over five years, beginning in 2026. Public consultation is open until September 15, with Cabinet expected to consider final recommendations in November.
Prime minister Christopher Luxon, facing economic headwinds, has seized on NCEA as a politically advantageous issue. The qualification was a flagship achievement of a former Labourled government.
Still, NCEA was due for review. Luxon has tapped into growing dissatisfaction from parents and employers - despite teachers’ efforts to implement the system effectively.
“And there is also a lack of trust and understanding in the NCEA qualifications, making them almost meaningless as some employers
require other external benchmarks to assess and compare individual skill levels,” says Cowley.
Employers are increasingly concerned about the impact of artificial intelligence (AI) on young people’s critical thinking and initiative, he says.
Many rely heavily on AI without properly questioning or evaluating its responses.
There are also concerns that the new qualification could result in further turmoil in a teaching profession that experienced considerable disruption introducing the NCEA. This is not to denigrate the efforts made by teachers and the Ministry of Education to make NCEA work.
Tauranga’s Ōtūmoetai College, with a roll of 1970 students – a quarter of whom identify as Māori - is the largest school in the Bay of Plenty.
Principal Russell Gordon says NCEA delivers strong outcomes when implemented well, with student success reflecting effort, effective teaching, and a culture of meaningful learning.
“Its flexibility is a strength, but it can also lead some students to focus on accumulating credits
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By DAVID PORTER
Several decades ago, in my first years travelling around Asia as a journalist, I was at one stage equipped with an acoustic coupler.
This bulky device was an interface for conveying electrical signals by acoustical means. It resembled an inverted telephone cradle for the computer modem. One placed your modem in the coupler, and connected wires to the hotel telephone system. Stories were then sent along the airwaves to my head office in Wellington.
Phone systems were less than perfect in some countries then and sometimes I had the dispiriting experience of observing the message wasn’t going through. But often it did, saving me from a lengthy phone call to dictate my story.
My point is simply to note that in my experience, foreign correspondents, and the major news agencies like Reuters, were very early adopters of technology. Although I am personally something of a luddite,
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as a journalist I was very grateful to new technology.
I am by no means against technological evolution. But I am becoming increasingly concerned about the encroachment of Artificial Intelligence (AI) on our society.
While I happily learned to access the likes of Google many years ago, I only recently came to terms with the fact that virtually every online search was now prefaced by a simplistic AI interpretation.
Undoubtedly there are some who welcome this reduction of a multitude of optional answers to an initial all-purpose one.
But it seems to me that introducing AI’s proffered sole interpretation of an answer to an online query risks severely diminishing the quality and variety of possible answers to that query.
To quote Time magazine’s Ian Bremmer, we have moved on from Intel cofounder Gordon Moore’s “… Law,” based on his observation that the number of transistors on
a microchip doubled every 18 to 24 months. We are now approaching a doubling in AI performance every 18 months, he quotes Microsoft CEO Satya Nadella as saying.
Bremmer noted that one consequence is that we are approaching a world in which AI agents can autonomously produce scientific advancements. Hypothetically, he suggests, soon AI models could perform the entire scientific method, without humans.
“… the day when AI does your job might be just two to three years away,” observes Bremmer. And he adds that it could ultimately extend far beyond whitecollar offices as driverless vehicles put truck, bus, and taxi drivers out of work. Which could potentially hugely disrupt the labour market.
As Dr. Kerry McInerney, an AI ethicist at the University of Cambridge, notes in a recent article in Salon magazine online: “Critically questioning technology is not the same as being anti-technology.”
rather than developing deeper skills and knowledge. Clearer pathways into future study, training, or employment are essential,” he says.
Infometrics head Brad Olsen, an economist who advises businesses throughout New Zealand, says there are some students who will go quite comfortably through any system.
“But for a lot of other people, because of the way NCEA has been set up, it was so easy for people to take a fairly disparate set of courses and standards that did not
necessarily increase your learning to where you built up a set of comprehensive skills,” he says.
An employer just wanted to know what potential employees were coming with, and what they can reasonably expect, so they can consider the development pathway.
“And for a lot of applicants, employers just can’t do that. They have no idea what they’re getting.”
For a lot of people, part of the challenge was that they still didn’t understand the system.
“Because of that it just makes it harder to engage with and use,” he says.
“You do hear as well from business people that it’s not necessarily easy to use or understand what it provides to an employer in terms of a skill signal.”
Applicants might have level one or two or whatever, but employers would still not get the skills they were expecting.
Gordon says the Government’s proposals raise valid goals around consistency, transparency, and ensuring students are prepared for modern life.
Improved subject clarity, literacy and numeracy benchmarks, and clearer grading could strengthen the leaving qualification provided they didn’t reduce engagement or restrict pathways, he says. For staff, the challenge would be adapting to new assessments, aligning with the curriculum rewrite, and supporting students with learning gaps, all of which add to workload.
“While exams have their place, other subject-specific assessments must also be
recognised and standardised. The priority is reform that enhances coherence and expectations while preserving flexibility and inclusiveness.”
Olsen notes that change was always disruptive and when NCEA came it was a lot of work to get it to the position it is in now. But despite that, there were already reports now of “pretty stark numbers” of schools who were not offering NCEA. There have been widespread media reports of colleges throughout New Zealand instead opting for alternatives that were thought to be more acceptable internationally.
“So it feels like we’re already there in terms of needing to change,” he says.
“The need for a comprehensive standard that businesses and parents can believe and trust in is fairly vital.”
New CEO
Priority One has appointed
Dave Courtney – currently Silver Fern Farms chief customer officer - as its new chief executive from December 1. Chair Todd Muller said Courtney would bring extensive experience in international markets, strategic growth, and collaborative leadership to Priority One. He replaces Nigel Tutt.
Comvita sale
New Zealand’s largest mānuka honey producer is eyeing a company sale, amid challenging times in the global honey sector. Comvita’s board voted in favour of a bid by Florenz, a subsidiary of investment firm Masthead, to buy the business that just celebrated 50 years in operation. The proposed sale would privatise the listed company.
No tariff budging
Prime Minister Christopher Luxon says US President Donald Trump is unlikely to budge on a 15 percent trade tariff for New Zealand exports. Trade Minister Todd McClay recently met with his counterpart in Washington to convey the government’s concerns about the rate, saying it was an unfair penalty for what was a small trade deficit.
Job cuts
Kiwifruit marketing company
Zespri wants to cut 65 jobs and not replace a further 70 in response to the “evolving challenges and opportunities ahead”. Zespri said it expects to begin consultation with staff this week. Executive officer for grower and industry engagement Tracy McCarthy and chief supply chain officer Tim Mackle will lead discussions with industry partners about the changes.
Retail up
Retail volumes delivered another surprising increase in quarter two with annual growth rebounding to 2.3 percent, according to an ASB report. The recovery was broad-based across several sectors. Retail’s recovery is expected to gradually continue, supported by further reductions in interest
A bumper kiwifruit crop, smart automation, and a finely tuned strategy have propelled Seeka to a record half-year profit. From orchard to export site, the Bay of Plentybased company is reaping the rewards of a season where everything came together, reports David Porter.
It started with a crop that exceeded expectations.
