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Issue 169


Champion Canterbury Awards 2016

CONGRATULATIONS TO ALL THE 2016 WINNERS The Press Champion Canterbury Supreme Award Winners



Isaac Theatre Royal

ARANZ Medical Ltd.

2016 Category Winners Producer/Manufacturer


Recognising innovative producers and creators of materials, products or technology.

Recognising smart providers of infrastructure, trade and construction services.





Invert Robotics

ARANZ Medical Ltd.

Red Electrical


Professional Service


Recognising excellence in professional service support contributing to towards creating a vibrant economy.

Recognising incredible tourism operators and service providers.





Mint Design Ltd.

Computer Concepts Ltd.

Canterbury Guiding Co.

Haka Tours


Global Operator

Recognising dynamic professionals providing a phenomenal customer experience.

Recognising excellence on the world stage.





Isaac Theatre Royal

EBOS Group

Infratec Ltd.

Foot Science International Ltd.


ACC Workplace Safety

Recognising the impact charitable organisations make in our community.

Recognising exemplary workplace safety systems, acknowledging a ‘safety fi rst’ approach.



Mach3 Industries (2007) Ltd.

Catapult Employment Services

YMCA Christchurch


HC CCA0192










Celebrating business success Chief executive Peter Townsend discusses the importance of the Champion Canterbury Business Awards.


31 The role of innovation in exporting


Why some businesses are champions Westpac’s regional manager Rob Howie talks about the key attributes of successful businesses.

12 Meet the winners

Optimism on the rise BusinessNZ chief executive Kirk Hope considers business confidence in Canterbury.



Feature: A recipe for success The Chamber spoke to this year's Champion Canterbury supreme winners about the secrets to business success.

Get to know what makes some of Canterbury's most successful businesses tick.

23 Meet the staff

The Chamber welcomes Sam Kennedy, Event and Award coordinator.

26 Holiday Legislation

Employment Relations advisor Keith Woodroof addresses some of the common issues with the Holidays Act.

28 Changes to ACC

Health and Safety consultant Steve Cooper talks about the impending discontinuation of two ACC products.

36 Meet the board

We introduce the new board for The Chamber.

ExportNZ’s Catherine Beard on the importance of innovation for modern day exports.


32 The future of work

Dr Stephanie Pride, of StratEDGY Strategic Foresight, talks about how things may change in the workplace in the next 10 years.

CECC Comment

Update December 2016


Celebrating Business Success For the last 14 years, the Canterbury Employers’ Chamber of Commerce (The Chamber) has been proudly presenting the annual Champion Canterbury Business Awards, supported by a wide range of stakeholders and a passionate business sector.

The genesis of the awards related to the need to unashamedly celebrate business success in our community and to reinforce the linkage between sustainable, profitable business and community wellbeing. The magnificent array of small, medium and large enterprises and not for profit organisations that proudly proclaim their contribution to our community annually is great evidence of that. Almost all of us, in one way or another, are directly impacted by the positive outcomes of the business community. That is often not well understood. Celebrating business success encourages clarity of the role successful businesses play across our community and our economy. Of course, The Chamber, as a membership-based organisation, celebrates the contribution that business makes every day. We support and encourage our business community to operate in a sustainable, profitable and evolving way that creates job opportunities and wealth in our community. When reflecting on the entrants in the Champion Canterbury Business Awards over the past few years there are some very clear common attributes that successful companies demonstrate. The first is they usually have an appropriate governance structure which provides a degree of interdependence into the policy and strategic determinations of the company and some disciplines within which the management of the company operates. Good companies tend to have a strong vision and think strategically. They are not just thinking about what is happening tomorrow or next week, they are thinking about where their company will be some years down the track. They also exhibit good business support processes. Growing companies need good back office systems, good reporting systems, good monitoring systems and real time information that allows them to know where they are, where they have been and where they are going. In this context it is clearly important to ensure that the company is well structured financially, while supported by its financiers, and operates within appropriate financial covenants.

Many of the winners and past participants in the Champion Canterbury Business Awards have shown unique innovation and the ability to leverage off the rich natural capital that we have in our region. The interface between businesses in the city and what happens across our region is compelling. Many winning companies also have tended to look outside the region as they grow their businesses and get involved in importing and/or exporting to ensure they can grow faster than they would have if they were just dependent on the local economy. Since their inception, the Champion Canterbury Business Awards have gone from strength to strength, underscoring the growing desire to celebrate business success. The awards are just not about financial performance and dayto-day company operations. They are unashamedly about celebration and admiration of clever people in business doing clever things for the betterment of our wider community. It is important that we continue to recognise the role business plays. If anyone is in any doubt about that, they should visit a community where business has left town. Peter Townsend Chief Executive Canterbury Employers’ Chamber of Commerce

Business Opinion


Why some businesses are champions In recent years, I’ve been fortunate to gain an insight into a wide range of businesses throughout New Zealand, not only as a Westpac business manager but also through my role as a judge for a number of local business awards.

And while there is not a single recipe for what makes a ‘champion’ business, there are a number of themes that consistently emerge in every successful organisation I see. The first attribute comes from the top – having a management team who really understands the business. In particular, the successful business’ owners or managers clearly understand and can articulate the organisation’s value proposition, at the centre of which will be the customer – because without a strong customer focus, few businesses remain successful for very long. As fundamental to a business’ success is creating a plan and writing it down. Putting a strategic plan in place for the next five years requires a business owner to get out of – and above – the business, moving from focusing on the day-today activities to look at what might be accomplished over the longer term and what the business needs to do to achieve those targets. By putting that plan on paper, a business owner or operator is more likely to share that commitment to what they have set down. This means it is far more likely they will follow through with the strategy and continue to return to it as a guide for the future of the business. Measuring how the business is tracking against the plan requires a robust management information system. You can’t run a successful business by looking in the rear-view mirror. Without the timely supply of good quality information provided by a management information system, owners and managers are forced to rely on guesswork, which is never the hallmark of success.

When reviewing business award entries, one of the things that has struck me in particular is the passion displayed by the owners and managers who are prepared to put themselves forward. Passion is infectious – it spreads throughout an organisation and reaches out into the market, to engage customers who respond with loyalty and commitment.

While New Zealand’s businesses are predominantly small, very few ever succeed on their own. To create a successful business, you need good people around you both internally, with staff who share in your vision for the business, and externally, through expert advisors who can supplement your expertise, provide fresh perspectives and good governance.

In order to achieve all this, I believe business owners and managers need to start with a fundamental question: why? To get an understanding of their ‘why’ and the reason this is so important, I recommend you take a look at Simon Sinek’s TED talk on the subject, or check out his book: Start With Why: How Great Leaders Inspire Everyone to Take Action.

A good plan, robust information and the right support enable business owners and managers to achieve another fundamental of successful business: decisive decision making. Good decision-making allows a business to not only stay on track, but to respond effectively to changes in the market, emerging opportunities or even major disruption.

With the right dose of inspiration and a clear vision of what they want to achieve – and why – I believe it is possible for any business owner or operator to create their own champion business. Rob Howie Regional Manager – South Island Commercial Corporate and Institutional Westpac

Business Opinion

Update December 2016


Mainland business optimistic Mainland businesses are reporting an optimistic frame of mind.

The Chamber is a valued member of the BusinessNZ family, a network of helpful advocacy organisations serving enterprises around New Zealand. Businesses that are members of the Canterbury Employers’ Chamber of Commerce reveal useful insights into business confidence by taking part in surveys run by The Chamber and BusinessNZ.

Monthly surveys of Canterbury manufacturers and services businesses (PMI and PSI surveys) deliver valuable data for analysis and decision making. Our most recent annual survey, Mood of the Boardroom, has given a good insight into the confidence shared by the many small and medium companies in Canterbury. This survey, run annually in partnership with NZME, surveys businesses of all sizes and types throughout New Zealand.


This year’s survey showed large Auckland-based businesses to be in a positive frame of mind. Business leaders surveyed reported feeling more upbeat about their prospects than a year ago – “serious optimism breaking out”, NZME reported. Interestingly, this confidence was also reflected in the responses by medium and small businesses in Canterbury, Otago and Southland. Most reported that they expected to increase capital spending and spend more on IT this year, and their highest reported priority was related to growth. The ‘comments’ part of the survey revealed the most positive results, especially the question which asked: “What was your best achievement in the last 12 months?” This is a question that is included in the Mood of the Boardroom survey every year, and most years elicits a range of replies including a fair balance of negative and positive answers.

Business Opinion


This year, however, the answers were more positive than negative, including: • ‘Significant profitable growth’ • ‘Maintaining revenue at budgeted level despite increased competition’ • ‘Record financial result’ • ‘Best ever financial results’ • ‘Kaizen achievements and R&D innovations’ • ‘Surviving the dairy downturn’ • ‘New product launch’ • ‘Two new facilities commissioned and progress offshore’ • ‘Survival’ • ‘Developing a USP’ • ‘Merger with Australian company, opened new outlets’ • ‘Getting rid of a bad apple, finding new clients’ • ‘Successful acquisition of another manufacturing business’ • ‘Improving profitability’ • ‘Revamping web presence’ • ‘Record number of sales’ • ‘Opened new export market’ • ‘10 per cent growth in sales’ • ‘Business transformation program resulting in a significant turnaround’. When asked about future prospects with the question: “What are your top business priorities for the next 12 months?” the responses were similarly positive, including: • ‘Find more good people, find more good clients, stay sane’ •

‘Increase business through website, improve website and upgrade business software’

‘Cashflow, acquisitions, exports’

‘Get back under control after unprecedented growth, take advantage of opportunities offered by the growth in NZ, increase profitability’

‘Improve productivity, grow export markets, product innovation’

‘Commercialise new IP, enter new geographic markets, access growth capital’

‘Upskill staff, improve performance in newly introduced product ranges, improve working capital’

‘New market for export – Indonesia, new machinery, implement project management system’

‘CRM, export, social marketing’

‘Expand business into new markets, capital raise to fund expansion, transition to ‘a services led organisation’

‘New product launch’

‘Gaining some different clients’

‘Health & safety’

‘Increased margin with increased profit’

‘Topline and bottom line growth’

‘Acquire more good employees’.