At Seeka’s Paengaroa headquarters in the Bay of Plenty, the mood was buoyant as trays of kiwifruit rolled off the packing lines - more than ever before.
By the end of June, the company had posted a record half-year profit of $37.8 million.
Chief executive Michael Franks calls it “fantastic,” a result powered not just by volume, but by a business firing on all cylinders. “It is tough times, but volume fixes a lot of sins,” Franks tells The News.
While trading conditions had not been easy, Seeka has had a really remarkable run.
Behind the scenes, Seeka’s investment in automation was paying off. Across its 11 New Zealand export sites, the company packed a record 47.1 million Class 1 trays of kiwifruit, up from 43.0 million in the same period last year. The packing lines ran smoother, faster, and more efficiently than ever before.
Improved growing conditions benefited Seeka’s New Zealand orcharding and post-harvest businesses, while its SeekaFresh business continued to build on its base, the company adds in a release.
The company’s products include kiwifruit, kiwiberries
and Hass avocados, with the new GEM avocado variety currently in development. It also has extensive operations in Australia.
Seeka’s orchard-to-market model, which sees the company involved in every step from growing and picking to packing and selling, delivers premium produce to leading retailers and wholesalers, both in New Zealand and overseas.
The company grows, picks, packs, coolstores, and supplies and sells directly to its retail and wholesale customers. The company says the Seeka brand is gaining a strong following amongst consumers and produce handlers.
Seeka’s Australian business increased overall production and earnings following a good growing season and the introduction of new produce lines.
Earnings before interest, taxes, depreciation and amortisation for the six months lifted to $83.5 million from $68.4 million in the pcp.
Net profit before tax was up 32 percent to $59.4 million, and net profit after tax of $37.8 million was more than double the pcp’s $17.1 million.
Seeka’s financial performance benefited from investments in postharvest automation. The company packed a record 47.1 million trays of
kiwifruit across its 11 New Zealand export sites. Franks notes the operating results are the result of a deliberate strategy enacted by the company.
“Seeka is well-positioned for future growth with a strengthening balance sheet, and has automation projects under way to handle the anticipated growth in New Zealand’s kiwifruit industry.”
From orchard to export, Seeka’s story this season is one of resilience, innovation, and a harvest that delivered more than just fruit — it delivered confidence in the future.
Barfoot & Thompson’s Bay of Plenty Commercial office may be a relatively recent arrival to the Bay’s commercial property market, but it harbours talented, respected real estate experts keen to help build the region’s wealth.
That team includes commercial realty experts Conor McEvoy and Anthony Van Gessel who are busy establishing the company as the “go to” option for anyone interested in selling, buying or leasing commercial property throughout the Bay of Plenty.
Anthony has made the big move down from working at Barfoot & Thompson’s Kerikeri office, excited by the growth prospects and varied commercial property opportunities he sees in the Bay of Plenty. With an earlier career in IT and sales, Anthony also works as the company’s regional Auctioneer which also includes offering his services for charity and fundraising auctions.
Meantime Conor has returned to commercial property agency after six-years with the Tauranga City Council’s property department. He also draws on a long-time commercial property background that has included time in Auckland and has augmented his expertise by completing branch manager certification, acquiring a full agent’s licence.
Both have chosen to pursue their careers through Barfoot & Thompson, drawn to a company with a 103-year history of family ownership in New Zealand, and a tightly held reputation for leadership within the industry.
They are led by John Urlich, a long-time commercial property professional, and well respected in the industry.
In the competitive world of real estate, the firm’s non-franchised family-owned structure brings a collegial, collaborative approach between its network of 85+ branches and 1,800+ salespeople.
With four branches throughout the
> “As a region the BoP offers a really wide range of commercial property investments and portfolios which draw from a broad market, including family type investors, corporate operators looking for headquarters, and business people looking to spread their portfolios, including farmers from further afield.”
BoP, Barfoot& Thompson’s ownership also extends to the established real estate brands of Lodge and Whangamata Real Estate.
“There is a good sense of unity here, of focus and knowing you can draw on the firm’s significant contacts and resources to help you help your client, it makes the effort behind every job a lot more rewarding when you are engaging with your colleagues like that,” says Anthony.
Conor says the timing for Barfoot & Thompson’s arrival in the Bay of Plenty has been well-planned, with the prospect of both the residential and commercial markets starting to lift.
“As a region the BoP offers a really wide range of commercial property investments and portfolios which draw from a broad market, including family type investors, corporate operators looking for headquarters, and business people looking to spread their portfolios, including farmers from further afield.”
Looking across the region, the team see a variety of emerging opportunities as varied as their particular locations.
“Within inner Tauranga city there have
Commercialrealestateexperts,ConorMcEvoy,left,andAnthonyVanGessel,arepartofBarfoot& Thompson’sgrowingBayofPlentyteam–bringingexperience,energy,andtrustedexpertisetohelp clientsbuy,sell,andleasepropertyacrosstheregion.
been a number of vacant buildings for some time, but we are seeing the impact of the recent development start to really lift and revitalise things, and there is still quite a bit more to come yet,” says Conor.
Anthony points to Tauriko and Papamoa as two development areas with some of the most exciting, innovative combinations of retail, commercial and residential property in the country. This is aided to significant improvements being made to roading access and infrastructure.
“We are really witnessing this shift from Tauranga being a lower wage “ten dollar” city or a place to just retire, to being a place where companies want to be based, or to have a branch in because people from all over the world want to live here.”
Some key “anchor” assets like an airport within easy reach of the city and the University of Waikato campus help lift Tauranga’s status and appeal to a wider business and demographic market.
Anthony appreciates the longer-term
relationships that are established working in commercial property, often having clients over many years as they move through their property journey, as tenants, owners or investors.
Conor is conscious of the responsibilities that attach to commercial deals, with their level of complexity and ongoing requirements for review if they involve tenants and lease agreements.
“It means you have to be prepared to really understand the person’s business, where they want to take it and what their needs are likely to be, not just now but over the coming years too. It’s quite a trust building exercise for them.”
Both professionals appreciate Barfoot & Thompson’s commitment to the wider community, being a Five-star Partner of the Starship Foundation and one of the hospitals biggest regular donors, with the company’s annual quiz night regularly raising hundreds of thousands for the valued children’s hospital.
As China’s once-booming property market slows and trade volumes dip, New Zealand’s forestry sector faces growing uncertainty, reports editor David Porter.
China remains New Zealand’s largest trading partner, receiving around a quarter of all exported goods, according to multiple data sources.
Diversifying into other markets has only been considered viable while China’s demand remained strong, according to a published commentary by Jason Young, director of the New Zealand Contemporary China Research Centre at Te Herenga Waka Victoria University of Wellington.
However, recent statistics indicate a year-on-year decline in the real value of New Zealand’s trade with China.
That could be a concern, given the government has set doubling the value of NZ exports as an explicit target.
Despite the downward trend, China remains a dominant force
in New Zealand’s export landscape.
As noted by P.F. Olsen’s director of sales and marketing, Scott Downs, the numbers are still substantial.
In the year to June, New Zealand exported $5.75 billion in forestry products.
• 57% went to China
• Logs and poles accounted for 56% of revenue ($3.2 billion)
• Sawn timber and sleepers made up 15% ($0.88 billion)
• Wood pulp contributed 11% ($0.63 billion)
China’s property market - once a powerful engine of economic growth - has faltered due to widespread over-investment.
According to The Diplomat, the sector previously lifted hundreds of millions into the middle class. Now, it’s seen as sinking, no longer the economic lever it once was.
The downturn threatens
household wealth, local government revenue, and broader economic growth. Major property developers have collapsed, and the sectoronce contributing up to 29% of China’s GDP - now faces massive excess inventory.
Scott Downs reports that softwood log inventories in China remain stable, with a modest four per cent month-on-month increase.
Meanwhile, demand from India has softened due to the monsoon season. Fortunately, reduced harvest volumes from New Zealand have aligned with this dip in demand.
Domestically, New Zealand sawmills continue to face rising operational costs. Carter Holt Harvey has announced a 5–7% price increase across its structural sawn timber range, effective October 1 - a move Downs describes as a “catchup” rather than a sign of market recovery.
Moody’s has revised its global outlook for the forest products sector from stable to negative, citing rising tariffs and weakening demand.
“This shift presents challenges for New Zealand’s export-reliant forestry sector,” Downs warns, “particularly in the pulp, panel, and sawn timber markets. Tariff increases in key markets have disrupted trade flows and added cost and complexity across the supply chain.”
Former All Blacks captain Sam Cane reflects on a career shaped by rural roots, quiet resilience, and the enduring bonds of brotherhood forged through rugby, reports senior writer Mary Anne Gill.
One of the most enduring images of All Blacks’ captain Sam Cane is blood dripping from a cut above his left eye. The wound reopened often, staining his face and collar red, yet Cane always calmly assessed the match - win or lose.
Now retired from international rugby, Cane recently revealed he underwent plastic surgery to remove scar tissue from the eye. It looks almost as good as new.
The Chiefs and Bay of Plenty hero was the special guest on a live Between Two Beers podcast at Made Market in Hamilton last month, hosted by Steven Holloway and Seamus Marten.
Clients from Sentinel Homes, IT Partners, DTI Lawyers, and PKF Hamilton listened intently as the 33-year-old reflected on a career that began at Reporoa Rugby Club and saw him selected for the Reporoa College First XV at just 14.
Cane and wife Harriet have two sons, aged one and three. Asked how he’d feel about them playing rugby, he says:
“Despite a few cuts and bruises, what rugby’s given me far outweighs the risks. It’s taught me life skills.”
Still, he understands the concern - his injuries include a broken neck, fractured cheekbones, a serious head injury, and that persistent eye cut.
“I won’t push my boys to play. I’d love it if they did, but only for the joy and growth the game gave me.
"I’ve broken my neck, sure - but there’s just as much risk driving your car.”
Born in Rotorua and raised on a deer farm in Reporoa, Cane is the eldest of three. His father Malcolm, a passionate rugby man, coached him from age five to 14.
“We’d get up in the middle of the night to watch the All Blacks, sharing a bowl of chips.”
Farm life taught Cane responsibility early.
“You learn to care for animals. That teaches you to put others first.”
His rugby spark ignited when a friend’s father praised his performance. A pivotal moment came when Chiefs coach Ian Foster - who later made him All Blacks’ captainwrote a career plan on a napkin at Cane’s grandparents’ house.
Cane and best friend Carl Axtens moved to Tauranga Boys’ High for Year 13, staying with Vicki Semple, partner of the school’s academy manager. Foster spotted them at a Chiefs age-group tournament and was impressed.
Cane debuted for the Chiefs at 18, then Bay of Plenty, and soon the Baby Blacks, winning the 2011 Junior World Championship in Italy. A year later, he debuted for the All Blacks in Christchurch and then scored two tries and made 16 tackles in a 60–0 win over Ireland in his second test at home in Hamilton.
Of previous captains, he admired Richie McCaw’s relentless drive and Kieran Read’s ability to unite the team. Cane first captained the All Blacks at 23 and officially took over in 2020 under Foster.In 2018, he broke his neck in a collision with Springbok Francois Louw. A scan showed his injury mirrored that of a young South African boy who was paralysed. Cane’s years of training had strengthened his muscles enough to protect his spinal cord.
After surgery and recovery in South Africa, Cane returned to captain the All Blacks nine months later in a win over Argentina.
He still agonises over the 2023 World Cup final in Paris, where a yellow card - later upgraded to red - left him sidelined as the All Blacks lost 12–11.
Sitting behind Cane on the sideline were all the families who had travelled over to support the team, his family and wife Harriet.
“I had this sucking feeling - like you’ve let your teammates down when they need you most, and there’s nothing you can
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leadership style is about problem-solving, so that’s how my mind works.
"It’s important people know you’re hurting - but that shouldn’t be the overriding message.”
Cane played his 100th test in Wellington and his final in Turin, Italy last year. He now plays in Japan for Suntory - a lifestyle that suits him and his young family.
Asked what he would tell his 20-year-old self, Cane says not to get caught up in the highs and lows.
“Just try and stay reasonably neutral or not too elevated but it’s hard because you also want to enjoy success and enjoy those moments - but do that.”
A recent development in the All Blacks has been
the introduction of a club jersey night – a reminder to stay connected with grassroots.
Cane ran the event for four years.
“The whole idea is just to get some laughs and take the ***** out of each other. Have a couple of quiet beers, some potato chips and find ways to make the team laugh.”
At end of season reviews, the night is always named highlight of the week.
“It just shows the power of humour and laughter.”
And that, Cane says, is what he loved most about being an All Black -being part of a group working hard all week, throwing their bodies on the line for each other, pushing to the limit, and coming away with a win.
“Those bumps and bruises don’t feel as bad.”
Bay of Plenty real estate salespeople have been recognised in the recently announced nationwide industry awards.
The 46 prizes went to real estate professionals from all sectors including four in the Bay.
Awards went to:
Tim Gallagher: Individual Rural Salesperson of the Year: PGG Wrightson Real Estate Tauranga.
Linda Harley: Individual Business Broking Salesperson of the Year: ABC Business Sales – Tauranga.
Business Broking Office of the Year – Small: ABC Business Sales – Tauranga.
Business Broking Office of the Year – Medium: LINK Bay of Plenty.
Linda Harley described the results as humbling.
“It’s a testament to the clients that trust me to do the work I do,” she says.
“I’m a specialised broker and I’ve been doing it for years, so it’s really
nice to get that accolade.”
And it indicates the trust between the company and their clients, she says.
For Tim Gallagher of PGG Wrightsons, receiving his award was a pleasant surprise for someone who only moved to the region as a newcomer two years ago.
“I’m a country boy from midCanterbury and moved to the Bay to be closer to family,” he says.
“I had a successful real estate business in mid-Canterbury and brought those same networking and negotiation skills up here,” he says. “I’ve had to learn a new industry. Kiwifruit was completely foreign to me. But I don’t have to be an expert grower to grow.”
Gallagher says that growers grow, while his role is just to negotiate sales, and observes that 90 per cent of his sales are done off-market and target the premium end of the business.
By REBEKAH STEPHENS
Implementing workplace drug testing in New Zealand isn’t as simple as buying a kit and lining up employees. It requires legal diligence, genuine consultation, and a commitment to doing it right.