The intentions expressed by these businesses appeared to be based on a degree of confidence about their prospects and the business environment in which they are operating. They suggest an upbeat, positive business sector in 2017. Kirk Hope Chief Executive BusinessNZ

Champion Canterbury

Update December 2016



SECRETS OF GREAT BUSINESS: A RECIPE FOR SUCCESS In this special feature we talk to this year’s supreme winners of the Champion Canterbury Business Awards about their approach to business success.

A brilliant idea, a handful of talent, a smattering of resources and a sprinkle of revenue might sound like how the recipe forcreate a wildly business, reality there’s much more to it than that. to New Zealand’s agribusiness sector. So, do you thesuccessful perfect recipe forbut incommitment a successful business? Earlier this year, Canterbury businesses were recognised for their continued hardcreate work and the So, how do you the ongoing perfectsuccess recipeatfor Champion Canterbury Business Awards. The largest business a successful business? awards in New Zealand, Champion Canterbury exists to help Earlier year,understand Canterburythe businesses were recognised for peoplethis better interdependent relationship their continued hard profitable work and business ongoing and success at the between sustainable, community Champion wellbeing. Canterbury Business Awards. The largest business awards in New Zealand, Champion Canterbury exists to help At the 14th annual awards, the ARANZ Medical wasrelationship named the people better understand interdependent medium/large champion producer/manufacturer and also between sustainable, profitable business and community took out the top award for a medium/large enterprise. The wellbeing. Isaac Theatre Royal took home the title of small champion retail/hospitality enterprise and also won the award for supreme small enterprise. Sir Graeme Harrison, of ANZCO, received a special mention for his continued passion and

“These awards don’t just look at balance sheets, cash flow and profit forecasts,” explains The Chamber’s chief executive officer, Townsend. At the Peter 14th annual awards, ARANZ Medical was named the medium/large champion producer/manufacturer andmake also took “Instead it’s all about the special factors that the out the supreme award for a medium/large enterprise.that’s The business a valuable contributor to the economy Isaac Theatre Royalabout took home the title of small play champion important. It’s really the role that businesses in the retail/hospitality enterprise andand also promoting won the supreme award context of employing people sustainability for enterprise. Sir Graeme Harrison, of ANZCO, received andsmall innovation in a diverse economy.” a special mention for his continued passion and commitment ARANZ Medical agribusiness knows a thing or two about innovation, to New Zealand’s sector. having established a place for itself in both the domestic and “These awards don’t just look at balance sheets, cash flow international healthcare market. and profit forecasts,” explains The Chamber’s chief executive, Specialising in 3D scanning and informatics solutions that Peter Townsend. transform the clinical assessment processes, ARANZ Medical carries out all of its research, development and manufacturing

Champion Canterbury


What do the Champion Canterbury judges look for?

Peter says there are a wide range of factors judges consider when assessing a champion business. These include: • Good governance • Good leadership • Strategic thinking • Solid business support systems

• Good financial support (whether that be through shareholders, owners or banks) • Good positioning in the market place

• Willingness to innovate • Understanding of their own sector and the wider economy

While there can only be so many winners, Peter says the process of entering alone puts businesses through an interesting self analysis. “It’s a great way to learn a lot about your business, and while not a complicated process, it can be quite revealing.”

So, what is it that makes a business successful? According to Bruce, understanding your business’ mission and having a clear idea of what it is you want to achieve is a good place to start. “There really isn’t a limit to what someone can do with their brand.” Thinking big isn’t something that should be forgotten either, particularly when it comes to global expansion or exporting. “We have to use our natural resources in order to grow New Zealand’s economy and to do that we need technology companies, software companies and high-value manufacturing. It’s like Sir Peter Gluckman once said, ‘it’s much easier to ship electrons around the world, than atoms’.”

For Isaac Theatre Royal chief executive Neil Cox, the notion of success comes back to having good, solid business practices. “The key thing is to deal with clients in the years ahead, it’s the age-old adage really; if your artist is happy, your promoter is happy, their agent is happy, then we’re all happy and hopefully the public are happy too.

“Instead it’s all about the special factors that make the business a valuable contributor to the economy that’s important. It’s really about the role that businesses play in the context of employing people and promoting sustainability and innovation in a diverse economy.” ARANZ Medical knows a thing or two about innovation, having established a place for itself in both the domestic and international healthcare market. Specialising in 3D scanning and informatics solutions that transform the clinical assessment processes, ARANZ Medical carries out all of its research, development and manufacturing in Christchurch even though 98 per cent of its products are exported.

“The actual Champion Canterbury award in itself is a recognition of success too, it tells us that we’re doing the right thing and it’s something to build on going forward. It’s like a stamp of approval.” A successful business can also stand the test of time, says ANZCO founder and chairman Sir Graeme Harrison. A Cantabrian who spent 13 years offshore but has now settled in back home, Sir Graeme has played a pivotal role in advancing international trade in New Zealand. After working his way up the ranks of the New Zealand meat industry he established ANZCO in 1984 and thanks to his strategic leadership, the company went from strength-to-strength. With more than a dash of business nous, Sir Graeme defines business success as being able to withstand the shocks and remain in business for a lengthy period.

Chief executive Dr Bruce Davey has been with the company for 11 years, moving into the role after spending the better part of two decades working in Canada, and says that it took a lot of hard work and determination to achieve such success.

“ANZCO began life 32 years ago and you can imagine that in an industry that relies on 90 per cent of its turnover from exports, you have to ride the waves of commodity prices and currency fluctuations.”

Some of ARANZ Medical’s key innovations include Silhouette, an FDA approved advanced wound surveillance system, and FastSCAN, which enables the customisation of orthotics and prosthetics.

With eight offshore sales and marketing offices and a restaurant in Tokyo, as well as eleven production sites in New Zealand, and one in Australia, ANZCO has certainly proved its worth over the long term.


Champion Canterbury

Update December 2016



What does success look like?

But it’s not always easy

For Bruce and the team at ARANZ Medical, growth is one way of measuring success.

In the aftermath of the Canterbury earthquakes, both ARANZ Medical and the Isaac Theatre Royal found themselves in similarly difficult situations.

“To us, at our stage, growth is really important both in the physical and financial sense. But so too is problem solving – businesses need to continue to identify issues and do what they can to solve them. “Within the healthcare sector too, there is that idea of improving the quality of life of people around the world. We say we ‘help people to heal people’ and that is really important.” To Neil, success looks like happy customers, satisfied staff and content clients. “It’s all about making sure that when people walk through our front doors, they’re removed from all the chaos outside. And if we can deliver that every time we put on a show, then that’s not bad business.”

How does a business maintain success? Motivation is key, says Sir Graeme. “What has kept me motivated really goes right back to the beginning. I came from a farm and was always interested in what happened to the product once it left the farm gate, that’s kept me going.” For ARANZ Medical, success starts at recruitment level. “We look for likeminded people who are motivated and want to help our customers. In a way, we’re lucky because in the healthcare space much of what we are doing does have an immediate impact,” says Bruce. “Take for example, the fact the World Health Organisation (WHO) has taken our products to some of the most disadvantaged children in the world, in the likes of Ghana and sub-Saharan Africa in order to find a treatment for a disease similar to leprosy, Buruli Ulcer – that is pretty motivating.”

Three days before the devastating 22nd February, 2011 earthquake, ARANZ Medical had signed its single biggest contract. However, with all of its stock locked within the red zone, decisions had to be made very quickly in order to keep business afloat. Not only did stock have to be rescued from the red zone, it also had to be manufactured and delivered, not the easiest of tasks. “It was pretty stressful for quite a few months, we had no premises and all of our systems were down and we had to make a lot of decisions. That’s still our biggest order to date and the customer also placed two repeat orders, so for us it was all about responding in a time of turmoil to the needs of our customers,” Bruce says. For the Isaac Theatre Royal, prior to the earthquakes business was positively booming. A former international marketer for record company EMI, Neil had been in the role of Isaac Theatre Royal general manager for just under two years when the 4th September earthquake struck in 2010. “So, 2010 was the theatre’s most successful year, ever. It ended beautifully with The Rocky Horror Picture Show, starring Richard O’Brien who created the show, but then the ground moved.” “Every business went through that stage of not knowing what was going on and for us the game really changed with the continuation of the earthquakes and subsequent aftershocks. That one in December of 2011 was a big game changer – suddenly repairing the theatre was no longer an option and we had to rebuild.” With shows lined up months in advance, there was a lot of uncertainty for the standalone business, made even more difficult by the fact they were in the middle of the red zone.

Champion Canterbury


However, things did work out for the theatre in the end. Rebuilding on the same footprint, the Theatre Royal Charitable Foundation made the decision to add the Gloucester Room and the Grand Circle Foyer into its new plan, giving the business the opportunity to host additional events. “We had the opportunity to rebuild as we once were, or take a risk and make the most of what had happened. In doing so, we created a different business model for ourselves and, when we knew we were able to once again become the premium theatre venue in Christchurch, we knew we had to do it well,” Neil says. Opening its doors in 2014, the theatre now hosts more than 300 performances every year bringing more than 100,000 patrons into the city centre.

Make or break Although not affected by the Canterbury earthquakes to the same extent as ARANZ Medical and the Isaac Theatre Royal, Sir Graeme and the team at ANZCO have experienced their fair share of make or break moments. One such moment was when Sir Graeme made the decision to commence his operations in Japan.

“No one had ever taken on the Japanese import and distribution market in regards to meat and the reality is that ANZCO is still the only foreign-based company doing so in that market.” “But we’ve had our own defining moments here too, particularly when we started Five Star beef in Wakanui, Mid Canterbury. Everyone said a feedlot wouldn’t work in New Zealand and to be fair, they had all failed previously. But we weighed up the risk and it has certainly paid off.” Sir Graeme says long-term success for a business can’t be built off a single person. “To survive, your business needs a good team of people and a bit of tenacity. Surround yourself with people who can execute the business’ vision; understanding shareholders, a skilled management team, strong customers and good support service relationships. At the centre of all of that is trusting relationships.”