The EMA’s employer AdviceLine frequently takes calls about drug and alcohol use and how to implement testing correctly. There’s no doubt it’s becoming more common.
Data from The Drug Detection Agency (TDDA) shows workplace testing is ramping up and reflecting changing substance-use patterns. In March, TDDA added tramadol and fentanyl – two potent opioids – to their standard screening panel, and with good cause.
Employers have a duty to keep people safe and take reasonable steps to prevent harm, especially in safety-sensitive environments.
The starting point must be the reason for testing, which generally stems from obligations under the Health and Safety at Work Act 2015.
Because drug testing is a significant intrusion into privacy, it isn’t generally allowed unless clearly provided for in employment agreements or policies. Even then, it can only occur in limited circumstances outlined in the policy: preemployment checks, random testing in safetysensitive roles, or reasonable cause situations such as after an accident or when unusual behaviour is observed.
A well-drafted drug testing policy should explain why testing is being done, who it applies to, which substances are screened for, and which testing standards you’ll follow.
Consultation is critical. The Employment Relations Act requires good faith, meaning staff must be able to understand, ask questions, and provide feedback before the policy is implemented. Once finalised, employment agreements should
link to it explicitly, making compliance a condition of employment.
Medicinal cannabis is an increasingly complex challenge for employers. While legally prescribed, it still may contain very low levels of THC, which can cause impairment and trigger a positive drug test.
Unlike alcohol, there is no agreed threshold for impairment, making it difficult for workplaces to balance safety obligations with respecting employees’ legitimate medical treatments.
Employees may believe they are protected by prescription use, but employers still carry legal duties to prevent impairment-related harm. The NZ Drug Foundation has highlighted the need for clearer guidance in this area, as businesses face growing uncertainty about how to manage medicinal cannabis fairly and lawfully. Employers are encouraged to update policies, consult openly with staff, and seek specialist advice before disciplinary action is considered.
Using an accredited testing provider ensures fairness. IANZ-accredited agencies follow strict chain-of-custody procedures and confirm nonnegative results through accredited labs. DIY testing or unverified kits risk costly legal challenges.
The human element matters too. Managers should be trained to recognise impairment, document reasonable cause, and handle conversations with discretion. Policies must be reviewed regularly, with secure storage and timely destruction of results.
Workplace drug testing isn’t inherently difficult, but it demands a structured, transparent, and legally sound approach. Done properly, it protects people, reputation, and the ability to run a safe, productive business.
• Rebekah Stephens is a Health & Safety Advisor at the Employers and Manufacturers Association (EMA)
By JOSH MOORE
In the 1989 film Field of Dreams, Kevin Costner’s character hears a mysterious voice whisper, “If you build it, he will come.” The line has since been misquoted endlessly as, “Build it and they will come.” In the movie, that worked out. In business, it usually does not.
Many small and medium businesses fall into the same trap with their websites. They think, “If we build a new site, customers will come.” A fresh design feels like progress - and in some cases, it is the right move. But let’s be clear: a new website is not a strategy.
Too often, I meet business owners and marketing managers who expect that a redesigned website will automatically attract traffic. The reality is different. A website without traffic is just a digital brochure gathering dust online.
That is where strategy comes in. A proper digital marketing strategy starts with bigger questions: Who is your target market? What does your customer journey look like? And where does your website fit into that journey? For example, how do people usually discover businesses like yours - is it Google searches, social media, referrals, or something else?
Once you understand that journey, you can decide what role your website plays. Maybe it needs to rank better in Google, which means investing in SEO. Maybe your customers
spend time on Facebook, Instagram, or LinkedIn, so paid social ads are a better priority. Or perhaps the right mix is Google Ads, some targeted outreach, and remarketing campaigns.
The point is, your website is just one piece of the puzzle. The other pieces are the channels that actually drive people there.
Here is the common mistake: spending the entire budget on the new build. A website project can swallow resources quickly. The danger is ending up with a beautiful site - but no funds left to promote it. That is like buying a car and realising you cannot afford petrol.
The smarter approach is balance. If your website is outdated, upgrade it - but ringfence budget for the marketing that will bring customers to it. Think of the website as the hub, with marketing channels like Google Ads, SEO, social ads, and direct outreach as the spokes that connect people in.
So next time someone on your team says, “We just need a new website,” remember Field of Dreams. Building it does not guarantee they will come. You need a strategy to make sure they do.
• Josh Moore is the managing director at Duoplus, an online marketing agency with clients in Australia and New Zealand.
TECH TALK BY TIM TAYLOR
In today’s business landscape, IT isn’t just a support function – it’s foundational to competitiveness, productivity, and customer trust. Yet, too many businesses still rely on the outdated “break-fix” model: reacting to IT problems only after they’ve already caused disruption.
This reactive approach often results in costly downtime, frustrated staff, and lost opportunities.
Whether it’s a retail POS system crashing on a Saturday or a legal team losing access to files before a deadline, the fallout is
significant. Emergency callouts, after-hours fees, and repair costs quickly pile up – without actually solving the root problem.
More critically, the break-fix model provides no protection against today’s biggest threat: cyber attacks.
Without ongoing monitoring or proactive maintenance, vulnerabilities go unnoticed until it’s too late.
Managed IT services flip the script. Instead of waiting for something to break, a managed service provider (MSP) monitors, maintains, and optimises your entire IT environment around the clock. This includes:
• 24/7 system monitoring to detect issues before they cause downtime
• Proactive maintenance to keep systems secure, patched, and up-to-date
• Cybersecurity management
with enterprise-grade tools and threat detection
• Automated backups and disaster recovery to ensure business continuity
• Performance optimisation for faster, more reliable infrastructure
• Strategic IT advice to align technology with your business goals
This approach not only prevents costly disruptions – it also transforms IT from a liability into a competitive advantage.
One of the most overlooked benefits of managed IT is financial predictability. Instead of sporadic, high-cost emergencies, you pay a fixed monthly fee. That means no more nasty surprises, easier budgeting, and better control over your operational costs.
And because MSPs often use advanced tools and security platforms, even smaller businesses gain access to technologies and
protections once reserved for big corporations.
More than that, a good MSP isn’t just a technician – they’re a strategic partner. They help you plan ahead, future-proof your systems, and adapt to emerging technologies so that your IT grows alongside your business.
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At Aviation IT, we’ve seen the difference this makes. From aviation businesses to SMEs across the Bay of Plenty and Waikato, those with managed services experience fewer issues, bounce back faster, and spend more time focused on growth – not troubleshooting. If your current IT support feels more like firefighting than forward planning, it might be time to reassess. Soaring to new heights in I.T. Experience better I.T.
Tim Taylor is the Managing Director at Aviation IT, based in the Bay of Plenty. He can be contacted on 07 777 0025 or 021 222 6455, tim@aviationitservices.co.nz www.aviationit.co.nz
Lake Karāpiro’s annual lowering has revealed the scale of the golden clam invasion, with millions of shells littering the lakebed. As the invasive species tightens its grip on the Waikato River, concerns grow over where else they might turn up. Mary Anne Gill reports.
The golden clam’s grip on the Waikato River has been laid bare and with the boating season upon us, there are growing concerns they could spread further.
Lake Karāpiro’s annual lowering exposed millions of spent golden clam shells scattered across the lakebed’s sand and gravel, mingling with kākahi shells — native freshwater mussels already under threat before the arrival of their eastern Asian rivals.
Now dominant, the clams — first detected in May 2023 — are winning the battle for space, food, and access to the river’s ecosystems, forming large populations in strategic locations.
Biosecurity New Zealand is working with iwi and other partners to prevent the spread of the clam in Bay of Plenty lakes.
The focus will be on increasing
knowledge, sharing expertise, developing best practice for management and supporting the Check Clean Dry campaign.
An automated gate was installed at a Lake Ōkataina boat ramp, near Rotorua earlier this year to protect it from the clams.
Lake Karāpiro was lowered from 53.45 to 51.475 metres above sea level, revealing the clams’ widespread presence and allowing Mighty River Domain staff to carry out critical maintenance and site cleanup.
Domain site manager Liz Stolwyk said shell numbers had at least doubled since last year and were appearing in many more locations.
“Every time you scrape the surface now, you’re finding clams,” she said.
At the rowing start line, the clams were “healthy, plump and huge,”
living in pristine sand and gravel below native mussels.
“That’s the interesting thing—it makes me wonder what the heck is that about. They’re really loving that environment,” Stolwyk said.
“There’s less activity up there, so the clams live in peace. It’s quite natural and they lead a quieter life. Is that how this is going to work— can they live harmoniously?”
The golden clam grows and breeds rapidly, altering ecosystems by consuming phytoplankton, excreting nitrogen and phosphorus, and physically dominating river and lakebeds.
Now classified as an Unwanted Organism under the Biosecurity Act, the clam must not be knowingly moved or spread.
Shells have already been found in water treatment stations along the Waikato River, including in Hamilton and Huntly and from Lake Maraetai Landing to Tuakau.
Mercury staff confirmed last month at the Karāpiro Power Station open day that clam shells were discovered in the newly installed turbines.
The lowered lake level also exposed areas needing urgent maintenance. Parts of the wooden retaining wall between the Sir Don Rowlands Centre and Rowing NZ showed signs of deterioration. Long-term plans include replacing
the wall and constructing a boardwalk along the lakefront.
Contractor Paul Garland watched as Rob Curry drove a digger down the main boat ramp to clean up the area where powerboats launch. The concrete had been undermined and will require further work.
“That’s quite normal—every two to three years we have to do a major concrete pour because the lake going up and down causes
undermining,” Garland said. Stolwyk said the annual lowering is critical not only for maintenance but also for the clubs and organisations that use the lake. It also reveals large amounts of illegally dumped household waste.
In previous years, scavengers combed the exposed lakebed for valuables like gold or silver jewellery - but the shoreline remained undisturbed.
> By MAHÉ DRYSDALE, Mayor of Tauranga
Following considerable, indepth consideration, involving three Council meetings in the past month, Tauranga City Council has decided to establish a multi-council waters organisation, subject to satisfactory due diligence processes.
The Council Controlled Organisation (CCO) proposed would initially involve Tauranga City and the Western Bay of Plenty District, but we are also open to expanding its area of service delivery to include other Bay of Plenty councils and Taupo, providing there are clear benefits for all parties, and potentially the Thames Coromandel District, subject to the concerns expressed by iwi within the Western Bay rohe being
appropriately addressed.
This development is a response to the Government’s Local Water Done Well policy and legislation, which essentially looks to streamline service delivery and ensure that water and wastewater services remain fit-for-purpose and affordable far into the future.
Our modelling of service delivery options shows that a multi-council CCO approach would deliver some significant advantages for Tauranga ratepayers, largely through benefits of scale. These include access to lower cost infrastructure investment funding and the ability to share expertise and staff across water authority areas. This indicates an estimated saving of around $200 million over the next 10 years alone, which equates to more than $3,000 per connection
that existing water and wastewater connections would not have to pay under our adopted model.
Also taken into account is our community’s preference for retaining ownership and local input into decision-making.
Legislation requires us to submit a water services delivery plan by 3 September and the move to establish a CCO by 30 June 2027 will make our planning processes both less-onerous and more cost-efficient than a later date.
This is a big decision, but other than the challenge of preparing a water services delivery plan in a tight timeframe, it’s not one we are under pressure to make. Tauranga has invested wisely in its water treatment and delivery infrastructure, so our existing service is of a very high standard. The city’s wastewater treat-
ment has also kept pace with our growth.
At this stage, stormwater management will be included in the delivery plan, but we will be doing further work to determine whether this better sits with the CCO or should be retained in-house.
with will sive and will include ongoing of and CCO options. That means we will have further discovery to for others to join us.
Bay partners, and potentially, for other council partners, should a CCO model also offer advantages for others to join us.
The due diligence process mentioned above will be extensive and will include ongoing comparative analysis of in-house and CCO options. That means we will have further discovery milestones to pass as we work through this process, but right now, I’m comfortable that we have arrived at the best decision for Tauranga, our people, for our Western
By PETER NICHOLL
As expected, the reserve bank cut their Official Cash Rate by 25 basis points to three per cent last week.
This decision was reasonable. Both the Bank of England the the Reserve Bank of Australia had reduced their official interest rates by 25 points just a few days earlier.
What worries me is what was said in the bank’s accompanying statement. Their statement was described as ‘more dovish than expected’ with a strong indication that the bank was likely to make two more 25 basis points cuts before the end of the year, taking the Official Cash Rate to 2.5 per cent.
Though some other central banks are also reducing their official interest rates, the Bank of England’s official rate is currently four per cent and the Reserve Bank of Australia is at 3.6 per cent. The Unitied States Federal Bank has kept its official rate at 4.25-4.5 per cent all year despite pressure from Trump to lower it. So New Zealand, at three per cent is already significantly lower than most other countries.
The first time the reserve bank took the cash rate as low as 2.5 per cent was in response to the global financial crisis in 2009. Unfortunately, it did not increase the rate after the global financial crisis was over. It mainly stayed within the range 1.75-2.25 per cent from 2012-2020 - and then Covid came along. In response, the bank reduced the rate into uncharted low territory, taking the official cash rate down to 0.25 per cent.
The inevitable happened. The incredibly low interest rates quickly led to a surge in asset prices. The value of the average house in New Zealand rose by around 40 per cent from 2020 to 2022. The low interest rates also led (more slowly) to a general increase in inflation, not just in New Zealand but everywhere.
The reserve bank eventually had to put the cash rate into reverse and raised it from 0.25 per cent in 2022 to 5.5 per cent in 2023.
Over the past year, it has reversed the direction of the rate again and they have reduced it by 2.5 per cent and it is now down to theee per cent. With inflation currently at 2.7 per cent, this level is barely positive in real terms. Mortgage rates, other borrowing rates and deposit rates have all followed the cash rate down. Despite this, the media keep referring to current interest rates as ‘high’.
They are only high in relation to the incredibly low interest rates that the Covid pandemic induced. Those rates were very abnormal. They were induced by a pandemic of unpredictable dimensions. But they are being treated by many New Zealanders as the new ‘normal’ – the level interest rates should return to. That would be a disaster. I worry that there may be some in our reserve bank who are also thinking this way.