Advice Much is learned from the process of starting – and running – a business but often a single golden nugget of advice sticks with you. For Bruce, that was when a mentor reminded him to always “delight the customer”. “You have to create a product that the people want, that they value and that they’re really excited by,” says Bruce. As for what he would say to others looking to start their own business: ‘good things take time’. “Within the ARANZ Group we have had three different initiatives that have each taken about seven years to complete, from inception to fruition, so it really is important to hang in there.

Praise for this year’s supreme winners Peter commends this year’s supreme winners for their consistent innovation and solid business models. “ARANZ Medical is an innovative business that is absolutely based on cutting-edge technology. Not only does it have great international recognition it really is a “business of tomorrow” in the fact that it is highly differentiated and offers a specialised product,” Peter says. “With a unique position in a very competitive market, ARANZ Medical is very special. “The Isaac Theatre Royal, while it is a business that is very much about entertaining and providing the infrastructure to entertain whilst being very b ea u t if u l a n d u n iq u e, it ’s a ls o g o t a g reat management structure that is strongly supported and well rounded. “It’s a combination of the fantastic heritage of our city but it also has all the modern advantages of a complete rebuild.”

“You have to believe in what you’re doing and be motivated by that. However, don’t forget that you’re playing a long game and it’s ok for passion to wane here and there, but if you do realise things are not going to work, then be adaptable and realistic.”

Neil’s advice to others is to never underestimate your contacts. “It’s not always easy to make them – every business has to cold call, you can’t just fire off a random email, it doesn’t work. You need to know who you’re targeting and look outside the box, step on a plane and shake somebody’s hand. Even if it’s just an introduction, you will bump into that person again and don’t be afraid to contact them. If you keep things professional and have worked well together before, your contacts will always be there.” “Also, look after your staff and make sure that every worker is proud to be a part of your team.”


Champion Canterbury

Update December 2016



The Chamber talked to winners of the 2016 Champion Canterbury Business Awards about the concept of business success.

The Champion Canterbury 2016 winners also included: Champion Producer/Manufacturer Large Enterprise: ARANZ Medical Ltd (see Feature) Champion Retail/Hospitality Small Enterprise: Isaac Theatre Royal (see Feature) Champion Professional Services Large Enterprise: Computer Concepts

Champion Canterbury



Invert Robotics Helping to keep the world’s dairy products safe through the use of robotic inspection equipment, Invert Robotics continues to push to boundaries of technology.

date is that we have created procedures that have resulted in safer working conditions, safer equipment and ultimately safer food products, which can only be a good thing.

Created in Canterbury in 2010 as the result of a collaboration between Powerhouse Ventures and the University of Canterbury, Invert Robotics has grown to deliver services throughout New Zealand, Australia and Europe.

How did you get the idea or concept for your business? Did you envisage success from the outset? The University of Canterbury runs an entrepreneurship program called Entré. During my time as a student at UC I was involved with Entré in an attempt to find a commercial use for a new suction cup they had invented. While we don't use that suction cup, that process planted the seed and identified a client problem that needed solving. Success is never guaranteed, particularly in our case, as we were attempting to be the first in the world to climb into stainless steel vessels.

The business has effectively revolutionised the way in which tanks, silos and powder driers are inspected. By using climbing robot-based systems, the need for people to enter confined spaces and work from ropes and scaffolding has been eliminated.

Q&A James Robertson (CEO) How important is it to innovate? Our novel technology and innovative service is critical. It is the foundation upon which our entire business plan and value proposition is built. The result of our innovation to

What is something that motivates you? Enjoying what my team and I do is a big part of my motivation. We get the chance to work in all sorts of places, in all sorts of industries and work on some really tricky and interesting problems.


Red Electrical Red Electrical has been providing electrical services to the people of Christchurch since 2011. The company was founded by Scott Aldridge as a way to meet the demand for highly skilled electricians following the devastating Canterbury earthquakes. Not only did Red Electrical draw from the available talent pool, the business also trained from within, sponsoring overseas-registered electricians and training them to gain their full New Zealand registration.

Q&A Scott Aldridge (Director) What one piece of advice would you give to people thinking about starting a business? Be humble and accept that while you may know little about running a business, everyone started in the same position. Not all advice is applicable to your own situation but if you are humble enough to ask, it will be forthcoming.

What is the best piece of advice you have ever received? Think ahead to where you want to be and set up the systems to match this. Its better to be prepared for an opportunity that doesn’t arrive than be unprepared for the one that inevitably does. For us this meant investing in good operating software and coaching to ensure a scalable business when the growth stage arrived. What is something that motivates you? Keeping up with technology. While we are lucky enough to not foresee any major disruption in the core basics of our industry in the near future, there is an infinite amount of upskilling required to keep up with the changes in all manner of electrical systems. As a father of three boys under the age of seven, a question that is often asked ahead of integrating systems is ‘how will it be done when my children are old enough to use it?’

Champion Canterbury

Update December 2016



SCRIT (Stronger Christchurch Infrastructure Rebuild Team) Created in 2011, SCIRT’s aim was to rebuild Christchurch’s earthquake-damaged horizontal infrastructure. Providing a cost effective and efficient way of bringing together the Government and the Christchurch City Council, SCIRT’s five-year rebuild programme has involved more than 700 individual projects and 2000 people. With construction work set to be completed early next year, SCIRT has overseen everything from repaired sewage pipes and storm water drains to rebuilt roading, bridges and retaining walls.

Q&A Ian Campbell (Executive General Manager) What does success look like to your organisation? Success is first and foremost creating resilient infrastructure that gives Christchurch people security and confidence in the future of the city. But it’s also about delivering a quality rebuild in a timely and cost-effective manner.

How important is it to innovate? It is vital for all organisations to innovate and adapt in response to changes in the business, economic and community environment in which they operate. Innovation can lead to greater efficiency and responsiveness to changing and challenging circumstances. SCIRT has a continuous improvement culture which identifies and applies lessons and innovations. What creates, or helps to create, a culture of success within an organisation? Having a clear, shared purpose, goals and values has been critical to achieving high performance in our unique, multiparticipant alliance model. Alignment on and communication of these goals and values from the leadership team and through every level of the organisation is central to success so that each person working at the organisation knows and is committed to achieving them. The SCIRT model is unique in that it also employs a competitive element to help drive best outcomes for the people of Christchurch and New Zealand.


Mint Design Ltd A digital agency that utilises the internet in order to help grow businesses, Mint Design Ltd builds beautiful, functional websites and runs results-driven online marketing campaigns. Working with everyone from single employee companies to large corporates, the business has clientele as far away as Tonga, the United States, the United Kingdom and Spain. One of only two agencies in New Zealand who are licensed to resell Google Street View virtual tours, Mint Design is leading the way when it comes to innovative marketing.

Q&A Alice Moore What is something that motivates you? Creating jobs for Kiwis. When I first started in business, a mentor told me that creating jobs and being an employer is one of the most challenging and rewarding things you can do as a business owner, and they were absolutely right. Our bottom line is crucial to our business, but so is the professional development and happiness of our staff in their everyday work.

Like Richard Branson says, put your team first and your customer second and that's what I aim for. How important is it to innovate? In our industry, innovation is everything. The digital landscape changes rapidly and those who become complacent get left behind. We give our team free time each week to stay on top of the latest changes in their fields. Innovation in business shouldn't simply be about new p ro d u c t s o r s er v ices , it s h o u ld b e a n a p p roa c h i n acquisitions, processes, and partnerships. It should be a mind-set. What is the best piece of advice you have ever received? It came from a real estate agent, of all people. He told me that business isn't done between businesses, it's done between people so focus on relationships. It stuck with me ever since.

Champion Canterbury



Canterbury Guiding Canterbury Guiding are experts when it comes to hosting luxury travelers, VIP delegations and international businesses. The team of local tour guides explore with their clients by land, sea and air, showcasing the very best Canterbury has to offer. A leading provider of exclusive tourism excursions for the luxury market, Canterbury Guiding creates authentic experiences and life long memories for its clients.

Q&A David Hiatt (Managing Director) How important is it to innovate? Innovation is incredibly important, no matter what the industry. Tourism businesses need to think about how they can continue to not only meet the needs of their market, but also open more doors for conversations with potential customers.

How did you get the idea or concept for your business? Did you envisage success from the outset? I was involved in the luxury travel sector for several years prior to establishing Canterbury Guiding Co. I’d identified a genuine gap in the market for an organisation to deliver compelling tourism experiences to the premium market in this region. Setting up three weeks before the first earthquake was the easy part. However, the following 12-36 months were a real challenge. Now we have laid a good foundation and many opportunities exist ahead for us as we look to further develop our brand and position in the market. What is something that motivates you? The three things that motivate me more than anything are seeing small businesses grow and be able to employ more people; for the tourism industry to continue to focus on attracting high value visitors to New Zealand who can contribute to the country’s economic development rather than just attract volume; and thirdly, to spend as much time as practical skiing, biking and exploring our country with my wife and two sons, realising how fortunate we all are to live in this part of the world.


Haka Tours “Blurring the line between traditional group tours and independent travelling” is how Haka Tours has made a name for itself.

As you develop your business, always keep your customer at front of mind and begin to flesh out your customer profiles.

Operating three to 24-day adventure, snow and mountain biking tours of New Zealand, the business also built its own internal web agency and expanded into accommodation with five upmarket backpackers now scattered around the country.

What is the best piece of advice you have ever received? Balance your business by spending equal time and effort on your financials, customers, people and internal processes. One easy way to ensure I am dedicating equivalent time across those four quadrants is ensuring I properly structure my three-month plan. It is a super easy solution that works really well for me.

Growing 220 per cent in the last two years alone, Haka Tours employs over 70 staff and shows no sign of slowing down.

Q&A Ryan Sanders (Founder) What one piece of advice would you give to people thinking about starting a business? Write a business plan and test your idea as soon as your 80 percent happy. Nothing beats real customer feedback to indicate whether you’re on the right path and what needs to be done to transition your idea from “good” to “great”.

What does success look like to you? Success for me doesn’t look like anything – what is important is how it feels. And how it feels is like being quenched intellectually and emotionally every day, in an industry that inspires me. I left the corporate world as I wasn’t passionate about it and I truly believe you need to be emotionally engaged in your working life. I believe instinct and intuition are the biggest gifts we have and can only be effectively triggered when you’re emotionally engaged.