The period 2000 – 2010 is a more ‘normal’ period. During that period inflation was almost always within the RBNZ’s target range of 1-3% and the OCR was was within the range of 4.5% to 6%. The current OCR level of 3% is already well below where it was during that decade of moderate inflation.
What the RBNZ has done in the last nine months is appropriate. But if they keep pushing the OCR down another cycle of low interest rates causing asset price surges and rising general inflation is inevitable. The RBNZ needs to know when it has done enough and wait for the impact of what it has already done to work its way through the financial system.
• Peter Nicholl was formerly Reserve Bank of New Zealand deputy governor, World Bank board executive director and Central Bank of Bosnia and Herzegovina governor. He is now retired.
When is a business not a business?
Other than for Budget day tax changes, or key tax revenue protection measures, Inland Revenue consults with the public in many ways, including on the issue of technical statements on how the law applies to different scenarios.
This public consultation can help the final product be more meaningful and fit for purpose for taxpayers – we often see significant changes from the initial draft and in some cases drafts have been withdrawn or paused for further analysis by Inland Revenue.
At the time of writing this article, there are seven technical documents currently out for consultation on a range of topics, all with feedback due in September.
The first two of these cover related, but subtly different, topics – when is someone carrying on a business (for income tax) or taxable activity (for GST)?
Each question is relevant to working out what income is taxable (or subject to GST) and importantly what costs (or GST) can be
BY ANDREA SCATCHARD
claimed against that income. It is often also important to understand when a business or taxable activity starts and finishes.
In most cases the answer will be pretty clear. But as with many things in the tax world, it is at the margins where clear guidance is needed.
The draft income tax business statement errs on the side of “there is no business” for small, micro operations, but as with everything to do with tax, it all depends on facts and circumstances. The document summary
By RICHARD STEELE
I have been fascinated to see the mayor of Auckland, Wayne Brown and ex-National party leader Simon Bridges calling for the Government to give their city a boost, as it is really struggling to make a financial success of itself.
Their suggestions include charging a bed tax, which I’d have thought would be just the thing to make me go and stay there.
In fact, the last time I stayed in downtown Auckland to go to a show, the stupid buggers that run the place were building a car park for Japanese imports between the hotel and my view of the harbour.
Another tax, just the thing. It’s already too crowded, too hard to find a secure place to park, rather vital I’d have thought when I’ve no option but to drive there.
Too much of the beautiful harbour is already blocked off from visitors by the port activities that should have been shifted out of town a generation ago.
Too much of the downtown area, always a fascination to this country boy, is blocked off by endless earthworks, that have been on going half of my long life.
I heard from a top chef last week that Auckland has 24,000 restaurant seats available for diners, but that only 3500 were being used on any one night.
So I think another tax is not the answer, and if it is, what’s the question?
Really, making the place affordable, easier to visit and attractive to visitors,
would go a long way further than charging more for the dubious decision to go there in the first place.
I remember years ago reading in our country’s biggest newspaper, now a mere shadow of its former self, about the best ways for people to save money, and these ways sound just as sensible today.
Top of the list was to not eat out. To stay home for dinner more often.
So how does charging the very people you want to attract help the cause of the struggling cafe or restaurant owners? Beats me.
I’m not a negative person, though when I visit Auckland, my enduring impression is just how dreadfully lucky I am to live where I do. Those who choose to live in Auckland are part of the problem too.
Too often, civic leaders see raising charges as the way forward when the real answer is to fix the product you are trying to sell.
As a small footnote to rural people who made the decision to base the mighty Fonterra in Auckland. What could possibly have been wrong to have New Zealand’s biggest company based in the rural heartland, from where it came? Matamata or Morrinsville, Stratford or Hāwera, you choose - but Auckland?
• Richard Steele is a central North Island hill country farmer, author and tourism business operator
> One topic covered considers whether letting the family bach for short term rental is or isn’t a GST taxable activity. If you are tempted to start letting your family bach, or are looking at buying a bach for rental, this is compulsory reading.
includes some interesting points:
• You need to look at the nature of activities carried on and the intention
• If you have an insufficient level of activity, it might just be a hobby
• If someone has a full-time job, is retired or unemployed and devote only a modest amount of time to the activity there is a presumption it is not a business
• It’s important to assess whether the activity has a real prospect of profit
• The number of transactions is relevant, a low number points
to no business
• Not keeping accounts or records points to no business, while seeking professional advice points to there being a business
The tests for a GST taxable activity are different to the business tests, but many of the principles are similar. The draft GST statement includes some useful commentary and helpful examples.
One topic covered considers whether letting the family bach for short term rental is or isn’t a GST taxable activity. With AIMS
Games this month, and summer just around the corner, if you are tempted to start letting your family bach, or are looking at buying a bach for rental, this is compulsory reading.
As always, you should seek tax advice specific to your situation, as the Inland Revenue statements can never cover all possible scenarios.
Andrea Scatchard is a Tax Partner at Deloitte, based in the Bay of Plenty. She can be contacted on ascatchard@deloitte.co.nz
With more than 14,000 young athletes descending on Tauranga for the Aims Games, the city is not only breaking participation records - it’s setting a new benchmark for community spirit, economic impact, and youth empowerment.
They injected $8.78 million into Tauranga’s economy last year and pundits are already predicting this year’s Aims Games - now underway - will exceed that. When entries closed for the intermediateaged tournament in Tauranga – which got underway on August 30 and finish on September 5 - an extraordinary 14,022 athletes had registered.
That’s a jump of more than 1000 competitors from the record-breaking 2024 games, smashing participation records across several of the 27 sporting codes and attracting 431 schools - up from 395 last year - from across New Zealand and the South Pacific.
“To put these numbers into perspective, our first tournament after Covid-19 had just over 10,000 entries. To add another 4000 registrations in just three years shows how carefully we’ve thought about growth, and how we’re catering for schools of all sizes and abilities,” says tournament director Kelly Schischka.
While no new sporting codes were introduced to this year’s tournament, popularity in some sports means extra divisions and new venues have been added to the schedule. An individual aerobics division has been added to gymnastics, a team relay option is available for cross country mountain bikers, while netball now features two divisions.
Orienteering, introduced in 2024, will have two new venues this year while table tennis moves to a new venue at Tauranga Racecourse. Those changes are reflected in athlete numbers - there will be 1896 netballers this year from 157 teams, while mountain biking entries have also jumped to 493 riders. Football and Futsal combined have well over
2000 entries, with 116 football teams and 78 Futsal teams, and basketball has 172 teams across traditional and 3x3 formats.
The growth of AIMS has also had substantial benefits for the hosting city - an economic impact study last year showed that visiting athletes, supporters and officials helped inject more than $8.78 million into Tauranga’s economy.
Tauranga Mayor Mahé Drysdale is thrilled the city gets to welcome the largest contingent of participants ever.
“We know the games bring huge economic benefits to our city, and our community always gets behind it. We’re proud to showcase Tauranga as a vibrant, welcoming city that
lives and breathes manaakitanga. We hope every athlete, supporter, and visitor has an incredible experience.”
As a former Olympic champion rower, the mayor also has a personal insight into how exciting this sort of event is for competitors.
“Some of my best memories as an athlete come from the people I met, and the places sport took me. I’m excited for our Aims Games rangatahi to share in that same sense of connection right here in Tauranga.”
Zespri recently committed to another three years as naming rights partner and Zespri’s head of global public affairs Michael Fox said the company was extremely proud to be involved during a 40 percent increase in
athlete numbers.
“We’re thrilled to be involved with an event that not only promotes healthy habits and personal connections but also provides so many amazing memories for these young athletes,” he says.
“All that positivity and energy in one place creates an incredible experience, which the parents, family, volunteers, officials and supporters
The economic impact report commissioned during the September 7-13 sporting showpiece in Tauranga last year confirmed 26,825 unique attendees came to the event, generating 79,201 visitor nights and a net benefit of $4.33 million.
That’s a significant jump from the $3.15 million net benefit last recorded in 2019.
And the economic benefits weren’t just limited to visitor spend. The record-breaking media exposure from the 2024 tournament may have long-reaching rewards for local Tauranga businesses, with a total of 577 press, online news, radio and television reports referencing the Zespri AIMS Games over a four-month period.
Local MP Tom Rutherford spent time attending the tournament this year and said it was an exemplar event which showed what was possible.
“What I saw during the week was about so much more than sport - it was about camaraderie, team spirit and creating special memories which will last a lifetime,” he says.
“Many other regions in Aotearoa will be looking on at the Zespri AIMS Games and hopefully deriving some inspiration of their own, as they see what can be achieved by being such good hosts.”
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When entering a committed relationship, few couples anticipate the possibility of separation or the legal complexities that can arise if it occurs. Yet under the Property (Relationships) Act 1976, the default assumption is that relationship property will be divided equally after three years of living together as a couple, marriage, or civil union with limited exceptions.
For many, this one-size-fitsall approach doesn’t reflect their personal circumstances, financial contributions, or future intentions.
A Contracting Out Agreement (also referred to as a “pre-nup”) offers a proactive solution. It allows couples to define their own rules for property ownership and division, providing clarity, protection, and peace of mind.
Under section 21 of the Property (Relationships) Act 1976, spouses, civil union partners, or de facto partners may make any agree-
LAW BY KATIE HOLLISTER-JONES
ment they think fit with respect to the status, ownership, and division of their property (including future property). This allows couples to create their own rules as to how they wish to deal with their property. These agreements can be made before or during a relationship. To be legally valid, they must meet strict requirements:
• The agreement must be in writing and signed by both parties.
• Each party must receive independent legal advice from separate lawyers.
• The lawyers must witness the signatures and certify that they explained the implications of the agreement to their respective clients.
Contracting Out Agreements can help establish clear expectations. Relationships thrive on trust and transparency, and this extends to financial matters. By outlining how assets and debts will be treated, these agreements provide certainty in the event of separation.
They can also safeguard personal contributions, often referred to as “ring fencing.” One partner may already own a home, run a business, or have received an inheritance. Family members may contribute financially, such as helping with a deposit for a first home.
A Contracting Out Agreement ensures these contributions are protected, rather than being
absorbed into the pool of relationship property.
These agreements support blended families and future planning. For those entering a relationship with children from a previous partnership, protecting assets for those children is often a priority. Agreements can set out how property is to be dealt with in the event of separation by way of death.
Finally, Contracting Out Agreements help support the integrity of a trust. Trusts are commonly used to protect assets, but timing and context are crucial. Creating a trust at the start of a relationship may unintentionally expose assets to future claims.
A Contracting Out Agreement ensures both parties agree on how trust assets are treated and provides a clear legal record to help safeguard the trust.
Whether you’re entering a relationship with significant assets, blending families, or simply seeking financial transparency, a Contracting Out Agreement empowers you to take control of your property rights from the outset.
If you’re considering a Contracting Out Agreement or simply wish to understand how it might apply to your situation, the team at Tompkins Wake is here to help. Our experienced family law specialists can guide you through the process, ensure your agreement meets all legal requirements, and tailor it to reflect your unique circumstances and future goals. Reach out to Tompkins Wake today.
Katie Hollister-Jones is an Associate at Tompkins Wake, Rotorua. She can be reached on 07 245 0551, 021 586 197 or Katie.hollister-jones@ tompkinswake.co.nz
Voter turnout remains low despite the Bay of Plenty Regional Council’s wideranging responsibilities. As elections approach, editor David Porter reflects on the council’s role.
Residents and ratepayers will soon get the chance to have their say in the upcoming Bay of Plenty Regional Council elections.
Despite the wide range of responsibilities and regional entities overseen by the council, voter turnout in the last election three years ago was less than 50 percent of eligible voters.
Doug Leeder, chair since 2013, says raising the organisation’s profile has been a challenge the council has worked on since its establishment following the major local government reforms of 1989, which abolished catchment, drainage, pest control, and harbour boards.
Leeder will stand down from the council after the current elections and a new chair chosen from successful candidates at the first meeting post-election.
“The work streams we’re involved with are diffuse because they cover the whole region on all those matters we deal with, including land, water and air.
“In terms of the functions we are expected to deliver, the understanding is light,” he says.
“If you’re in the urban area there is confusion between what the city council does and what the regional council does. If you look rurally, it’s clearer, you’re better understood because the interface is much clearer.”
Stuart Crosby, a former Tauranga mayor who first stood for the regional council in 2016, says the concept of the regional elections was under scrutiny from parliamentarians, with one MP even suggesting they should be removed.
“My experience is that people in the urban areas are not au fait with the role of the regional councils, but those in the rural areas are, because we have more contact with them,” he says.
Leeder is standing down from Bay of Plenty Regional Council.
from four general constituencies – Tauranga (five councillors), Rotorua, western Bay of Plenty and eastern Bay of Plenty (two each), while voters on the Māori roll elect one councillor from three Māori constituency areas – Kōhi, Mauao and Ōkurei.
The council has a broad remit and holds a number of functions.
One of its major responsibilities is managing water usage and soil health - particularly where sedimentation affects the harbour.
It also has a major role in regional transport planning.
The regional council funds Total Mobility, for people with serious mobility constraints, and public transport throughout the Bay.
It is also involved in student transportation and contributes to SmartGrowth, a collaborative initiative focused on regional development and infrastructure.
Property sales across New Zealand are showing signs of recovery, with Tauranga beginning to stir after a quiet winter. Rising auction clearance rates, seasonal shifts, and easing interest rates are driving buyer activity, reports David Porter
Although property listings in Tauranga remain relatively high, the market is beginning to show signs of recovery, according to informed real estate sources.
Nationwide, sales activity has picked up. The Real Estate Institute of New Zealand (REINZ) reports that July saw an increase in property sales compared to the same time last year.
“In terms of pricing pressure it hasn’t really kicked in yet, so we are still finding it very much a buyers’ market at present,” one Bay of Plenty real estate broker told The News.
“But we are expecting that to change in the next few months as we head into spring and summer and also with interest rates starting to come down.”
The broker noted that there also could be an element of FOMO (Fear of Missing Out) amongst potential buyers.
“Our clearance rates in the auction rooms have been improving in the past few months,” he says. “Why? I think that’s because people are now starting to activate their intentions to buy.”