Champion Canterbury

Update December 2016



EBOS Group EBOS Group is the largest and most diversified Australasian marketer, wholesaler and distributor of healthcare, medical and pharmaceutical products and a leading marketer and distributor of animal care products.

We also rely on the latest technological innovations to keep our supply chain system running with market-leading efficiency, ensuring our customers receive their orders in full and on time.

Its pharmaceutical wholesale business delivers medicines to thousands of pharmacies across Australia and New Zealand and its consumer products division – Endeavour Consumer Health – is the name behind some of the most trusted pharmacy and grocery brands, including Faulding and Red Seal.

Particularly in the healthcare and animal care industries, innovation can have a truly life changing impact.

Q&A Jodi Gayton (Corporate Communications Manager) How important is it to innovate? Since its inception, EBOS has fostered a culture of innovation. It’s a key factor we consider when partnering with suppliers and delivering products to the healthcare and animal care markets.

What does success look like to you? We measure our success on outcomes rather than output. We know we’ve succeeded when the people that depend on us, whether they know who we are or not, are able to access and benefit from the products and services we provide. That’s what really matters to us. What is something that motivates you? The EBOS motto, Life Matters, is much more than just an expression to us. It guides the way we conduct our business and helps us keep sight of what’s important. We use it to remind ourselves that what we do impacts people’s lives. If you have visited a pharmacy to have a script filled, undergone a critical operation, or bought a treat for your animal companion – EBOS probably has had a hand in making that happen. They’re the moments that drive us to excel and exceed expectations.


Infratec Limited Providing people with affordable and reliable power, Infratec Limited helps communities around the world improve their health and wellbeing. The business’ high profile projects have seen them regarded internationally as specialists in sustainable, off-grid power supply and in doing so, has positioned Canterbury as one of the leading renewable energy exporters. These projects include connecting the Bayman province of Afghanistan with an off-grid power supply, providing the area with energy for the first time; installing solar panels at Rarotonga Airport, producing five per cent of the country’s electricity; establishing a solar farm in Tuvalu which has reduced diesel imports by 62,000 litres every year; rehabilitating Nauru’s electricity distribution system through the supply and installation of overhead line equipment, switchgear, transformers and training of local linemen .

Q&A Luke van Zeller (General Manager) What does success look like to Infratec? Success for us is when we deliver a project which provides affordable and reliable power in what can be very remote and challenging destinations; reducing diesel use and supplying power to critical services such as schools, health clinics and to people’s homes. What is something that motivates Infratec? For us, our projects are always about the community, not just the physical infrastructure. This is demonstrated by the personal items that are included in the deployment but n ever ret u r n , t h e o n g o in g p h o to s s en t f rom host communities and the silent recognition of the difference we made to that community’s health and well-being.

Champion Canterbury



Foot Science International Every day, in countries all around the world, Foot Science International’s products are worn by millions of people to alleviate foot, ankle, knee, hip and lower back pain. In business for 35 years, the Christchurch-based company’s main product range, Formthotics Custom Medical Orthotics, is recognised by medical professionals as a world-leading prefabricated customisable orthotic insole. One of the first ever produced, and arguably one of the best, they help correct any gait or postural dysfunction but are also worn by people seeking additional comfort and support.

Q&A Greg Thompson (General Manager) What is the best piece of advice you have ever received? Although I have no interest in climbing mountains, Sir Edmund Hillary’s words about not conquering Everest until you get to the top and safely back again have always resonated with me. In 2001, I spent three wonderful hours with him at his home in Auckland, and we shared examples

of the immense satisfaction we get from working as hard as we can to complete a job successfully. I told him that his comments and being able to say “we knocked the bastard off”, inspired me often. He said he regretted the comment, but I’m sure there are many like me for whom it sums up a perfect piece of advice. What is something that motivates you? As a passionate Cantabrian, I love seeing Canterbury businesses successfully competing on the world stage, often heading off larger companies with greater resources and much bigger marketing budgets. At Foot Science International we’ve been a world leading company in our field for more than 30 years. Our products are worn and loved by many millions of people all over the world, we alleviate pain and we help people become healthier every single day. Knowing that is a great motivator to me and our whole team to be the very best we can in every aspect of our business.


Catapult Employment Services Catapult Employment Services assists people with a variety of disabilities and health conditions in finding paid employment. Working in Canterbury for over 12 years, the charity has assisted more than 1200 people into employment. What sets Catapult apart is the extent to which they match the right people with the right job, staying involved as long as they are required. Its candidates have a wide variety of skills, from retail, to security, tutoring, trades and administration. Catapult not only aligns people with employment, it helps the businesses themselves find employees who stay longer, take pride in their work and most importantly, love what they do.

Q&A Ali Brown (CEO) What is the best piece of advice you have ever received? Never fully believe what others say and don’t take action as the result of second-hand information. Find out the real facts yourself.

How important is it to innovate? It’s essential to innovate. In our business of employment, we need to be innovative in order to keep up with current employment trends and attract new income-generating business. There is a surge of innovation within the whole charity sector that has resulted from there being less philanthropic funding available generally. A number of charities are currently searching for innovative ways to be self-sustainable in order to have less reliance on philanthropic funding. For example, although historically we have provided free services to clients funded through government contracts, grants and donations, we have initiated a feepaying service that aligns with our mission. What is something that motivates you? My motivation is seeing the real change and excitement in people when they achieve their goals. For our clients, it’s getting the opportunity to become part of their community and contribute to it. For staff, it’s seeing them get a real sense of achievement and motivation when they see a successful result for their efforts with clients.

Champion Canterbury

Update December 2016



Christchurch YMCA Christchurch’s YMCA offers a range of services for people of all ages, backgrounds and cultures. From accommodation, to health and fitness, preschool, adolescent recreation, youth development and training and camping through to community events, the YMCA does it all. Serving the community for more than 150 years, Christchurch YMCA is heavily invested in the next generation and aims to empower others within the community.

Q&A Josie Ogden Schroeder (CEO) What was one defining or life-changing decision you have made in your career so far? I quit a job which was making me unhappy. I realised that the job was predominantly calling on a learned skillset, rather than an innate skillset. It was life changing in that my life course changed from doing what my education/up bringing had dictated, to following my dreams. Acquiring that self-awareness gave me courage and allowed me to do what I wanted to do, rather than what others expected of me.

What is the best piece of advice you have ever received? There have been many, like “walk to a fight, run to a fire”. Nicky Wagner told me once that even if not everyone likes your decisions, so long as your conscience is clear you will still sleep at night – that was great advice. I was also told by my midwife, when I was exhausted/overwhelmed after my first baby, that I should clean up the lounge before bed – so in the morning (or the middle of the night) I wasn’t reduced to tears by the shambles. Three children later this is still somewhat relevant but it is also interestingly transferable to work; I leave work each night with a clean desk so I can start fresh the next day. Oh, and of course, WEAR SUNSCREEN! That’s a biggie! What does success look like to you? At work: The people who report directly to me love their work, and do it well. At home: My children are happy, healthy and talking to me. Life in general: I know what my values are and am able to live by them.


Mach3 Industries (2007) Ltd Founded in 2007, Mach3 is a family owned and operated business that offers a number of services from high-end fabrications to factory installations, structural steel and building strengthening, manufacturing balustrades, hand rails and truck deck liners. Taking safety and accreditation seriously, Mach3 promotes the mantra of “think safely today, be alive tomorrow”. The Mach3 team takes enormous satisfaction in manufacturing customised, precision products that meet the needs of its clients.

Q&A Anna Chapman (Managing Director) What one piece of advice would you give to people thinking about starting a business? There are so many resources in Canterbury – a lot of them are free, and they offer a wealth of knowledge and expertise – seek these places out. We have been supported by a few organisations in Canterbury, a favourite being the Canterbury Development Corporation (CDC). They provided us with a group of people who have supported and mentored us and encouraged us to be better. It can be really lonely managing a business, and easy to get stuck working in it, not on it. These types of organisations are there to support you and want nothing more than to share their knowledge and wisdom from their own experience and see you reach your potential. What is the best piece of advice you have ever received? Don’t keep doing the same thing expecting something different to happen – business is no exception. You have to keep trying new things to remain competitive.

Your People


Proud sponsors of



The Chamber is launching a whole new suite of Health & Safety training courses beginning in February 2017.



This course will introduce you to the core elements of an Occupational Health & Safety Management System and help you with strategies to encourage active worker and management involvement in your workplace.

This course will take you through the basics of handling hazardous substances including an overview of the Hazardous Substance and New Organisms Act 1995.

This half day session will cover: > Developing, implementing and embedding health & safety policy > Management and documentation of risks and hazards > Duties, rights and obligations of different stakeholders > Information systems - injury, illness, incident and notifiable event reporting DATE 28 February

ASBESTOS AWARENESS TRAINING This course is essential for workers who know they will come into contact with asbestos as part of their daily work activity. This session will cover: > Asbestos - what it is, and why, when and where it was used > Health effects > Identifying potential asbestos materials > Safe work procedures and emergency management procedures DATE 23 March

This session will cover: > the HSNO classification system > how to use Safety Data sheets when storing and using hazardous substances > actions to be taken in the event of a spill to prevent injury to personnel and damage to the environment > Information systems - injury, illness, incident and notifiable event reporting DATE 2 May

MACHINE GUARDING This course looks at the legislation surrounding machine guarding and good practice guidelines. This half day session will cover: > the ergonomics of guarding > methods of creating safer machine operation > which guards are most suitable for which machinery > the standards to be used when installing machinery > what to do when guarding is not an option DATE 14 June

Check our website in early 2017 - or contact the team on 0800 50 50 96

Sales and Marketing





7 Dec

Inspire & Connect Networking

7 Dec

New Member Function

8 & 9 Dec

Essential Training for Health & Safety Representatives - Stage 1


Reserve Bank Lunch

30 & 31 Jan

Essential Training for Health & Safety Representatives - Stage 1

1 Feb

Essential Supervision Skills Programme - 5 modules starts

14 Feb

Essential Leadership Skills Programme - 7 modules starts

14 Feb

Migrating from a Hazard to a Risk

16 Feb

Implementing a Health & Safety System

20 & 21 Feb

Essential Training for Health & Safety Representatives - Stage 1 Marlborough

21 Feb

Critical Issues Update with Peter Townsend

21 & 22 Feb

Essential Training for Health & Safety Representatives - Stage 1

23 Feb

ExportNZ Breakfast

All Training & Events must be registered for. Visit or phone 0800 50 50 96.