Buyers felt until now that they had plenty of time while prices were soft, so they hadn’t felt they had to rush in.
“I think there’s just that feeling that things are starting to turn the corner and therefore they better start acting now.”
According to the REINZ’s recently figures, listings were lower in July 2025 than a year earlier, despite a modest month-on-month rise after a significant drop in June. The national median price increased slightly year-on-year, reflecting a slight rise amid an otherwise steady trend, with monthly movements shaped by seasonal factors.
interest despite fewer new listings coming to market.”
The median price for New Zealand increased by 1.8 percent year-on-year, reaching $767,250. Excluding Auckland, the median price increased by 3.9 percent yearon-year to $695,000. Auckland’s median price increased by 2.6 percent year-on-year, to $975,000.
Eleven out of the sixteen regions reported an increase in median prices compared to July 2024.
The most significant year-on-year increases were recorded in Nelson, up 15.7 percent from $657,000 to $760,000, and in Otago, up 11.1 percent from $657,000 to $730,000.
a slight increase in New Zealand’s median price. While some regions saw notable price growth, others experienced declines, highlighting a mixed housing market across the country.”
The number of properties sold across the country increased by 4.0 percent year-on-year, increasing from 6,074 to 6,319. When excluding Auckland, sales increased by 6.1 percent, from 4166 to 4421.
Looking to the regions, eight regions recorded year-on-year increases in sales count - the highest of which was recorded in Nelson, which saw a 43.6 percent increase (from 55 to 79 sales).
Finally, the council has a significant role in managing the lakes and harbours.
Sorry, just a couple more minor changes…
REINZ chief executive Lizzy Ryley said the market was seeing the usual seasonal patterns play out.
• Under the Tauranga heading, change QUEST to “QUEST – DURHAM STREET”
Bay of Plenty Regional Council has 14 councillors, with 11 of these councillors elected
Nearly 500 full time staff are employed by the regional council - working from three offices in Whakatāne, Tauranga, Rotorua.
“Buyers are still active in the market even as listing volumes tighten ahead of spring.
• Under Whakatane heading, add another drop point “BNZ Centre”
“The lift in sales compared to last July suggests there’s a solid level of
The data showed a broad-based resilience in property values, with price growth in some areas, suggesting that local markets responded positively to buyer demand despite winter conditions, says Ryley.
“Compared to June 2025, the seasonally adjusted data indicates
Other regions with notable sales increases included the Bay of Plenty (+18.9 percent), Hawke’s Bay (13.5 percent) and Northland (+10.5 percent).
The Bay of Plenty recorded the highest percentage of auction sales, with 24.1 per cent of all sales being done by auction.
Jeet Raval’s journey proves that passion and perseverance can shape a life beyond boundaries. From representing New Zealand on the cricket pitch to building a career in accounting, he’s found purpose in both sport and service, writes David Porter.
Tauranga-based Jeet Raval has successfully combined a career as a professional cricketer with his role as a qualified accountant at BDO.
A former member of the Black Caps test team from 2016 to 2020, he now captains the Northern Districts side.
In 2017, Raval also played county cricket in the UK for Yorkshire County Cricket Club.
A proud Kiwi, Raval comes from a family that moved to New Zealand from India, a country renowned for its deep love of cricket.
“Playing sport [professionally] is a privilege and an honour, but you don’t know how long it will last, and my parents always encouraged me in education,” Raval says.
Last month he received his chartered accountants’ certificate at the Bay Oval cricket grounds where he played his first test match.
He explained the way the cricket landscape was set up in New Zealand is that cricket is played in summer for a contract.
“But in the winter months you are sort of on your own and so you spend time on your cricket but also
do other things. I chose to do my study in my off season.”
Raval began his journey as a professional accountant with BDO in Auckland, and the company allowed him time to play in the summer cricket season.
“It worked well for them as most of the entities in New Zealand have a March yearend. April to December can be busy. Cricket has given me so many transferrable skills – including resilience, perseverance and teamwork – and these have helped me to develop in my role at BDO.”
During his period with the Black Caps, Raval was on a full-year cricketing contract. He kept up his chartered accountant exams but put his accounting career on hold for a time before returning to New Zealand cricket and BDO.
The arrangement worked well, and he served in the Auckland BDO office for about four years, then in 2021 moved down to Tauranga with his family. BDO Tauranga continued with the same part year arrangement. “It goes without saying that flexibility is essential to help balance my cricket career with my corporate work,” Javal says in an article for a BDO publication.
“I feel incredibly fortunate that BDO Tauranga supports my sport and has allowed me to structure my two jobs the way I do.”
Javal described his accounting career as “also a bit of a lifeline”.
He says he was attracted by accounting because he “loved numbers”.
He said his journey with BDO had taken many twists and turns and started back when he was playing cricket full-time for Auckland. The season was ending, and at the tme he was planning to head to England to play over the British summer. But in his last Auckland match, he suffered an injury which meant he couldn’t go.
His coach at the time suggested looking for a job to keep busy over the winter. And as he already had a Bachelor of Commerce,
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etc., the bulk charge will be the difference in price between the six insertion rate and the 12 insertion rate multiplied by the number of ads published. You pay the rate reflective of the number of ads you actually published.
PRICING: All prices quoted are ex GST, per insertion, including full colour and are non-commission bearing. Commission rates are to be added on top. Rates are based over a 12-month period. The 12-month period starts from the date of your first insertion. Annual rates are based on 12 insertions.
INVOICING AND PAYMENTS: For advertisers on a regular schedule and have completed a client information form, invoices will be sent at the end of the month and payment is due by the 20th of the following month, otherwise payment is required prior to advert publishing. Accounts in arrears (+60 days) may be subject to a $95 + GST late payment fee per advert per month. Advertiser is responsible for any and all debt collection fees. Payment options are via internet banking (account number 02-0316-0510007-000), credit card, debit card, or EFTPOS at the office.
it seemed natural to look in the direction of accounting. He was eventually introduced to Robert Foster, Advisory Partner at BDO Takapuna, and after discussing his passion for cricket and interest in how he could complement this with another role, he was initially brought on at BDO Auckland as a graduate.
He began growing his accounting career there and says in a BDO publication that he really appreciated the value the team spent in helping him grow his accounting career.
“They supported my cricket and provided flexibility to let me have the best of both worlds.”
For young people navigating their own paths, Jeet Raval’s story is a powerful reminder that you don’t have to choose between passion and practicality. Whether it’s sport, study, or something entirely different, he encourages others to stay curious, work hard, and embrace opportunities - even the unexpected ones.
Host: Nduro Events
Location: Nduro Events, 52 White St - Tuesday 19 August
Photography: Michelle Cutelli Photography
Guests enjoyed exceptional hospitality from Nduro Events together with a lively Q&A panel highlighting their hugely positive impact on Rotorua’s community and business landscape, leaving everyone impressed and inspired by their work.
Host: Tompkins Wake
Event location and date: Tompkins Wake Offices, 6 August 2025
Credits (Photography): Salina Galvan
A sold-out Chamber Business After 5 at Tompkins Wake brought members together for vibrant networking, lively bingo, and an inspiring address from Tompkins Wake CEO Jon Calder, creating an evening full of energy and engagement.