Meet The Chamber team! Sam Kennedy Event & Award Coordinator

Sam joined The Chamber team in May as the Event and Award Coordinator. Her primary role is to coordinate the Champion Canterbury Business Awards. Sam came to us from SKOPE Industries where she spent three years supporting the marketing team and running an array of events, from trade shows overseas to corporate hosting. Since completing her degree in Hotel Management with a major in Event & Conference Management, Sam has become passionate about developing and executing professional, innovative and exciting events. She says being a part of a team that can create memorable and innovative events that people walk away from completely happy is very satisfying work. Sam is our Aussie icon, she enjoys sun, beaches, BBQs and spending time with friends and family. When Sam is not at work she loves being active – running half marathons, playing netball and has a goal to complete a full marathon in the next year. She believes in enjoying life and making the most of the opportunities given to her. Sam Kennedy Event & Award Coordinator



8:30am to 12:00pm


Office closed


Office closed


9:00am to 3:00pm

THURS 29 DEC 9:00am to 3:00pm FRI 30 DEC

9:00am to 3:00pm


Office closed


Office closed


Normal hours resume 8:30am to 5:00pm

PLEASE NOTE CERTIFICATES OF ORIGIN If you require the FTA certification service outside of the holiday office hours you will need to contact us in advance to arrange the service under special terms and conditions. Please contact the Certs Team on 03 3665096 or email On Friday 16 December there will be no export documentation certification service between 1:00-5:00pm, please ensure you get your documents through before 12:00pm.

Employment Relations

Update December 2016


Holidays legislation: Let’s make it fit for purpose With the holiday season upon us, and the number of cases of significant underpayment of holiday pays that have made headlines this year, it seems appropriate to argue the case for reform of legislation which has generated far more than its fair share of litigation and confusion.

The fact that problems extend across a wide range of businesses and government departments – even the Ministry of Business Innovation and Employment (MBIE) itself – clearly points to systemic failure rather than attempts by employers to short-change their employees. Despite several previous attempts at reform, the Holidays Act, for most, remains frustratingly confusing and difficult to apply across a range of circumstances – particularly those associated with flexible working practices that increasingly typify the modern work space. If the rules are not clearly understood by the people responsible for overseeing and performing the actual calculations required, then it is simply not fit for purpose.

The Government appears to acknowledge the concerns but feels incapable of moving forward because there is no unanimity of view amongst stakeholders as to how meaningful reform can be achieved without compromise. And so the present situation remains – the confusion continues and with it the ongoing risks of underpayment and the burdensome and wasteful expenditure of resource in policing compliance. Surely it doesn’t have to be this way? The key has to be in simplifying the calculation of holiday pay.

Let’s start by accepting the view that workers should not be penalised or disadvantaged by taking holidays but equally accepting that simplification could and should significantly reduce compliance costs and lead to better outcomes for everyone.

Employment Relations


At the heart of the issue, I think, is the fact that there are still different rules for different types of leave – despite some welcome rationalisation over the years. So, let’s start by standardising the calculation and removing the distinction between different forms of leave – for the sake of argument, let’s just call it ‘leave pay’. Let’s also adopt a daily rather than weekly basis for the calculation of all leave pay. So, a daily rate of ‘leave pay’ would be applied to annual, sick, bereavement and public holiday/alternative holidays. No change to the actual entitlements is necessary: just the way we calculate the pay.

I’m suggesting that leave pay would be calculated on the basis of what the employee would have received if they had worked on the day(s) taken as leave where that can be reliably established. In situations of variable hours or payment, leave pay would be calculated on the average of the past 90 working days (or during the actual period of employment if less than 90 days). The parties to an employment agreement would be permitted to agree on a notional daily leave rate but acceptance should not be a condition of employment. Leave pay would be calculated only upon payments paid with the regular pay cycle – whether that be weekly, fortnightly or monthly. Other payments such as quarterly/ half yearly/annual incentive payments would be excluded as would reimbursing payments.

The eight per cent calculation for accrued annual holidays on termination or on the ‘pay as you go’ agreed arrangement for short-term employment would remain – subject to modification resulting from the above. The other often difficult and potentially contentious area is that involving a determination of whether a day would otherwise be a working day when establishing entitlement to public holiday pay. It’s often tempting to suggest that if there is uncertainty about the question, a simple arithmetic formula be adopted to establish whether the day would have been a working day e.g. if the majority of x-days in the previous six weeks have been worked then x-day will be deemed to be a working day. Whilst superficially attractive, particularly for payroll administrators, on balance, I think this could lead to some unfair outcomes and the present system – imperfect as it is – is probably not unreasonable. I’d like to know what others think. Whilst simplistic, it is hoped that the above suggestions (constrained as they are by editorial requirements) might serve as a starting point for a debate long overdue. We would very much like to receive your feedback and any suggestions of your own for addressing the present problems associated with the Holidays Act. Keith Woodroof Employment Relations Advisor

Health and Safety

Update December 2016


ACC discounts

The new approach to workplace incentives ACC thinks businesses should be better rewarded through their levies when they reduce injuries at work and support the rehabilitation of their injured workers. So, ACC is developing a new approach to how they help New Zealand businesses create healthy and safe workplaces and reward them through their levies. They’ve developed ideas to improve the Experience Rating programme and are keen to hear what you think.

As part of these changes, from 1 April 2017, the Workplace Safety Discount (WSD) and Workplace Safety Management Practices (WSMP) products will no longer be offered.

The new approach ACC are making some changes to how they help businesses create healthy and safe workplaces. This includes:

Why the products are being discontinued WSD and WSMP products have been running for over 10 years – in that time the workplace safety environment has changed significantly. As part of the health and safety changes last year, legislation was updated and the WSMP and WSD products no longer align with the Health and Safety at Work Act.

• designing new initiatives to stop workplace injuries from happening,

ACC have also been reviewing the products over this time

Discontinuing the WSD and WSMP products supports this approach as these products recognise compliance rather than outcomes.

and found there’s no strong connection between the products and a reduction in injury claims. ACC customers have also told them the products are inflexible and not tailored to their businesses.

• developing new incentives that will encourage businesses to invest in health and safety improvements, •

creating levy-based rewards for businesses that reduce workplace accidents, through enhancing the experience rating programme.

To make the transition easier, businesses that are eligible can apply again before the products close on 31 March 2017. This means you’ll receive your discounts until no later than 30 June 2019. It’s recommended to get your application in early as ACC can only accept memberships that are processed and accepted before 1 April 2017 and is expecting a higher number of applications than usual.

Health and Safety


Experience Rating (ER) ACC currently offer a no-claim discount programme for small businesses where they can receive a 10 percent discount or loading on their levies. For medium and large businesses, ACC apply an experience rating that offers a discount of up to 50 percent or a loading of up to 75 percent. ACC ER is a system of modifying your ACC work levy based on your business’ claims history. ER rewards you if your business has a good claims history, and encourages a focus on improving workplace safety and making New Zealand businesses better places to work. ACC believes the ER programme works well – the amount of claims a business makes is reflected fairly in the levies they pay. With the removal of the WSMP and WSD incentive programmes, ACC thinks it’s even more important to get ER right as it supports their wider drive to improve workplace health and safety.

Do these changes mean you no longer need a workplace health and safety system? Definitely not! To ensure your workers and other people are not harmed you’ll need to have health and safety policy, process, procedure and practices in place and implemented. How will you audit your system – now that ACC will not be auditing your WSMP programme? Don’t panic – help is at hand. The Health and Safety Consultants at The Chamber are well versed in the requirements of a ‘good-practice’ occupational health and safety management system and can visit you to review your workplace and system. Steve Cooper Health & Safety Consultant

Be part of the conversation – have your say! ACC want to collaborate with you about how they can create safer and healthier workplaces in New Zealand. This is the start of an ongoing conversation – if you're keen to be a part of it, visit the website, use the feedback form and have your say: or proposals/workplace-incentives/


+64 3 341 5841

Export and Import

Update December 2016


It’s that time of year again! Unbelievably it’s December and the end of the year is just around the corner. What an amazingly fast year it has been on the export front.

Our dollar continues to stays high, our key offshore markets of America and the United Kingdom have experienced large anti-trade consumer movements and the world, as a whole, is becoming an increasingly complex and ever changing market place. With elections in New Zealand next year it will be interesting to see if the anti-trade, close borders mentality reaches us here. This year has, however, seen exports maintain their momentum albeit with the dairy sector decline. The export sector is experiencing increased diversification with tech/ IT and service exports increasing markedly and showing good growth. The tourism sector is looking like becoming our biggest offshore currency earner next year with record numbers of tourist predicted. It’s great to see the Christchurch International Airport expanding its hotel accommodation and getting out there promoting Canterbury as the South Island gateway. Plus, the momentum in the central city looks good with key projects paving the way to attract tourists back to Christchurch.

Here at ExportNZ we have put together a very dynamic and extensive programme for 2017 with new training and capability building offerings for exporters, a revised half day export conference, continuation of our successful export breakfasts, the export growth series and of course our continued support of export members through advisory, networking and export documentation. All will be promoted in January 2017. All the best for the festive season and we look forward to seeing you all next year at one of our many events! Shirley van Waveren Business & International Trade Advisor

Another key export growth sector has been craft beers. With 168 craft breweries operating across the country producing more than 1500 unique brews, exporting has become a must. There are 49 export markets for New Zealand beer. Data shows that exports of higher alcohol beers – typical of craft styles – have grown from $1 million five years ago to $4.5 million in 2015. In total beer exports reached $37.4 million in 2015. Some further interesting statistics are to the right. As we reach the year’s end, we look forward to what 2017 might bring. Ongoing Brexit discussions, hopefully a more stable America with the presidential elections dusted off and maybe decreased war tensions in Syria with a more uniform approach to this area of the world. It certainly looks like the dairy sector is climbing into greater profitability and with innovation and investment on the increase, there is the opportunity of sustained export growth. Sources: Statistics NZ, NZ Customs, ANZ; Brewer's Guild of NZ; The Beer Cellar, Brewed: A guide to the craft beer of New Zealand, Jules Van Cruysen

ExportNZ Canterbury is a division of The Canterbury Employers’ Chamber of Commerce. Members of The Chamber automatically gain membership to ExportNZ Canterbury and its specialist export services.

Export and Import


The ‘I’ word and key attributes of successful exporters As Kiwis, we have a strong heritage of innovation. It was essential to our survival from the outset, when pioneering farmers had to do pretty much anything with a piece of number eight wire. We still have a reputation for being inventors of some novel things – from AJ Hackett’s first commercial bungy jump to Ernest Godward’s world-first spiral hairpin. But how far does our ingenuity go towards the success of our modern day exporters?

I find that today’s most successful exporters all maintain a culture of innovation. They don’t just invent a new product or service and stick with that. They are continuously improving, innovating and inventing. This theme of continuous research and development (R&D) is backed up by local and international research. There is strong evidence linking business R&D, innovation and productivity growth. So what role should the Government play in supporting R&D – if any at all? One recent New Zealand study showed that R&D grants increase the likelihood of filing patents and introducing new goods and services. In particular, receiving an R&D grant almost doubled the probability that a firm introduced goods and services that were new to the world. This is where Callaghan Innovation comes in, with a range of services, including project and growth grants. There is also good evidence that both tax credits and grants increase R&D expenditure, with R&D tax credits having a stronger but complementary effect to grants. We no longer have tax credits for R&D in New Zealand and I think we need to revisit this policy. Most countries have both grants and tax credits, and we may be missing out by putting all our eggs in the grant basket. According to international research, companies that succeed in export markets tend to have the following common attributes: 1. Technology leadership – being masters of incremental innovation, obsessed with leading edge technology and having very strong research networks. 2. They dominate global segments – staying away from price-driven volume markets and competing through value not cost. 3. Operational effectiveness – with sophisticated production networks. 4. Top class management capability.

These are all traits found by Professor Göran Roos when he carried out studies of niche manufacturers in Germany and across Europe who were dominating globally in their field. They are applicable to modern day Kiwi export success stories – such as Fisher & Paykel Healthcare, Hamilton Jet and Gallagher’s. These companies have proven that being competitive in international markets means leading in their respective niches. They have chosen niches that are small enough to be safe from competition from the large multinational brands, but big enough for New Zealand companies to be successful on an international scale. There is widespread international agreement among economists and policymakers that new knowledge production and innovation are central to the trend rate of economic growth. In OECD economies, only educational attainment and research intensity have consistently been significant contributors to multifactor productivity over the past 140 years. In other words, high productivity = higher wages and a higher standard of living. The importance of innovation is only likely to grow as global competition strengthens and firms are forced to compete on value and product differentiation which is underpinned by innovation. High performing companies tell us that they are: • customer centric • innovation led • keep their R&D close to their manufacturing • increasingly offering services alongside products. The most successful exporters have the funds to invest in employing their own people in overseas markets, rather than just relying on distributors or agents. This helps them stay close to their customers and understand the cultural nuances of doing business. Catherine Beard Executive Director ExportNZ, a division of BusinessNZ


Update December 2016


The future of work Three ways work may be different by 2026 By 2026, the way we work might be completely different from how we do it today – as different as working in a steam powered cloth factory was from being a cottage hand-loom weaver.

What if, by 2026, the way we worked has moved beyond the office, beyond jobs, beyond employees or employers? Here’s what it could be like! Possible Future 2026: Beyond the office It’s 2026 and almost no-one rents premises exclusively for their organisation. It costs too much and you miss out on the ability to work easily with others from different organisations. More than anything you miss out on new knowledge and new ideas from outside your sector. Eighty per cent of workers use shared work hubs. This applies across private sector, government and not-forprofit organisations. There are plenty of shared work hubs in CBDs. Some of them are general work hubs, some have niche tools and equipment used by particular specialists.

There are also small and medium-sized work hubs scattered across almost every suburb in towns and cities. In small settlements, the work hub is the heart of the community. People drop in and use the hubs as they need them, fitting in their work around other community and family commitments. Rush hour doesn’t exist and traffic jams are rare.

Possible Future 2026: Beyond employers It’s 2026 and most people are ‘networkers’. They are networkers not just in the sense it was meant in 2016 (though people still make sure they are connected to a wide range of people and share information and ideas with others). The networkers have adopted that term because they organise their working lives in a completely fluid, networked way. Very few people work for just one organisation as an employee any more. Most people work with multiple organisations at once, working flexibly on different tasks and projects. For many people this gives them the freedom to tailor the volume of their work to fit with other aspects of their lives. It also allows them to choose to work with organisations whose values are a good fit with their own. Because networkers do much of their work digitally, it’s easy for them to move between lots of different organisations – in different sectors, sometimes in different countries – so they are always picking up new knowledge and information that they use and share further in their networks. These workers have specialist skills, the ability to selfmanage, they learn continuously and they construct their own ‘career webs'. People who can’t do this find it very hard to get work.



Possible Future 2026: Beyond jobs It’s 2026 and almost all routine work has been automated. This includes both routine manual work (like pharmacists counting out pills and accountants recording transactions) and routine cognitive work (like literature searches, risk analysis and medical diagnosis). At the same time, there is high demand for some technical skills, as well as innovation and creativity. People with those skills command a very high price. Very few organisations can afford to employ these people exclusively or full-time. Instead they purchase ‘micro-contributions’ – anything from a six-minute task, or one conversation, to specific inputs on a large project. Organisations access these contributions from people anywhere in the world. The old idea of a ‘job’ as a predetermined, specific bundle of tasks that all had to be performed by one person is no longer relevant. Managers are now used to assembling the skills and talents needed to do work from multiple sources. Managers are skilled coordinators – like film producers or impresarios – who understand how to ensure the multiple micro-contributions come together to deliver on the bigger canvas of work.

Sound far-fetched? Parts of this future are already here today! People are already moving beyond ‘the office’. Many large employers are already shrinking their offices and encouraging desk sharing. In the United Kingdom’s public sector there are eight desks for every 10 employees. Some private sector companies even have one desk for every ten employees.

People are already working in self-organising networks. In both the United States and Australia over one third of workers are now freelance. (In 2015, 50 per cent of freelance workers in the USA wanted a new definition of work to reflect their practice and a new set of rules to apply to their work). New infrastructure is being created around networkers, with mutual credit associations, insurance and business services tailoring offerings to this growing segment of workers. The Student Volunteer Army provides a great example of people being self-organising and connected together in networks. They flock to tasks that need doing and then disperse to other work when that need is met. The automation of work is already well-underway. Automation of routine manual work is already happening. There are already ‘dispensary bots’ in pharmacies in New Zealand. They free up pharmacists from pill counting to be able to provide more advice. Clerical jobs in New Zealand have dropped 15 per cent in just the last six years, largely due to automation. In the garment industry sew-bots already cut and stitch clothes faster and more accurately than machinists. From accounts of sports matches to financial quarterly earnings reports, writer bots are taking over routine cognitive work, freeing up the human journalists to think more critically about the bigger picture. Some professions (e.g. lawyers, accounting consultants) already charge in micro-increments, sometimes as small as six minute units. Many managers already have experience of managing project teams where contributors come from both inside and outside of the organisation.

Globally, the supply of co-working office spaces is growing rapidly and there is also growth in shared home-office spaces through network platforms like Hoffice. Platforms like Qdesq in Dehli or Spacious in New York allow people to book cafes and restaurants as working spaces in the hours they are not serving food.

Can you take advantage of tomorrow today? We can see the seeds of each of these three futures here today. What advantages would each of them provide for your business? What challenges might they bring? What might you need to start doing differently today to be ready futures like these?

After the Christchurch earthquake, the Addington Coffee Co-op café became an impromptu work hub. Working from cafes is an everyday phenomenon.

If the new normal for work is going to be beyond the office and beyond jobs as we know them now, how might your business take advantage of these shifts in the nature of work today? Dr Stephanie Pride

Dr Stephanie Pride leads StratEDGY Strategic Foresight, New Zealand’s leading futures consultancy. StratEDGY provides futures-related advice, training and executive coaching as well as research and keynote presentations.

General Business

Update December 2016


BusinessNZ Advocacy Update – 2016 Issue for Business

Advocacy activity

Economy Aiming for the right tax outcome for business

As part of their major transformation project, IRD will eventually introduce an Accounting Income Method (AIM), which should assist small business with tax compliance cost. The IRD has established a private sector strategic group (of which BusinessNZ is a member) to give them guidance in this space and turn influence the policy direction of AIM.

Wider implications around feasibility expenditure deductibility after Trustpower Supreme Court decision

BusinessNZ is deeply concerned about the impact on the wider business community of the Supreme Court’s judgment on the Trustpower LTD vs Commissioner of IRD decision. BusinessNZ is in discussion with IRD officials in possible solutions.

Need increased ability of local authorities to adapt their governance arrangements and structure to lift performance

Submitted in support of the Local Government Act 2002 Amendment Bill (NO.2) which implements a set of reforms to enable improved service delivery and infrastructure arrangements at the local government level.

Resources & Environment Inadequate land supply for housing growth requirements, particularly in Auckland

BusinessNZ has welcomed the recent release of the Productivity Commission’s Better Urban Planning Draft Report which makes a number of useful recommendations to improve NZ’s Urban Planning.

Freshwater allocation regime in NZ needs overhaul

Officials are looking at wide range of options for water allocation including their costs, benefits and impacts. A technical advisory group (TAG) has been established to advise officials on the practical impact of different options.

Resource Management Act does not protect property rights; is costly and difficult to comply with

Advocating for more protection of property rights, more national direction to Councils, and new consenting and planning processes; advocating against reduction in appeal rights.

Emissions trading scheme needs to be fit-for-purpose

Advocating for business competitiveness to be maintained transitioning to lower carbon economy, and access to multiple sources of units.

NZ needs to use all available energy resources for cost-effective, sustainable energy supply

BEC continues to be influential in shaping the work being undertaken by Government on the energy sector, and on energy sector targets.

New Zealand needs a transmission pricing methodology that is cost reflective and matches those who benefit with those who pay

BusinessNZ supported the overall direction of travel of the work undertaken by the Electricity Authority.

General Business


Sustainability Delivering Paris climate change commitments require business leadership

‘Climate leaders’ from across business, government, academia and not for profit sector met for the third time in October to define ambition.

Employer Issues Appeal Court ruled (Terranova case) that pay equity means equal pay for work of equal value (rather than the same pay for the same work), requiring a process for determining ‘equal value’

BusinessNZ represented employers on the Government’s Pay Equity Working Group, recommended pay equity claims should be bargained for in the same way that ordinary pay claims are, using bargaining provisions in the Employment Relations Act to achieve agreements on ‘equal value’.

Issues have emerged with calculating and paying holidays pay under the Holiday Act 2003. Many employees have been underpaid, potentially over a period of years

BusinessNZ is part of the steering group overseeing work streams, including payroll systems design, best practice in payroll operations, operator standards, and effective audit and compliance.

Minimum Wage review

Government has called for submissions on the annual review of the Minimum Wage. BusinessNZ will circulate a draft for comment prior to this date.

ACC Levy review for 2017/19

ACC have issued their annual levy review documents which propose some changes to ACC levy rates for the 2017/18 year. BusinessNZ has made a submission to ACC, including pointing out the continued problems associated with cross-subsidisation within the ACC Motor Vehicle Account.

Exporting & Trade Government is calling for submissions on the Antidumping and Countervailing Duties Amendment Bill. The main change is the introduction of a public interest test and being able to suspend anti-dumping relief in the event of a natural disaster.

ManufacturingNZ has made a submission pointing out the Government in NZ is making it harder for NZ business to get this trade relief which is supposed to level the playing field, while in Australia they are doing the opposite and making it easier for local manufacturers to access.

Innovation and R&D NZ companies and the NZ Government underinvest on R&D and innovation compared to other comparable countries. This is important because an innovative culture (at firm and Government level) will lead to higher productivity and therefore a higher standard of living. More R&D will make us price makers rather than price takers.

BusinessNZ has set up a Chief Technology Officers Group. The group comprises some of our biggest investors in R&D and they are members of the Major Companies Group and/or ExportNZ. The CTO Group will begin to form some views on the best policy environment to encourage more R&D.

Board Members

Update December 2016


2016/2017 Chamber Board The new Chamber Board was announced at our AGM on 12 October. We are very pleased to welcome new and returning board members.

Benjamin Badger

Stephen Bateman (Vice President)

Benjamin is a partner in KPMG’s South Island Private Enterprise and Deal Advisory practice. Prior to joining KPMG, Benjamin held senior roles with a major trading bank where he provided advice and banking support to a broad range of South Island-based business clients. He also acts as an advisory board member to a number of South Island-based, privately-held companies. In 2007 he was a founding member of the Canterbury Young Professionals, later going on to facilitate the national rollout of the organisation.

Stephen Bateman is the director and founder of S B Global Logistics and JSP Logistics, based in Christchurch. S B Global Logistics is the authorised network partner and representative for DB Schenker in the South Island. DB Schenker is a world leader in providing global logistics services. Stephen has over 35 years’ experience in the freight-forwarding and logistics industry and his key focus is to provide Canterbury exporters and importers with a dependable link to world markets. Stephen is vicepresident of The Chamber board.

Stephen Collins

Carl Davidson

Stephen Collins created Collins Real Estate in 1972, which he grew to be the biggest in its market before amalgamating with Harcourts in 1985. Stephen developed the technolog y, syste m s , t rai n i n g an d e d u c at io n programmes that grew Harcourts from 14 offices to its present position as a market leader in New Zealand and Australia. Stephen is now retired from daily involvement with Harcourts and is a life member and past president of The Chamber board.

Carl is a director of Research First and one of New Zealand’s leading experts in organisational learning and commercial research. His skills are utilised by boards and senior management teams of some of New Zealand’s leading companies. He has served a term as the chair of the Families Commission and is currently a member of the Crown’s Advisory Experts Group for Information Security (AEGIS) for the Children’s Action Plan (CAP).

Board Members


Jenni Callaghan

Dr Rod Carr

Jenni joined the Private Client Services team at Ernst & Young (EY) as a senior consultant on her return from the UK. Prior to joining EY, Jenni held business development and relationship management roles with Hewlett-Packard in NZ before gaining invaluable experience working for Apple in London. She works with a variety of Canterburybased businesses using her experience in the IT sector and as an accountant to provide a great foundation to help and support local business.

Prior to his appointment as vice-chancellor at the University of Canterbury, Dr Rod Carr was managing director of Jade Software Corporation. Dr Carr joined Jade after a distinguished career in the banking sector, which included holding the position of acting governor of the Reserve Bank of New Zealand. Prior to this, Dr Carr was a senior executive at the National Australia Bank in Melbourne.

Peter Davie

Shaun Hubbard

Peter Davie is the chief executive of the Lyttelton Port Company, a role he has held for 13 years. Since commencing this role, he has had a strong focus on relationships with customers and staff, and improving operating systems. He has been heavily involved in upgrading infrastructure and expanding container facilities. This has been critical since the 2010 and 2011 earthquakes, where his focus has been on developing and delivering a reinstatement and development strategy that meets existing and future needs of customers, stakeholders and the wider region.

As AECOMs South Island regional manager, Shaun oversees the operations of more than 150 engineers, designers, planners, management and construction services professionals. Shaun began his career in civil engineering before becoming a strategic advisor on infrastructure. He has worked with different cultures, organisations and across different continents (Europe, Africa, Asia and Australasia) understanding different customs of workplaces.

Board Members

Update December 2016


Hugh Lindo (President)

Andrew Logie (Vice President)

Hugh Lindo is a partner in Simpson Grierson’s corporate and commercial department. Hugh advises on all aspects of business law with special expertise in corporate governance, finance and banking, capital raising and offshore trust structuring. Hugh has been appointed the 2016/17 President of The Chamber board.

Andrew Logie is a partner at Lane Neave and the leader of the corporate and commercial team in Christchurch. His areas of expertise include business transactions, banking and finance, insolvency, franchising, commercial law and commercial contracts. Andrew is vice-president of The Chamber board, a member of the New Zealand Chambers of Commerce Board and a Director on the BusinessNZ Board.

David Rycroft

Tony Sewell

David Rycroft owns and manages a number of SME-type businesses and is currently a business owner/manager with three businesses focused on building automation, electrical and energy efficiency. Prior to this he was the economic development manager for the Canterbury Development Corporation where he focused on helping to address barriers to growth for business and industry as well as working on a range of projects in the technology, aviation, film and screen production, creative arts and broadband communications sectors.

Tony is director of Tony Sewell Ltd and works with various clients as a property consultant. Tony was the chief executive of Ngai Tahu Property Ltd from its establishment in 1994 through to 2016. He led the company through negotiation with the Crown for the Settlement of the Ngai Tahu claim and grew it from humble beginnings to become the South Island’s strongest property company.

Board Members



Member Profile

Update December 2016


Welcome to new members A key objective of The Chamber is to encourage members to do business with other members. This will ensure that membership is successful and additional business is generated for our region. When liaising with fellow members to do business, please act professionally and respect their right to decline your services.

Advantage Fire Protection 2015 Ltd

Breathe Ezy New Zealand Ltd

Future Path Ltd

John Allender Director

Gerry Walmisley Director

Murray Carter Sales & Marketing Manager

MOBILE: 021 0714 569 PHONE: 383 8071

MOBILE: 027 220 1424

MOBILE: 029 200 7821 PHONE: 928 2583

5 TIMBERS LANE, BURWOOD, CHRISTCHURCH PO BOX 38111, PARKLANDS, CHRISTCHURCH 8842 Fire extinguisher sales, service and training.

Ali Jones PR & Communications Ltd Ali Jones Owner MOBILE: 027 247 3112 32 WESTMINSTER STREET, ST ALBANS 8014 Ali Jones PR & Communications is an experienced and effective agency that is straight talking and affordable. We don't play games and we know our stuff. With particular strengths in health and education, AJPR has contacts in media organisations across the country.

Art Bureau Liana Clements Art Consultant


Breathe EzyNZ Ltd is involved in the harvesting and export of Pure New Zealand Air to areas of the World with high levels of atmospheric pollution including India, China, Korea, Vietnam and Central America.

Future Path works with business owners, commission sales people and entrepreneurs to ‘change their mind’.

Broderick Consulting Ltd Vaughan Broderick Advisor/Director MOBILE: 027 573 7773 PHONE: 377 5489

Ignite PT Jodi Wilson Owner

Mortgage and insurance advice and brokerage.



Justin Ryan Sales & Marketing Director Ezypay provides an outsourced payroll office taking care of all your payroll requirements. We ensure your payroll is completed on-time, every time and is fully compliant with New Zealand Payroll Legislation. No need to resource this role as we are your payroll department.

MOBILE: 027 549 3887 PHONE: 341 1096

Florax Indoor Plants


MOBILE: 021 374 088 PHONE: 0800 356 729

BestStart is NZ’s leader in quality childcare, early childhood education, baby care, preschool, Montessori, and kindergarten services.

Boards of Origin Phil Duncan CEO MOBILE: 022 010 6854 1/15 COLES PLACE, ST ALBANS, CHRISTCHURCH 8014


MOBILE: 021 963 9974 PHONE: 963 9974

MOBILE: 020 425 4251



Mike Sellwood South Island Regional Manager

Imelda Curtin

Ezypay Limited

BestStart Educare Limited

Healthy Minds Limited


MOBILE: 027 866 9567 PHONE: 0800 278 287

Stunning original artwork will transform a room. The Art Bureau expertly select art for commercial and residential spaces, to rent or buy. Browse our extensive online gallery (featuring hundreds of artists) or utilise our complete service from selection to installation and flexible art rental options.


Stefan Reding Director

9 CRAFT PLACE, UNIT 10, MIDDLETON, CHRISTCHURCH PO BOX 8301, RICCARTON, CHRISTCHURCH 8240 Florax is a local Christchurch owned and operated business providing interior plantscaping, hire, sales and other related services to commercial and home customers. Corporate long term plant hire-purchase and with purchase maintenance as well as event/ short term plant hire.

MOBILE: 021 446 483 Ignite PT is a boutique personal training studio run by two experienced trainers – Jodie and Rosie.

International Panel and Lumber Ltd Dean Boston General Manager MOBILE: 027 872 5585 PHONE: 03 762 6859 3 TRICKIE ROAD, GLADSTONE, GREYMOUTH PO BOX 179, GREYMOUTH 7840 International Panel and Lumber (West Coast) Ltd manufactures and distributes plywood throughout NZ and export from its Greymouth manufacturing plant. Established over 50 years ago, IPL is NZ owned and one of the largest employers on the West Coast.

Ledge Creative Ltd ( Jason Lennie Managing Director MOBILE: 021 292 9104 PHONE: 377 3969 LEVEL 1 SUSHIBOX, BOXED QUARTER, 270 ST ASAPH STREET, CHRISTCHURCH PO BOX 941, CHRISTCHURCH 8014 Marketing, graphic design, branding, printing, web development.

Mlj Painters Ltd Michael Johnston Director

Fonterra James Caygill

MOBILE: 021 343 872

Recycled Rimu chopping, cheese and pizza serving boards.

MOBILE: 021 277 7597 PHONE: 0800 656 568


92B RUSSLEY ROAD, RUSSLEY, CHRISTCHURCH PO BOX 79026, AVONHEAD, CHRISTCHURCH 8446 We are a global dairy nutrition company. Owned by 10,500 farmers and families, we are united by a fundamental belief in the power of dairy to make a difference. With a can-do attitude and a collaborative spirit, we are a world-leading dairy exporter.

Our team of professional painters & decorators understand the needs of our clients and will produce timely and effective results. As a company you can be assured that we will use the very best materials available to us to protect your assets without using any harmful environmental products.

Member Profile


National Storage Blodwen Jones Office Manager MOBILE: 027 444 2206 PHONE: 0800 541 055 4 LANGSTONE LANE, NORTHCOTE, CHRISTCHURCH 8052 National Storage is one of the largest providers of self-storage in Australia and New Zealand, with over 100 centres helping over 30,000 customers. Our team are dedicated to delivering tailored storage solutions for personal and business customers.

Parklands Supermarket Ltd (FreshChoice Parklands)

Vaughan Luckman Consulting Ltd

Kirsty Brown Business Service Manager

MOBILE: 027 416 6177

MOBILE: 021 353 343 PHONE: 383 1004


60 QUEENSPARK DRIVE, PARKLANDS, CHRISTCHURCH PO BOX 38112, PARKLANDS, CHRISTCHURCH 8842 FreshChoice Parklands is a locally owned and operated supermarket in the suburb of Parklands.

Nicstar Pty Limited

Property Council New Zealand

Annette Pendergast Administration

Kelly Taylor General Manager

MOBILE: 022 090 2627

MOBILE: 021 575 702 PHONE: 365 6998

UNIT 17, 14 WHARENUI ROAD, UPPER RICCARTON, CHRISTCHURCH 8041 Delivering expert project management services in general industry and specialised implementation in the Information Communications Technology Infrastructure (ICT) industry.

Nokia Rodney Templeton Account Manager MOBILE: 021 522 300 PHONE: 09 365 8036

553 CHAPMANS BOUNDARY ROAD, RD 5, RANGIORA PO BOX 4171, CHRISTCHURCH 8140 The voice of commercial property in New Zealand, Property Council is a not-for-profit organisation that represents the country's commercial, industrial, retail, property funds and multi-unit residential property owners, managers and investors.

Rod McMillan and Associates Rod McMillan Director

Vaughan Luckman Director/Lead Consultant

Vaughan Luckman Consulting is a Christchurchbased consulting service. We specialise in planning and implementing solutions in relation to business process, change and analysis. We have a diverse range of skills on offer - no business or need is too small or too big to deal with!

Walnuts New Zealand Co-operative Limited Shane McKenzie General Manager MOBILE: 027 926 8652 PHONE: 03 347 8103 142 TRICKETTS ROAD, WEST MELTON, CHRISTCHURCH 7676 New Zealand Walnut processor and marketer established in April 2015 following the acquisition of A Cracker of Nut Limited's assets. Supplied by over 140 Walnut growers from throughout NZ of which 46 are shareholders in the Co-operative.

WBM Limited (Withers & Co)


MOBILE: 027 499 5840

Matt Withers Director


MOBILE: 027 877 9006


Nokia is the global leader in the technologies that connect people and things. Powered by Bell Labs and Nokia Technologies, Nokia is at the forefront of technology innovation around 5G, IOT and Cloud.

Management consulting; education; research science and technology.

Northstar Group

MOBILE: 021 0233 5345 PHONE: 312 0106

Tim Hanson Account Manager MOBILE: 027 839 9028 PHONE: 341 3220 212A MAIN SOUTH ROAD, SOCKBURN, CHRISTCHURCH PO BOX 11103, SOCKBURN, CHRISTCHURCH 8443 Where guaranteed workmanship meets unbeatable service in all aspects of construction, re-construction and building maintenance.

NZ Institute of Business Technology (NZIBT) Gail Hughes Business Service Manager MOBILE: 027 788 8117 RM 11, ANNEXE B, LINCOLN UNIVERSITY, ELLESMERE JUNCTION ROAD, LINCOLN PO BOX 85055, LINCOLN UNIVERSITY, LINCOLN 7647 NZIBT believes in the personal transformational power of education, its role in creating a productive society and its ability to make a difference in the quality of life. We offer a Graduate Diploma in Business to international students on campus at Lincoln University.

Otautahi Community Housing Trust Claire Payne Executive Assistant MOBILE: 022 088 7617 61 KILMORE STREET, CHRISTCHURCH PO BOX 53, CHRISTCHURCH 8140 Tenancy management for social housing.

Safety Step Canterbury Limited Sally Beale Marketing/Admin Manager

PO BOX 385, KAIAPOI 7476 Non slip flooring products, industrial, residential, transport etc. Safety Step is recognised across the globe as the leading expert in provision of integrated pedestrian safety systems that combine the very latest innovation in anti-slip technology and glow in the dark capability.

SRG Contractors NZ Limited Withers & Co. is a digital platform for the procurement of branded merchandise and apparel. We combine a low overhead structure, the best customer service, a trusted supply network in Asia and 20 years’ experience to give our business a genuine point of difference.

Wools of New Zealand Rosstan Mazey Director MOBILE: 021 402 411 PHONE: 974 1805 AVIATION HOUSE, BUILDING 1, LEVEL 1, 12 ORCHARD ROAD, CHRISTCHURCH AIRPORT PO BOX 16819, HORNBY, CHRISTCHURCH 8441

MOBILE: 022 077 6117

The Wools of New Zealand brand identifies products which are rich in New Zealand wool and that meet strict performance criteria.


Damian Aspros Project Manager Construction and mining (including Geotechnical Services).

Synargy Corporation Limited Andrew McFedries Director MOBILE: 021 983 393 PHONE: 03 389 6301 24 DETROIT DRIVE, IZONE, ROLLESTON PO BOX 37, ROLLESTON 7643 Synargy Corporation is an importer and wholesaler of furniture.

TENCO EBS Ltd Nick Price General Manager MOBILE: 027 222 9978 PHONE: 359 2097 UNIT 6B, SIR GIL SI TENCO EBS is the leading provider of private network services for the set-up, management and billing of energy and utilities of Australasian property companies.

Member Profile

Update December 2016


Contact us Lobbying, advocacy, business strategy & policy Chief Executive Peter Townsend General Manager Leeann Watson

Communications, ICT and marketing Membership & Marketing Manager Lydia Stoddart

Grants and Funding Technology & Marketing Development Rob Lawrence

Marketing and ICT Kate Trolove

Technology Process Advisor/Export Documentation Advisor Carly Winters

Executive Assistant to CEO & GM Claire McOscar

Events and Networking Events Manager Holly Andrews

Employment law, employment relations and human resources Employment Relations Advisor Keith Woodroof

Events Coordinator Alex Thorpe

Employment Relations & HR Advisor Melicia Clough Health and safety Health and Safety Consultants Helen Mason Steve Cooper Alan Boswell Export & Import and Manufacturing Business & International Trade Advisor Shirley van Waveren

Events and Awards Coordinator Sam Kennedy Training Training Coordinators Mary Botting Alexia Ferguson-Lees External Relationships External Relationships Manager Anna Johnstone Skilled Migrants Migrant Employment Coordinator Jude Ryan-O’Dea Settlement Information Coordinator Lisa Burdes

Finance, membership Finance Manager Steve Woodside Accounts & Membership Liaison Anne Jamieson Membership Liaison Kellee Berry Administration, certificates of origin, reception Executive Assistant Rachel McCann Administrator Amy Luscombe Administration Assistant Zoe Fowler Administration Assistant Joanne Skates Business Development Business Development Manager Melicia Clough

Behind you every step of the way. 57 Kilmore Street PO Box 359 Christchurch 8013 Ph 03 366 5096 Freephone 0800 50 50 96

Business Development Coordinator Kelly MacIntosh

The Canterbury Employers’ Chamber of Commerce (The Chamber) is your first source for business advice. We have the experts, knowledge, connections and experience to help members succeed in today’s environment. Members get a wide range of membership including access to free advice, resources and templates, specialist expertise, networking opportunities, discounted training and events, and access to our member savings programme.

Affiliated to:

The Canterbury Employers’ Chamber of Commerce would like to acknowledge the support of our sponsors and supporters, who contribute to this organisation to ensure that membership subscriptions can be kept as low as possible. Each of these companies assists us to bring more services and better value to our members.


Deadline Booking: 9 December 2016 Copy/Adverts: 23 December 2016 Editor Kate Trolove 03 366 5096 Update magazine is produced quarterly and has a distribution of 2,900 copies to business and other recipients. Employers’ Chamber members are welcome to advertise in Update magazine – see or contact the editor for details.




Next issue March 2017 (170)


Sales and Marketing


update Canterbury Employers’ Chamber of Commerce Official Magazine

Update - Issue 169 Champions  

The Chamber's quarterly business magazine featuring business columns, issues and profiles.

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